The Restaurant Biz Blog

WhenToGO-MOBILE

Sometimes funny, but mostly about what makes the retail and restaurant industry tick, each Friday the WhenToManage team plays on our company name with a WhenTo(DO). This week's WhenTo(DO) is on the mobile front, or when should your restaurant go mobile? According to the technology website cnet.com, in the first quarter of 2010 over 314.7 million mobile phones were sold, a 17 percent increase year over year. Clearly, mobile is on the rise and now you're thinking: what does it mean to my business and how do I "use" it??? Good question, but one that doesn't have an end-all-be-all answer. The smartphone and mobile space is clearly evolving. Not to mention, all the "pads" that will soon launch. So the answer is stay on top of the trends! As committed and former restaurant executives, managers, cooks and servers, we also have some ideas on how mobile can help, and our software does just that, help...

Is HR The Next Hot Topic In Restaurant Software And Services?

As restauranteurs we have to do two things very well: find great product and serve it. Both of these tasks involve human interaction and that means managment duties, fortunately or unfortunately. Thankfully we have web-based support mechanisms like inventory management tools and labor scheduling functionality. The features of theses solutions create a lot of effeciencies, true. We get help configuring our businesses so we are notified when schedules are not consistent with our sales goals or if inventory is low. And although we are serviced by these tools, again thankfully, one question that digs deep into both of these matters is the human side... How do we know we are working with the right people?

Now, if someone had a perfect answer to finding the BEST vendor or MOST MOTIVATED employee then no one would ever be fired. Alas, there are solutions gaining ground to solving this ever persistent challenge. Yet, the challenge remains...

Two studies, one from academia and the other from professional management consultants, tallied up the "human resources" concerns in and about the restaurant industry.

In the study "Job Satisfaction, Life Satisfaction and Turnover Intent of Food Service Managers," Professor Richard Ghiselli of Purdue University's Hospitality Tourism and Management Department discovered working conditions impacted restaurant manager to the breaking point. Ghiselli uncoverd an exodus. By the time many restaurant managers reach their forties, they have probably left the industry.

And...

According to the 2005 Datassential Operator Survey, when “decoding the profit and loss puzzle for your restaurant customers, it’s important to keep in mind that labor is nearly as large an expense as the food itself.” In fact, hiring and retention has replaced food prices as the top worry for restauranteurs”, says Hudson Riehle, Senior Researcher at the National Restaurant Association.

Lastly, in the popular Fohboh.com blog, the situation is summarized very well. Imagine the following case:

Number of restaurants in chain: 100 restaurants
Average employees per restaurant: 75
Total employees (operating): 7,500
Turnover rate: 100%
New employees: 7,500
Cost per new employee: $2,500
Total potential cost annually: $18,750,000
Total cost per restaurant: $187,500
Projected sales per restaurant: $2.8mm
Estimated cost per restaurant: 6.7%
Cost per 1% of turnover: $187,500

So what's the answer? Like we started with, use web-based tools and stay tuned for enhancements to the WhenToManage suites of services. Secondly, take time to read these great posts by management experts in the restaurant industry. They talk not just about the technology side, but emotional part of our brains...

WhenToGET-BACK-TO-YOUR-DINERS

Sometimes funny, but mostly about what makes the retail and restaurant industry tick, each Friday the WhenToManage team plays on our company name with a WhenTo(DO). This week's WhenTo(DO) is all about the time-to-interaction with a diner or WhenToGET-BACK-TO-THE-DINER! We all know the story here: customer walks in is seated and waits and waits and waits... And who likes to wait? Diners are hungry, thirsty or on a lunch break and truly have limited time. Sure, at the post office, we all turn into professional wait-ers, but in the restaurant business it is service, service, service.

If you haven't heard of a New York Minute, then I suggest you listen to this Eagles' song; you will understand how fast it truly is. And if you don't have time for that, then know a good rule of thumb is (at least in the US) for diners to be greeted within 60 seconds after being seated. Any longer and the potential for an irritated diner grows with each passing second. Interestingly, in Germany and according to German-way.com, you might wait forever. Entering an Austrian, German or Swiss restaurant requires a diner to find their own table. Sometimes a sever may suggest a table, but they’re usually too busy ignoring the people who are already seated.

