1. Managing Shifts to Ensure a Quality Operation9
Human Resources Management and Supervision
OH 9-1

2. Standard Operating Procedures and Standards
Standard operating procedures define what steps people should take to do something.
Standards indicate levels of quality, speed, food safety, or hospitality that employees must demonstrate while doing their work.
Standard operating procedures and standards are needed to establish a foundation of “how things are done.”
Tools can be developed to ensure these procedures are completed and standards are met.
Instructor’s Notes
SOPs are routine procedures that people do on a daily basis.
Standards help staff know how to do a particular task—how well, how often, how quickly, etc.
Note that, after SOPs and standards are established, tools can be developed to ensure these procedures are completed, and that standards are set.

3. Checklists and Communication Logs
Help staff to remember and complete all tasks necessary for a successful operation
Communication logs
Record information about what happens on a shift
Allow managers to share information with managers on future shifts
Please turn to page 206 in text, for examples
Instructor’s Notes
Indicate that many foodservice operations use other common logs and checklists.
If applicable, refer students to page 206 to review common logs and checklists.
Note that some of a manager’s most important responsibilities are to establish service and quality standards.

4. Standards of Service and Quality
Operating standards identify correct ways of doing things.
Managers communicate standards when they provide employees with information about what to do and how to do it.
Let’s look at the Service Standards in your text on pages
Instructor’s Notes
If applicable, review the types of standards listed in the chapter (page 207).
If applicable, review the sample set of service standards for a restaurant shown in Exhibit 9b (pages 208–214). Note the level of detail relative to the various standards, such as the following:
Dining room floor plan.
Table setup standards—lunch and dinner
General service standards
Dining room service standards
Bar and lounge service standards
Reservation standards
Handling guest complaints
Refusing alcohol service to a guest
Handling foodborne-illness complaints
If time permits, ask students for examples of other standards that might be applicable to each of these topics.
Emphasize that standards are important, and they benefit managers, customers, employees, and owners of the foodservice operation.
OH 9-5

5. Standards of Service and Quality continued
Hopefully, there is only one way to properly set this table in this dining room. The proper way is defined in standards, and staff are trained to use these standards every time every table is made ready.
Instructor’s Notes
Indicate that a first step in scheduling employees for a shift is to establish shift goals.

6. Setting Shift Goals
Examples of goals, which allow supervisors and managers to be prepared and pro-active to business needs and requirements
To ensure quality service
To reduce breakage
To increase sales
To decrease customer complaints
To reduce food cost
Instructor’s Notes
Shift goals should be shared with staff so they can help accomplish them.
Goals should be clearly stated in writing.
Make the following statement, “Professional managers plan for their shifts and consider possible problems that will arise.”

7. Planning for a Shift Address the following questions.
Is there anything new or different?
Are there any special meals?
Was the room booked correctly?
When do we expect the highest demand?
Will reservations impact work flow?
Distributes work according to volume of business
Instructor’s Notes
If shifts are not planned carefully, challenges can arise with dramatic consequences.
Indicate that, after there is a general shift plan, staff can be scheduled or the current schedule can be adjusted.
Suggest that basic principles must be followed as staff are scheduled.

8. Principles for Scheduling Staff
Consider the following information.
Forecasted covers
Actual reservations
Historical customer patterns
Other unusual situations
Planning for shifts and scheduling staff, staggered schedules might be a solution.
What is “staggered schedules”, as described in the text?
Instructor’s Notes
Indicate that staggered schedules might be used to recognize customer demand (peak business hours) so staff schedules can be overlapped as needed.
Note that a staggered schedule is also useful for scheduling kitchen staff who must be responsible for pre-opening, opening, and after-closing duties.
Indicate that labor charts can help with staff scheduling.

9. Labor Charts Help with Scheduling
Help calculate the number of hours for which employees are scheduled.
Help assure that the correct number of hours are available to match estimated business volumes.
Schedules are the placing of employees to fill the position requirements
Instructor’s Notes
Labor charts are developed by considering the number of labor hours required for each position to meet the restaurant’s standards.
Typically, labor charts are developed by considering varying customer counts. Example: a slow, average, and busy lunch shift may, respectively, serve 100, 150 and 200 customers. The staffing labor chart answers the question, “How many labor hours for each position are required to meet standards for serving these numbers of customers.”
After the number of customers for a specific shift is estimated, the labor chart can be consulted to determine the allowable number of labor hours.
Indicate that the use of opening and preshift checklists can help to ensure quality.

10. Checklists
Restaurant managers are busy, and the use of checklists can help them to remember what and when tasks must be done.
At your place of employment – are there any checklists?
Who developed them?
Instructor’s Notes
1. Ask students how they would develop checklists.

