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Ps 12 catersource_service
Warren Dietel discusses how catering companies can make event staff a profit center. He explains how to recruit and train an engaged event staff through developing clear mission, vision, and values. Compensation structures with multiple pay tiers can be implemented to reward trained staff. Clients should be educated on the value of event staff through sharing feedback and stories. Automating scheduling, time tracking, and payroll processing captures accurate labor costs and ensures profit from event staffing.
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Ps 12 catersource_service
- 1. Event Staff Innovation Making Event Staff a Profit Center Presented by: Warren Dietel, President & Owner Orlando, FL
- 2. My Story Warren Dietel,Owner & President • Reside in Winter Park • Entrepreneurial from the beginning • Professional Experience – Car Detailing, Puff ‘n Stuff Catering, Disney Weddings, Disney Institute, Scott Kay • Purchased PnSC in 2003 • Current ICA board member and regular speaker for the ICA, NACE and The Special Event
- 3. The Puff Story • Opened in 1980 by mom and dad • Purchased in 2003, annual sales of $1.8M, at operational limit • Infrastructure required improvements to support growth • Positive reputation in the community • Tremendous potential + aggressive growth plan = 267% growth in 3 years
- 4. The Puff Story •Over 400 staff members strong (50 FT) – Diversifying segment base • Expanded the award-winning team into the Tampa market with an acquisition and opening of a second office • Five exclusive venues & many more preferred
- 5. Today’s Session Caterers make money on food, beverage, rentals, décor and many other services, but are often willing to settle for breaking even or even loose money on event staff. Today, learn new thoughts and structures that can positively impact the profitability of service staff at events.
- 6. EMPLOYEE ENGAGEMENT COMPENSATION EDUCATING PROFIT
- 7. How to recruit,hire, and train an ENGAGED event staff team
- 8. Employee Engagement Employee Engagement is a positive attitude held by the employees towards the organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization.
- 9. Recruit, Hire &Train With Precision • Fish in the right pond – Employee referrals – Hospitality and traditional colleges – Young professionals – Staffing agency partnership • Be upfront about expectations, responsibilities & opportunities • Immerse new hires in your company culture and values
- 10. Mission, Vision &Values • Develop a picture of today, tomorrow, and what governs decisions • Put the foundation in place to support excellence and growth • Use an outside source to assist with development • Create a plan that includes assessment of and future planning for – Management – Staff – Customer Base – Research and Development – Human Resources – Operations – Sales and Marketing – Financial – Technology
- 11. The Mission A missionstatement is a brief written statement of the purpose of a company or organization. Ideally, a mission statement guides the actions of the organization, spells out its overall goal, provides a sense of direction, and guides decision making for all levels of management.
- 12. Vision A vision statementoutlines what the organization wants to be. It concentrates on the future. It is a source of inspiration. It provides clear decision-making criteria. Puff ‘n Stuff Catering will possess the systems and procedures necessary to provide the foundation for excellence and profitable growth. We will be recognized as the event/catering organization of choice by our team members and clients.
- 13. Core Values Core valuesreflect what is truly important to an organization. These values do not change from time to time, situation to situation, or person to person, but are the underpinning of a company’s culture. Professional – In behaviors and appearance Respect – For self, team members and clients Own – Accountable for each others’ success and safety Anticipate – Serving team member and clients needs Communicate – Timely, accurately and honestly
- 14. Creating Engagement Leadership must: •Acknowledge individual contributions • Deliver supportive feedback • Foster collaborative interdepartmental working relationships • Provide empowerment that promotes success • Discuss expectations that set clear, challenging and attainable performance goals • Show that you and the company care about employees and their success • Trust and get out of the way
- 15. “When you givea little respect you get a more effective organization, with reduced turnover and absenteeism and employees at all levels who are engaged, focused, and committed to succeed as a team. In short, you get maximum ROI from your organization’s most powerful resource: its people!” Paul Marciano,
- 16. Happy Staff =Willing Staff! At the Salvador Dali Museum in St. Pete, Florida.