Alas, we are across the pond... So this WhenTo(DO) begs the question: how do you teach this sense of urgency to servers, and do they understand your "New York Minute" requirements? The answer is make sure you state it consistently, train it and then manage it... We've created a series of report options for operators and managers to know more about table turn times and the resulting server performance.

Using one of our standard reports a manager can drill down into table turn times by employee. In this demo report, you can see that we are looking for an average turn time of about 50 minutes. We see exactly what tables were seated in this time frame, the check average, number of guests and even an option to go to the item level. Armed with this information, a manager can make station adjustments, improve training, optimize floor plans and help drive table turns. The goal here is to monitor and reward great customer service - your diners will.

Thank you to http://www.flickr.com/photos/batega/3775180564/ for the great picture.

RESTAURANT EMPLOYEES EMBRACE ONLINE SCHEDULING SOLUTION

WhenToManage uncovers communication trend: web-based scheduling application fosters increased collaboration and productivity in the restaurant industry

WhenToManage, the leader in real-time, online reporting and integrated point of sale (POS) business analytics solutions for retailers and restaurants, released the results of a nation-wide user survey proving the critical value of online labor scheduling. Operators, faced with multiple employee scheduling demands, using the web-based communications and scheduling technology, can now more effectively optimize employee-to-management information sharing through a fundamental improvement to the labor scheduling process.

The 2010 Survey of WhenToManage Online Employee Scheduling Users, a national web-based survey of over 700 online restaurant employees conducted throughout June and July, found that 90% experienced improved communications to the point where they would highly recommend the application to employers. Over 70% of respondents stated the seamless communications, enabled by the application, increased productivity through improved workforce collaboration. The survey findings highlight new thinking about personnel management in the restaurant and retail industry. The data posits that increasing employee engagement through seamless and interactive scheduling technology makes for more productive employees and efficient scheduling procedures.

“We were very pleased at the overall survey results. The fact that 90% of employees would recommend WhenToManage to future employers says volumes about our tools. Many of them commented saying that it ‘totally opened up communication,’” said Jeff Schacher, CEO of WhenToManage. “We discovered that many of our employee users ended up being the power-users of our technology. They are one of the driving forces behind adoption at their restaurant. Frankly, because WhenToManage is so easy to use, we believe it will reduce the headache of employee management now and in the future. Some personnel matters will go away leaving more time for essential management duties resulting in happier employees to boot!” said Schacher.

Employees using the application can review their schedules and manage availability requests from either the internet, email or mobile text messages. Using secure log in functionality, employees interact with the system by requesting days off, set preferred shifts, update availability and swap shifts with other employees. Employee requests are then sent back to the store manager for approval. “With employees having less time to accomplish more, the online scheduling application addresses key productivity challenges by opening up communications and encourages employees to work together. This key development keeps the entire operation running smoothly.” Said Schacher.

How Great is Your Customer Service?

When guests come to your restaurant, you should treat them as if they are friends visiting your home. Treating your guests with care and providing an exceptional place for them to enjoy a meal is part of the reason they will come back to your restaurant again. They also expect quality in every aspect of the restaurant. Guests are looking for a value in the things they see, taste and touch, and so providing them with exceptional quality will certainly leave a good taste in their mouths; here are a few tips.

Food Quality

Food and beverages are probably the biggest indicator of quality that a customer notices. Food quality is not only important to the customers' impressions of the overall restaurant experience, but it is important for the their health, as well. Guests' health should never be compromised. Although not all restaurants can boast the best quality food in town, they can still take measures to ensure that food is stored and prepared safely. Take the following considerations when assuring food quality in your restaurant:

• Be sure to follow proper first-in, first-out (FIFO) rotation with all food products.
• Properly label and date all food products.
• Never serve food that has expired.
• Prepare products safely, avoiding cross-contamination with dangerous bacteria or cross contact with allergens.
• Wash hands before and after handling food products.
• Prepare and serve foods at proper, safe temperatures.
  

Quality Atmosphere

When guests enter your restaurant, they should feel as though they are in a special, comfortable place. Try these suggestions to create a superior ambience in your restaurant:

• Consider your concept, and be sure the strength of the light suits the tone you wish to portray to your guests.
• Make sure the volume of your music is audible but not distracting. Music should help create the ambience rather than overwhelm it.
• Decorate your restaurant with a special, unique theme or focal point.
  
• Even a quick-service restaurant needs to demonstrate a high standard of cleanliness for customers to feel good about the quality of food.
  