11. Checklists Help to Ensure Quality
Checklists can be designed for
Specific times (example: before the lunch shift opens)
Specific areas (example: dining room)
Specific roles (example: dining room manager)
Instructor’s Notes
When checklists are properly planned and routinely followed, employees develop good work habits.
Checking on all parts of the operation helps to ensure a consistent approach to taking care of customers and managing the operation.
Effective managers use several types of opening and preshift checklists.

12. Opening and Preshift Checklists
These help to ensure that everything is ready before a shift begins.
Managers should conduct a walk-through of assigned areas to ensure that all items on the applicable checklist are completed.
Instructor’s Notes
It is important to assure that every employee is at work on time, prepared to work, and dressed appropriately. As well, the appearance of front-of-house staff is important and can be addressed in a checklist.
Indicate that there are several different types of opening and preshift checks.

13. Opening and Preshift Checks for the Facility
The interior and exterior of the operation must be clean, safe, and presentable.
Safety hazards must be identified.
The restaurant’s exterior including entrance must be clean and attractive.
The restaurant’s interior including restrooms must be clean and ready.
Examples on page 221 – 223
Instructor’s Notes
Indicate that it is important to make a good first impression on customers, and that is one reason that exterior and interior checklists are used.
If applicable, ask students to review the points noted on pages 221 and 222 for, respectively, a facility exterior and interior checklist. Also, review the Supervisor’s Preshift Checklist on page 223.
Indicate that opening and preshift checklists can be used for the front-of-the-house.

14. Opening and Preshift Checks for Front of the House
Tables are ready.
Menus are clean and presentable.
Music is on and lighting is adjusted.
Side stations and self-serve stations are stocked, cleaned, and ready.
What other things might be included in this checklist?
Instructor’s Notes
If applicable, ask students to review additional points in opening and preshift checklists for the front-of-the-house on page Ask them for additional examples of checklist topics.
Indicate that opening and preshift checks can also be used for the back-of-the-house.

15. Opening and Preshift Checks for Back of the House
Equipment is clean, sanitized, and ready to use.
Appropriate ingredients are in workstation areas.
Menu specials are entered into the computer system.
Items are prepared according to production sheets.
What other items might be included?
Instructor’s Notes
If applicable, ask students to review additional tasks for opening and preshift checks for the back of the house noted on page 224; ask for examples of additional topics.
Indicate that opening and preshift checks are also useful for activities dealing with income (money).

16. Opening and Preshift Checks for Income (Cash) – Fiduciary Tasks
Examples
Counting cash on hand
Double-checking change in cash drawers
Reviewing the point-of-sale (POS) system
Issuing serial-numbered guest checks and recording this information (if handwritten checks are used)
Instructor’s Notes
Managers must closely monitor how employees handle money.
Effective money-handling practices include checks and balances so each person who handles funds has someone to double check the calculations or counts.
Ask students to answer the following questions.

17. Preshift Meeting
These employees are participating in a preshift meeting so they will be ready to serve the customers when the operation opens.
Instructor’s Notes
Preshift meetings help ensure that everything is prepared, and everyone is ready for the shift’s opening.
If applicable, ask students to review subjects addressed during preshift meetings that are noted in the chapter (pages 225–226); ask for examples of additional activities/topics that might be addressed.
Indicate that midshift checks are also used by many foodservice operations.

18. Midshift Checklist
Assures that all staff are working effectively and efficiently, and that the facility remains in good order
Done by the dining room manager (front-of-the- house) and by the chef (back-of-the-house)
Managers must monitor the handling of money during the shift.
Other suggestions/checks?
Instructor’s Notes
If applicable, ask students to review factors for front of the house midshift checks (pages 227–228), for back of house midshift checks (page 228), and for money handling (page 229). Ask about additional examples of activities/topics that might be addressed during work shifts.
Indicate that shift-end and closing checklists are also useful.

19. Shift-End and Closing Checklists
For front of the house
For back of the house
For money handling tasks
For the facility
Examples pages
Instructor’s Notes
If applicable, ask students to review shift-end and closing checklists for front of the house (pages 229–230), for back of the house (page 230), for money-handling tasks (page 231), and for the facility (pages 231–232). Ask for examples of additional activities/topics that can be addressed in these shift-end and closing checklists.
Note that it is important to evaluate shift performance.

20. Evaluating Shift Performance
Near the end of each shift as it slows down
Make notes about what happened.
Review security system camera information (if applicable).
What else could be documented regarding shift performance?
Instructor’s Notes
If applicable, ask students to review other activities that can be part of the evaluation of shift performance (page 232).
Indicate that use of communication logs is very helpful to record what happens during a shift.

