Archive for September, 2019

On the Go Training

Sunday, September 29th, 2019

Clubs face a challenging training burden if they are to deliver the high levels of service expected by their members.  Yet with tight budgets how can managers meet their training obligations while controlling costs since every hour of training is a payroll hour for each employee being trained?  Add to this the difficulty of getting all of your employees together at one time for a formal training session.

The answer to these challenges is to build your training programs around the “on the go” concept where ongoing training material is formatted in brief – no more than five to ten minutes – sessions.  In every shift, in every club department, there are spare moments, time when employees have finished their shift preparations, time when employees are socializing among themselves or awaiting instructions from supervisors.  Since you’re already paying for this time, plan on putting it to good use.

In every department there are hundreds of operational details that employees must learn and refresh themselves with some frequency.  This is just as true in golf operations, golf course maintenance, aquatics and activities as it is in food and beverage.  All that is necessary is for the department head to outline training requirements in brief doses and format them so they can be pulled out at a moment’s notice for either group-led or individual instruction.

With today’s ability to find anything on the Internet with just a few keywords and keystrokes, all the information you need to teach your employees values, etiquette, product knowledge, safety, security, sanitation, HR requirements, responsible beverage service, or how to operate or maintain any piece of equipment is readily available.  You just have to format it for easy use.

Club Resources International has developed a number of On the Go Training programs for food and beverage, leadership, management disciplines, human resources, values, and safety.  These offer a proven model of how easy it is to format material and train your employees to increase their knowledge, skills, abilities, and service techniques.  For example, check out the Training on the Go material on the CRI website.  I’d also recommend you read Chris Conner’s excellent article on his club’s experience with Training on the Go – Training on the Go – A direct line to restaurant profits?

Then get to work developing your own On the Go Training material.  Set a goal of developing two classes per week and then stick to that discipline.  In a year you’ll have a hundred ready to go classes for staff training.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking managers throughout the country and around the world.

Report This!

Sunday, September 15th, 2019

Some years ago while I was discussing the benefits of benchmarking with a club general manager, he surprised me by saying that he “didn’t like reports.”  I was so stunned by this admission that I never did discover his objection – whether he didn’t like preparing them for his superiors or didn’t like getting and reading them from subordinates.  Either way it seemed to me that he was unnecessarily limiting the flow of information and blinding himself to the details of his operation.

Let me digress for a moment to imagine a pilot of a commercial airliner in the cockpit of his plane.  At any moment of the flight from pre-flight preparation, take off, cruising to destination, to approach and landing, he has a host of dials, gauges, and indicators that keep him informed of the status of all operating systems and external factors affecting the plane – information such as altitude readings, fuel levels, engine oil pressure, status of hydraulic systems, radar signals, navigation beacons, and so on.  The pilot, by monitoring this array of displays, assures himself that all parameters of the plane’s performance are within desired standards.  If something is amiss, alarms will immediately notify him of problems needing attention, thereby assisting him in taking the appropriate action to assure the safety of plane and passengers.

It may be argued that club operations are just as complex with thousands of details that must be attended to daily (though without the serious safety implications).  Yet the person with overall responsibility for club operations – the general manager – has limited mechanisms to report on the health and vitality of the enterprise in anything approaching real time.  In some clubs the only indicator of developing problems is the monthly financial statement that becomes available weeks later.  Even then, the summary information in the club’s operating statement provides only a limited assessment of performance at best.

Modern point of sale and club management software systems have come a long way in providing the underlying detail of the operations with “drill-down” capabilities and custom reporting, yet how many general managers avail themselves of this trove of information or make a formal effort to analyze the detail in the longer term context of goals and budgets?

This brings me back again to reports.  A discipline of formal reporting can and does provide a means of monitoring specific information on a regular basis.  As such, reports are an important mechanism for the general manager, as well as department heads, to monitor performance in a timely and efficient way.  For the department head tasked with preparing the report, it is a disciplined means of focusing on the important details of departmental operations while creating a record of ongoing initiatives, progress toward goals, and departmental performance.  Once established, the discipline of routine periodic reports is the best way for a subordinate manager to influence the boss’s perceptions about his or her performance.

For the general manager, regular reporting of key information from department heads is the best way to monitor departmental performance with the least investment of time.  Instead of personally digging into the details of the operation, the general manager can review periodic reports and benchmarks and focus time and attention on out-of-line parameters.  Also, when the responsibility to monitor and report key data is put on the department heads, they are in the position of primary discovery, allowing them to formulate solutions or initiatives to correct operational deficiencies, as opposed to putting that burden on the general manager.  Lastly, by establishing such a reporting discipline, the general manager is providing a critical lesson to subordinate managers – that they are responsible for the performance of their departments, that they must pay close attention to the details of their operation, and that they are responsible for managing the boss’s perceptions of their performance by providing timely and accurate data, analyzing information, and drawing conclusions regarding operational trends.

While reports may seem like a lot of paperwork to some, once the discipline of preparing and submitting these reports is established, department heads will discover that they are just part of operational routine.  On the other hand, the benefit of everyone paying attention to key performance indicators is well worth the effort.  Ultimately, it makes the general manager’s challenging job easier and serves to make club operations more efficient.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking managers throughout the country and around the world.

Principles of Employee Relations

Sunday, September 1st, 2019

We have spoken frequently about the importance of well-defined values in club operations.  None is more important that the manner in which we conduct our employee relations.  Here is a sample statement of those values.

1.  All employees will be treated with dignity and respect.

2.  We pledge to conduct our employee relations in an honest and straightforward way.  Any necessary criticism or counseling will be conducted in private in a constructive manner with the intention of instructing and correcting rather than blaming.

3.  Every employee contributes to the overall success of our operation.  The only difference among employees is their level of authority and responsibility.  Every employee is important.

4.  The great majority of people want to do their jobs well and take pride in their work.  When an employee fails, it is often a failure of management to properly train or communicate performance expectations.  In other words, we can’t expect employees to do something properly unless we have properly shown them how to do it.

5.  Employees have no idea what goals management has for them unless those goals are communicated.  They have a need and the right to know how their performance is contributing to the achievement of those goals.  Continual feedback is essential.

6.  Management must make every practical effort to keep employees informed on matters concerning standards, policy, procedures, long range plans, projects, work conditions, and compensation and benefits.  An informed employee is a better employee.  Supervisors should be available at reasonable times to answer questions and hear employee concerns.

7.  Recognition is important to all of us.  If we have the authority to correct, we also have the responsibility to praise.  We cannot have one without the other.

8.  Every one of us has a responsibility to help our fellow employees.  We do not work alone.  Rather we work together for a common purpose.  We owe it to ourselves and everyone we work with to be personally pleasant and mutually supportive.  One unpleasant personality or negative, non-cooperative attitude can ruin the workplace for all of us.

9.  We must empower our employees through meaningful contribution, while striving to make our workplace interesting, challenging, and rewarding.  We can do this only by involving employees in decision-making and continual process improvement.  The ideas and energy of our employees are truly the driving force behind any success we may achieve as an organization.

10.  Our workplace must also be pleasant, enjoyable, and even fun.  Too much of our lives are given to work for it to be viewed as a necessary drudgery.  Each employee is challenged to do everything possible within good taste and reason to make their workplace more enjoyable for us all.

When a leader make it clear to all in her organization how employee relations will be conducted, it reduces the problems created by inappropriate and inconsistent treatment by managers.  Just as children get mixed messages when their parents have different approaches to child rearing and discipline, club employees can suffer when their managers have different ways of dealing with staff.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking managers throughout the country and around the world.