• Maintain a comfortable inside temperature in your building. 70°F is usually acceptable. Minimize drafts or hot spots from lights as much as possible.

Memorable Service

Perhaps even more important than food quality is the service the customers experience from the time they enter the restaurant until the time they walk out the doors. Although restaurants thrive because of sales, the sale should never be put before the customer's needs.

How to Speak with Customers

In any restaurant or food service environment, speaking to customers should always involve the utmost respect and courtesy. This goes for all workers, from drive-thru attendants to servers at fine dining establishments. This is rather idealistic. However, restaurant workers should follow these general guidelines when speaking with customers:

• Use respectful titles, such as "sir" and "ma'am."
  
• Be optimistic, and speak with a smile.
• Never interrupt or talk over guests' conversations if you can help it,
• Know your menu so you can speak intelligently to educate guests.
• Listen with respect and care to what the customer has to say.
• Be sure you ask questions to clarify a customer's order if there is any confusion.
• Be honest and straightforward with customers at all times, especially if there is a problem.

How to Serve and Clear Food

Serving etiquette varies depending on the restaurant serving type. The restaurant types where this matters the most are upscale or fine dining restaurants. Managers should train their servers in proper table etiquette if they are unsure of how to proceed in a serving or clearing situation. The following tips describe the basics:

• Service order is usually an important standard upheld in fine dining restaurants or formal banquets. In these dining establishments, it is appropriate to serve the guest of honor first, then the female guests and then the males. In less formal restaurants, it is acceptable to simply serve women before men.
• Servers should serve and clear food from the diner's left side. Some formal restaurants advise serving with the left hand for these tasks. Serving from the left is best since most diners are right-handed. Politely excuse yourself if you find that you are interrupting or reaching.
  
• Serve or pour beverages from the diner's right side since that is usually where the glasses are set on the table.
• Serving food, servers and food runners should not call out entrées to see whom at the table claims the dishes. Servers and food runners should have a system to identify which plates correspond to which guest without having to mimic an auction house.
• Good service extends beyond the meal to the entire length of time the party is inside the restaurant.
• Unless otherwise requested, clear all plates and empty glasses at the same time, and before presenting the check.

Caring for Upset Customers

Now and again there are bound to be problems. A customer may be dissatisfied with his meal or may find the quality to be below his standards. Sometimes guests will find the need to vent anger or annoyance before the problem can be resolved. Be sure to train servers the proper ways to handle customer complaints. The manager should also visit the customer to ensure the resolution met their expectation. Retaining upset customers can be a challenge. When you put in the effort and respect to recover distressed customers, you may be able to convince them to return to your establishment in the future.

 

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Building Effective Employee Feedback Sessions

Employee feedback surveys often identify the need for more one-on-one time between employees and their managers. An easy way to fulfill this is to hold regular one-on-one feedback meetings. This simple idea gets overlooked or bumped by supposedly more important priorities. Yet making time for one-on-ones can eliminate communication problems, boost morale and productivity, and guarantee higher scores on your next employee feedback survey.

Here are a few reasons why this tool is so important:

• Regular feedback and coaching will make your job as a supervisor/manager easier when employees build their skills and independence

• Feedback and coaching also increases productivity, the quality of work and the effectiveness of the work group

• Employees' motivation and initiative is increased with effective feedback and coaching

• Creativity and innovation in problem solving increases with effective feedback and coaching

Now for a few tips for providing effective ongoing feedback and coaching sessions.

Planning - Schedule one-on-one meetings at mutually agreed regular times and frequencies

Timing Is Important - Make sure you are giving the feedback when it is needed. Giving feedback too long after there is need will dilute the feedback.

Privacy - Keep this meeting as a private, one-on-one opportunity between yourself and your employee. By keeping it this way, you demonstrate respect and the importance of this time together.

Set Clear Expectations - For a more effective session together, define and agree upon each other's roles for these sessions. Knowing what to expect from each other helps build trust.

Plan The Content - Both the manager and subordinate should prepare agenda items to be discussed. That way, there are no surprises and each of you can be better prepared.

Make It Two-Way Session - Remember that the focus for these one-on-one meetings is to improve both individuals' performance, the manager and employee. It shouldn't just be the manager directing comments, so be willing to receive valuable feedback, too.

