We often become callous to just how dangerous a kitchen can be as a workplace. How many other “offices” require employees to work with scalding pots, sharp knives, or slippery floors? As managers, we can never allow ourselves to become complacent when it comes to the safety of our employees. Proper training and internal feedback are keys to establishing a safe work environment.

By following a few simple rules, and authorize employees to make sure the rules are followed, kitchens can become both safe from injury and less physically demanding as well.

Rule #1: Form and empower a safety committee

The best way to discover possible safety hazards is to simply talk to the employees. The people working in the kitchen know firsthand any area or action that may be hazardous. Every employee recognizes dangerous activities or occurrences that put them at personal risk. Allow them to voice their concerns and listen. Work together to establish new safety rules, without dismissing these actions as being too inefficient or toocostly. Think of the costs involved should an employee become injured. Also, empower any employee to stop any action or situation that is dangerous. There is no excuse for putting a co-worker… Continue reading →

Over the past two months, we have discussed hiring employees and involving them within the restaurant. This month, we will focus on the unpleasant task of disciplining errant employees.

Remember, disciplinary actions should be viewed as an opportunity to reinforce company rules and to recognize any lapses in our training programs. Sometimes we can get caught up in the day-today operation of the restaurant and find it easier to simply accept an employee’s no-show or chronic tardiness with a “don’t-let-it-happen-again” speech. Unfortunately, some employees will take advantage of our laissez-faire attitude and continue the unwanted behavior until we are forced into a corner. Proper and timely action will help build a stronger understanding and respect for accepted behaviors.

No manager should boast about the number of employees they have fired. The failure of an employee to become an asset to the company is also the failure of a manager. At some point during the employee’s association with the company, the manager shirked their responsibility to the employee. They may have slipped in the interview process, they may not have kept the employee abreast of company rules, or they may have projected an unreasonable image. In any case, there are certain… Continue reading →