21. Communication Logs Benefits Communication logs may be maintained
Help people communicate across shifts
Capture information that can identify patterns
Capture information to help protect the operation from liabilities
Communication logs may be maintained
By the chef
By the dining room manager
By the banquet and catering manager
By the manager
Instructor’s Notes
Communication logs can help managers with their daily work, and they should be used consistently and appropriately.
If applicable, ask students to review the information about the chef’s communication log (page 233), the dining room manager’s communication log (page 234), the banquet and catering manager’s communication log (page 234), and the manager’s communication log (pages 234–235).
Indicate that there are several types of information that should be included in communication logs.

22. Information for Communication Logs
Operational information
How events have affected or will affect daily operations
Critical incidents—events that should be recorded in case of a potential claim or lawsuit
Accidents
Incidents
Emergencies
Food problem reports
Forms should be developed to assure you document information. What should be included?
Instructor’s Notes
If applicable, ask students to review the sample communication log information in Exhibit 9j (page 236).
Indicate that all details should be recorded for each critical incident:
Description of situation and people involved
Name/contact information of witnesses
Other relevant information
Name/badge numbers of police officer, if any
Name of hospital, ambulance company, persons who operated ambulance (if applicable)
If applicable, ask students to review Exhibit 9k on page 239 in the chapter.
Indicate that several activities involved in effectively coordinating and communicating during shift changes.

23. Managing During Shift Changes
Managers from the ending and next shifts should meet to discuss anything that affects the operation.
If possible, the incoming manager should read the log completed by the previous manager.
After-shift meetings can be conducted to discuss events and to provide feedback to staff.
Instructor’s Notes
Indicate that managers also benefit from thinking about and working to improve the overall functioning of the restaurant.
If applicable, refer students to the chapter (page 240) to review topics that must be considered on an on-going basis.
Ask the students to answer the following questions.
OH 9-25

24. Key Term Review
Banquet and catering log—communication log kept by banquet or catering staff when the operation provides such services
Bleeding the register—same as cash drop
Cash drop—counting all the cash periodically during the shift, and depositing some of it in the safe
Chef’s communication log—place for the chef to record information about number of covers, recipe ideas, customers’ reactions to specials, allergic reactions, unusual equipment performance, and reminders for the next shift
Instructor’s Notes
Banquet and catering log—communication log kept by banquet or catering staff when the operation provides such services
Bleeding the register—same as cash drop
Cash drop—counting all the cash periodically during the shift, and depositing some of it in the safe
Chef’s communication log—place for the chef to record information about number of covers, recipe ideas, customers’ reactions to specials, allergic reactions, unusual equipment performance, and reminders for the next shift
Communication log—document in which managers record information about what happened on a particular shift for the purpose of sharing information with managers of the next and future shifts
Covers—number of people fed during a meal period
Critical incident—event that needs to be recorded for historical purposes in case of a potential claim or lawsuit
Day part—same as service period
Indicate that there were additional key terms discussed in the chapter.

25. Key Term Review
Communication log—document in which managers record information about what happened on a particular shift for the purpose of sharing information with managers of the next and future shifts
Covers—number of people fed during a meal period
Critical incident—event that needs to be recorded for historical purposes in case of a potential claim or lawsuit
Day part—same as service period
Instructor’s Notes
Banquet and catering log—communication log kept by banquet or catering staff when the operation provides such services
Bleeding the register—same as cash drop
Cash drop—counting all the cash periodically during the shift, and depositing some of it in the safe
Chef’s communication log—place for the chef to record information about number of covers, recipe ideas, customers’ reactions to specials, allergic reactions, unusual equipment performance, and reminders for the next shift
Communication log—document in which managers record information about what happened on a particular shift for the purpose of sharing information with managers of the next and future shifts
Covers—number of people fed during a meal period
Critical incident—event that needs to be recorded for historical purposes in case of a potential claim or lawsuit
Day part—same as service period
Indicate that there were additional key terms discussed in the chapter. 25

26. Key Term Review continued
Dining room log—same as dining room manager’s communication log
Dining room manager’s communication log— place to record information about anything that affected dining room service during a specific work shift
Fiduciary—term relating to activities dealing with managing income (money)
Labor chart—used by managers to calculate the number of hours needed for positions and/or individual employees
Instructor’s Notes
Dining room log—same as dining room manager’s communication log
Dining room manager’s communication log—place to record information about anything that affected dining room service during a specific work shift
Fiduciary—term relating to activities dealing with managing income (money)
Labor chart—used by managers to calculate the number of hours needed for positions and/or individual employees
Manager’s communication log—record of general information that affects the operation, including some information recorded in other types of logs
Manager’s report—detailed report of all financial transactions for the day
Operating standards—ways of doing things in the manner that managers want them done
Point-of-sale (POS) system—computer-based system for recording orders, sending them to the kitchen, printing bills, and recording information for management reports
Indicate that there were additional key terms discussed in the chapter.