Block Out Adequate Time - Provide sufficient time for these meetings and feel out what is best for both of you. Allow at least one hour in the beginning and be flexible to situational needs.

Keep It Simple - Focus on making improvements at work with your specific job tasks and on better interpersonal relationships skills. Provide feedback on the progress being made each time you meet.

Follow Up Is Critical - A key agenda item should be following up on previous meetings' action items.

Positive Motivation - While constructive feedback and concerns may be necessary, make sure to section some time to give praise and acknowledgement within the meeting.

Ask For Feedback - Encourage the other person to give you feedback on your feedback. This may clear up any misunderstandings. Also, it shows that you value the other person's opinion.

Setting The Stage - At the end of each meeting, review the generated action items established in the session for each person's benefit before leaving the office. Let them know that you appreciate the efforts they are making.

Managing employee performance every day is the key to an effective performance management system. Setting goals, making sure your expectations are clear, and providing frequent feedback help people perform most effectively. While it may seem like an added responsibility to managers already "full plate," the payoff is well worth it.

Motivating Your Employees

The best employee-driven operators ask themselves, "What do we want to be famous for with our employees?" Is it favoritism, mercurial moods, daily doubles, endless closing-opening shifts? Or do you offer moral leadership, fairness, energy, equity, balance, challenge and fun? The best operators know that they're not just selling food and beverages, they're selling the server's smile, energy, knowledge, attitude and empathy. The care and maintenance of both your internal and external customers is the key to both guest and employee retention.

Understand that you cannot "motivate" anyone. You can, however, create an environment in which your employees are self-motivated. To do what? Improve performance, profits and productivity. Effective incentives are a key factor to help create a self-motivated wait staff and kitchen crew.

Here are a few ideas you might find helpful to motivate your employees.

• The wall of fame - Showcase an employee of the week, the month, and an employee of the year. Have weekly, monthly and annual award ceremonies. It's important to have both management and employees make the selections. Remember, compensation is a right. Recognition is a gift.

• Employee meals - Employees who have the opportunity to enjoy items on your menu become excellent marketers for your food--a sincere, personal recommendation is the most effective up selling strategy. Make menu items complimentary or available at cost.

• Crew feedback cards - Asking for server feedback sends the message that their opinion and perspective is valuable. It also creates a team-oriented work environment and promotes professionalism. 

• Happy birthday cards - Here's a real easy one: Hand-written, personalized birthday cards signed by the owner and/or General Manager of your restaurant will generate tremendous good will. The employee will be surprised that you even knew it was their birthday let alone receive a card.

• Know your employees - Spend some time during each shift talking one-on-one with an employee about a hobby or interest-anything non-work related. The employee feels important and special, and employees who feel good about work, take better care of your guests. This will help you understand your employees what motivates them.

• One-on-one's - At a minimum you should have sit down one-on-ones with your employees every 6 months but on their hire date anniversary make it special, have lunch or dinner with them. Ask questions, listen to ideas, show appreciation, and let them know they are a valuable asset. You will be surprised how much you will benefit from this as well as the employee.

Today's labor force wants the same things you wanted, and your parents wanted from work: a pleasant environment, fair compensation, appreciation for a job well done, and training to develop skills for advancement.

Keep focused on the basics that have always attracted good employees. And don't forget to ask them what they want. You might be surprised at what you hear.

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What Makes a Restaurant Manager Great?

A great restaurant manager is a good communicator and a good supervisor. They have the ability to understand and anticipate the patron's wishes before they've been expressed. The manager will also have a good sense of smell and taste so that she may be able to tell if everything is right with the dishes coming out of the kitchens.

A manager has the overall responsibility of making sure the restaurant is operating as efficiently as possible and at a profit. All aspects of restaurant activities are the manager's responsibility. In most small restaurant settings, the manager is also the owner and handles the business end of the operation. The manager takes care of advertising, hiring staff, ordering food and supplies, and does the accounting. In other words, the restaurant manager is in charge of the smooth running of the restaurant. They may also greet guests, seat them, serve as cashier, and even cook when need be. While the chef or kitchen manager is responsible for food preparation and the back of the house, the restaurant manager directs and coordinates the efforts of the rest of the staff or the front of house. The restaurant manager must have a thorough knowledge of the food service inside and out. The Manager is also responsible for all the equipment used from lighting, to ventilation, to ovens, to cooking utensils. He needs to know the cost for installations, and maintenance of such equipment, all that besides accounting, banking methods, budgeting, and credit.

Tips for a good restaurant manager

1. Communications: Implement the use of a log book and restaurant communication book. It can be as inexpensive as a spiral notebook, or as elaborate as giant diary. This can be a valuable tool for communicating, and data collection to be reviewed at a later date.
   
   Managers may not work together due to days off, and scheduling. Log books create a means to stay on the same page, keep on track, review goals, and implementation steps to reach them.
   
   Do not use this book as a place to place blame and point fingers but as a tool to proactively resolve issues. Communication is key to building trust, and in team building. Make it a practice to build up you team with positive feedback, and clear expectations.
   
   
2. Be proactive! Before your shift begins, sit down and plan your day. What are the tasks of the day? What employees are on the schedule and what times are they expected to work? What food orders need to be placed? Are there any catering orders to plan for? What time is the plumber coming to repair the sink? You will be amazed at how many things you can accomplish. Make it a habit. This is a sure way to increase your productivity.
   
   
3. Lead by example: Conduct regular shift meetings with the staff. This is to review expectations and communicate upcoming changes that may be occurring. This is a daily opportunity to remind the staff of the standards, and arm them with the information to help them to perform better. Expect all the managers to do the same. They can be as brief as a 3 minute meeting. Review the daily specials, its an opportunity chance for the staff to understand your priorities and standards.
   
   Jack Welch was the master at leading by example. "He had great energy, sparked others, had incredible competitive spirit, and had a record of execution that was second to none. This is a key of the Welch phenomenon. Had he been lacking in any of these traits, he would not have commanded such acclaim." He was GE's number one cheerleader and called himself "the advertising manager of our company." He had the zeal and the optimism and a lexicon of a winning football coach: "exciting", "remarkable", "staggering", "incredible". These are the words Welch employed to describe one of the most powerful enterprises in the world.
   
   As W. James McNerney Jr., head of GE Aircraft Engines, noted: "The excitement comes from within him and is extremely contagious. He's a tremendous motivator. He's excited and he gets you excited and you're always moving forward. He keeps it simple. The differentiator between GE and many other companies is that there are more people moving in the same direction and with the same enthusiasm. Jack might like this on his tombstone. 'I wasn't smarter that anyone else, but I helped 270,000 people make me look smarter than most.' "
   
   While we cannot all be Jack Welch, we can learn from him and apply his teaching to any company and to any job. Remember, to spark others to perform, you must lead by example.

Sometimes the complexity of the operation can be daunting, and managers can lose themselves, get sidetracked easily, and be in a reactive mode in the managing their business. This lack of focus can cause chaos, which is very bad for the business.

Its always easy to find fault so make sure to positively reinforce good behaviors to build morale. Always look for what your staff is doing right! It is important to point out errors your staff is making, but the way you teach is by positive feedback, consist training, and policy enforcement. If you are proactive, communicate well, and continually train your staff to expectations, you will soon reap the rewards and enjoy a very efficient restaurant that you will take pride in!

 

 

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How to attract and retain the best employees

It is estimated that the average cost of recruitment in the hospitality industry is around $2300 per person. If you end up with over a hundred applicants for the same job it's easy to see how this figure can mount up. You have the management time to sift through all the applications, plus the advertising, interviewing, and training. That's without considering the potential lost opportunities for productivity, customer service, and increased sales due to lack of key staff. So retaining your existing team is the priority.

From time to time even your most loyal people will leave. With the number of applicants chasing each vacancy, start by defining what you're looking for and specify this in your advertising or to your agency if you use one. Recruit on attitude rather than on skills alone. Systems, procedures, and basic skills can be taught, whereas an enthusiasm for food and wine, and a passion for hospitality and service need to be minimum requirements.

Don't limit your recruitment search to people who respond to your ads. Use your network of business contacts, your existing team and even your customers to help you find the best candidates. A good place to look for prospective staff is at your competition. This will give you the opportunity to watch people in action. See first hand how they interact with customers, their peers, and managers. Start developing a candidate pool rather than waiting until you suddenly have a vacancy to fill.

Create an environment where the best employees will want to work, and build a reputation as a good employer so you can attract the best people. Most important is to look after your existing staff; they are far more likely to recommend you to others and spread the word that it's a great place to work. Monitor the reputation of your business; listen to what your staff say, especially those who leave have a candid exit interview with each and every employee who leaves. Build your repetition as a good employer.