27. Key Term Review continued
Manager’s communication log—record of general information that affects the operation, including some information recorded in other types of logs
Manager’s report—detailed report of all financial transactions for the day
Operating standards—ways of doing things in the manner that managers want them done
Point-of-sale (POS) system—computer-based system for recording orders, sending them to the kitchen, printing bills, and recording information for management reports
Instructor’s Notes
Dining room log—same as dining room manager’s communication log
Dining room manager’s communication log—place to record information about anything that affected dining room service during a specific work shift
Fiduciary—term relating to activities dealing with managing income (money)
Labor chart—used by managers to calculate the number of hours needed for positions and/or individual employees
Manager’s communication log—record of general information that affects the operation, including some information recorded in other types of logs
Manager’s report—detailed report of all financial transactions for the day
Operating standards—ways of doing things in the manner that managers want them done
Point-of-sale (POS) system—computer-based system for recording orders, sending them to the kitchen, printing bills, and recording information for management reports
Indicate that there were additional key terms discussed in the chapter. 27

28. Key Term Review continued
Postshift meeting—gathering of shift personnel to discuss what happened during the shift
Postshift review—feedback about accomplishments, failures, and behaviors provided by managers at the end of the shift or on the day after the shift
Preshift meeting—gathering of the shift's crew to verify readiness and communicate important information
Production sheet—document explaining what food will be prepared for a specific shift
Instructor’s Notes
Postshift meeting—gathering of shift personnel to discuss what happened during the shift
Postshift review—feedback about accomplishments, failures, and behaviors provided by managers at the end of the shift or on the day after the shift
Preshift meeting—gathering of the shift's crew to verify readiness and communicate important information
Production sheet—document explaining what food will be prepared for a specific shift
Reservation log—same as dining room manager’s communication log
Service period—breakfast, lunch, or dinner or other shift
Side work—work in addition to the main job of serving customers
Skimming—theft of small amounts of money by an employee from a cash register. Note: the text definition (page 229) is incorrect.
Indicate that there were some final key terms discussed in the chapter.

29. Key Term Review continued
Reservation log—same as dining room manager’s communication log
Service period—breakfast, lunch, or dinner or other shift
Side work—work in addition to the main job of serving customers
Skimming—theft of small amounts of money by an employee from a cash register. Note: the text definition (page 229) is incorrect.
Instructor’s Notes
Postshift meeting—gathering of shift personnel to discuss what happened during the shift
Postshift review—feedback about accomplishments, failures, and behaviors provided by managers at the end of the shift or on the day after the shift
Preshift meeting—gathering of the shift's crew to verify readiness and communicate important information
Production sheet—document explaining what food will be prepared for a specific shift
Reservation log—same as dining room manager’s communication log
Service period—breakfast, lunch, or dinner or other shift
Side work—work in addition to the main job of serving customers
Skimming—theft of small amounts of money by an employee from a cash register. Note: the text definition (page 229) is incorrect.
Indicate that there were some final key terms discussed in the chapter. 29

30. Key Term Review continued
Staffing chart—same as labor chart
Staggered schedule—employee schedule in which staff members start and stop at varying, overlapping times
Standard operating procedures (SOP’s)— statements about the steps that people should take in certain circumstances
Instructor’s Notes
Staffing chart—same as labor chart
Staggered schedule—employee schedule in which staff members start and stop at varying, overlapping times
Standard operating procedures (SOP’s)—statements about the steps that people should take in certain circumstances
Standards—statements that indicate the level of quality, speed, food safety, or hospitality that employees are expected to demonstrate while completing their work
Subpoenaed—legal requirement to do something when mandated by a court of law
Work schedule—listing of who reports for what shift on what days for what duty
Z report—report generated after zeroing out a register or cash draw

31. Key Term Review continued
Standards—statements that indicate the level of quality, speed, food safety, or hospitality that employees are expected to demonstrate while completing their work
Subpoenaed—legal requirement to do something when mandated by a court of law
Work schedule—listing of who reports for what shift on what days for what duty
Z report—report generated after zeroing out a register or cash draw
Instructor’s Notes
Staffing chart—same as labor chart
Staggered schedule—employee schedule in which staff members start and stop at varying, overlapping times
Standard operating procedures (SOP’s)—statements about the steps that people should take in certain circumstances
Standards—statements that indicate the level of quality, speed, food safety, or hospitality that employees are expected to demonstrate while completing their work
Subpoenaed—legal requirement to do something when mandated by a court of law
Work schedule—listing of who reports for what shift on what days for what duty
Z report—report generated after zeroing out a register or cash draw 31