Promote from within whenever possible. Always let your existing staff know when a position comes available. Even if this is not a step up, it may present a new challenge to keep someone motivated and to build new skills. If you do have internal applicant, treat them in the same way as your treat external ones - acknowledging receipt of their application and setup an interview. If internal candidates do not get the job ensure you give feedback to help with their development and to encourage them to apply for future positions.

If you're not involved with the recruitment process yourself. Do they also know what values and attitude you are looking for? Involve your existing team in the recruitment process to train your management team how to recruit. This will demonstrate your belief in them and strengthen their commitment to helping the new employee succeed.

At a potential cost of $2300 for every employee you hire, it's well worth giving recruitment the same respect and commitment you give to any other aspect of running your business.

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Happy Employees – Not Easy But The Payoff Is Worth It

We've all heard the statistics and you've probably done your own research regarding how much it costs to replace an employee. There's the cost to recruit a new employee and once hired, you have to train the new person, which will be even more expensive. Sometimes, the new person ends up quitting or isn't right for the job and we repeat the entire process. There are also the intangible costs associated with turnover, such as repeat customers who may miss their favorite servers, poor morale, and general loss of efficiency while the new employee gets up to speed.

While you're not going to keep all of your employees happy all of the time, there are steps you can take to attract and maintain a good staff.

Start Off on the Right Foot. Do you remember your first day of work? Of course you do -everyone does, good or bad. The first-day experience is a huge factor, one-third of the employees decide whether or not to remain with an employer that first day. During employee orientations, give them your full attention, and give them plenty of opportunities to ask questions. Make sure that if you're not able to spend the day with them they have something meaningful to do in your absence and assign a trusted employee to check in with them frequently. Try surveying your employees about their first day experience. You'll likely receive all the feedback you need regarding what made them feel welcome and what areas could be improved.

Train for Success & Longevity. It's important to select who's training your new employees. It shouldn't be whoever happens to be working that day, select someone who is enthusiastic and is a good to great communicator. Also, new employees can become frustrated by conflicting messages from trainers or feeling that they don't know how to meet expectations. I have seen this happen several times in my career. Take some time to develop a real training plan that covers the most important job functions and hold a train-the-trainer session for your selected group. For a relatively small investment of your time, this training template can be used over & over and will pay dividends through a consistent message.

Give Spot Awards for Great Performance! Don't wait until review time, when you've likely forgotten, to recognize an employee who provides excellent service or volunteers to come in when you're short-staffed. Thank them immediately with a simple "good job" note you can post for everyone to read. You might also consider small prizes for those who accumulate several pats on the back. What's important is that the recognition will provide motivation, and motivated employees tend to stay engaged with your company!

Stay competitive. Do a little research regarding what similar establishments are paying their staff, what the average tips are and what benefits are offered. You may not always be able to match the top dollar being paid, but you should at least be in the ballpark. Also, if you offer any unique benefits or your customers tip higher than average, don't be shy - publicize this to your staff!

Provide Incentives Based on Length of Service. Consider offering perks for your loyal employees and give the new ones something to look forward to. Some companies offer more time off, paid trips or gifts for long-term employees, and depending on your budget, these are good ideas. What's really important, however, is the recognition. For little to no cost, you can offer perks like better parking spaces, first choice of days to request off or a small celebration at a staff meeting to celebrate their anniversary.

Educate. Investing in employees beyond traditional financial means often successfully keeps employees long term. Training and development -- from food safety programs, to management trainee courses and classes that assist in their personal development -- give employees a stake in the success of the business and personal empowerment, engendering commitment to the restaurant.

With so many training courses now available online, offering training to employees is easier than ever. And classes that will improve an employee's lifestyle, not just their restaurant expertise, also prove valuable.

Many restaurateurs are meeting the needs of their employees by offering a variety of classes to help build English language skills, how to buy a first home and how to manage money. As reported recently in the Washington Post, The Capital Grille offered a class where employees heard from real estate professionals, lenders and government officials about how to get help buying a home.

Whatever you decide to implement, a little thought and effort will go along way to achieving every manager's dream -- building and keeping a well-trained and positive staff!

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Interested in learning about how we can help you manage your labor? Join us for a demo of our labor scheduling system.

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