- 17. STATE OF THEPUFF • Annual meeting • Know your audience – cater to them • Fun atmosphere – get global message across then have fun • Recognize success • Share the future • Avoid discipline • Anniversary lunch
- 18. How an established TRAINING system can directly effect the PAY rate for event staff
- 19. • Trained staffequate to less hours needed to produce the same task • Allows company to be competitive in marketplace • Results in higher hourly wages • Greater success potential even when faced with difficult situations • Work is fairly distributed
- 20. • Ability tohire for attitude As leaders, it is and values – train for skill! our • General SOPs & Steps of responsibility Service to ensure • Consistency and use of technology everyone • Specific for new events & understands concepts the value of • Consider same day/pre- training event OJT
- 22. Event Specific Training– Restaurant 20.12
- 23. Event Specific Training– Restaurant 20.12
- 24. Event Specific Training– Restaurant 20.12
- 25. Direct Implications –Structure #1 Basic Structure – 2 Pay Tiers • On-call Employees • Lower hourly rate, basic event skills • Supervisors • Promoted from within, earn the most hours, have diverse skills
- 26. Direct Implications –Structure #2 Advanced Structure – Multiple Pay Tiers 1. Entry level ($8-9 per hour) - Ex. Basic steps of service, culture and core values, waiting tables, butler-passing 2. Mid level ($9-11 per hour) - Ex. Setting rooms, section leadership, interfacing with clients and venue staff 3. Captain level ($12-15 per hour) - Ex. Meeting with Sales Team pre-event, loading and verifying truck packing sheets, supervising event set-up and execution 4. Specialists – Bartenders, culinary, venue managers, etc. 5. Department Managers – promote from within to lead an entire team Connect the value of training programs and graduations to higher pay and responsibilities
- 27. Indirect Implications • Well trained staff earn higher and more frequent gratuities on top of hourly wages • And the drama factor is reduced because they are happy and appreciative of their jobs
- 28. Gratuities Gratuitiesin addition to higher hourly wages are a very powerful motivator - employees can understand and see the connection between their performance and their rewards. “When employees think, act and feel like owners… everybody wins.” - Jack Stack
- 29. The power ofCONFIDENCE!
- 30. How to EDUCATE your clients about event staff
- 31. Tell Your Story! “Sell the benefit, not the feature.” • Training • Uniforms • Event Impact • Guest Satisfaction • Share Positive Client Feedback
- 32. Communicate your uniquevalue • Own a distinct place in the mind of your customers. You purchase that place by promising and delivering value • Tell stories of how you solve problems for others on your client facing communication • Make it personal and connect it! • Do not allow yourself to become a commodity • Use names and real experiences – Charles Schwalb, Joe Love, Cake Disasters
- 33.
- 34. Client Feedback “I want to give a special acknowledgement to Emerald. She was very professional, calm and organized. I really appreciated the fact that she came to check on ME a couple times to see if I needed anything personally. It was a busy night for me and when you host, you know you don't get much time to enjoy anything yourself. If the opportunity arises we will definitely call on you again!”
- 35. How to bring PROFIT to the bottom line from event staffing
- 36. Turning Revenue IntoProfit • Use Technology You’ve – Caterease / ADP Enterprise • Estimate Properly sold it, • Capture Data now • Evaluate keep it! • Re-invest
- 37. Estimating Labor Supervisor, LeadCulinary, and Lead Bartender come to the commissary – Billed at $30per hr All others meet on site – Billed at $25 per hour Client is charged for all hours dedicated to the production of the event
- 38. EVENT EXAMPLE Event 6:30pm– 10:30pm Call time: 2pm Departure: 3pm Arrival on site: 4pm Event set-up: 4pm – 6:30pm Event: 6:30pm – 10:30pm Breakdown: 10:30pm – 11:30pm Return to the commissary – 12:30 Leads billed for 10½ hours All others billed for 7½ hours
- 39. AUTOMATING THE PROCESS Catereaseused for estimating the labor ADP Enterprise software used for employee schedule management Staff control their available to work. Leadership uses Enterprise software to manage abilities and skill levels Service manager clicks staffing button when time to schedule
- 40. All necessary reports,event related data, and scheduling data is pushed up from Caterease to Enterprise Enterprise auto fills the shifts based on skill level and availability Service manager approves and/or edits schedule. Enterprise pushes details to the service team – location, Google map, schedule, appropriate event details, and co-worker/supervisor details. Enterprise then pushes the scheduling information back down to Caterease. Shifts are now replaced with names so sales is informed who is working their event.
- 41. CAPTURING THE HOURSWORKED • Geo-fencing technology allows staff to use their smart phones to clock in when they arrive to the event location and forces clock out when they depart the site • Service manager reviews and approves the hours in Enterprise. Actual hours worked are then pushed back down to Caterease. • Automatic notification is sent to Sales if additional billing is necessary. • Job costing / P&L reports are automatically generated and sent to management. • Enterprise automatically sends the data to ADP Total Source for paycheck creation.
- 42. Process Flow -Blueprint CATEREASE Time Collection ADP ENTERPRISE ETIME TOTALSOURCE © Copyright 2011 ADP Inc. Proprietary , and Confidential Information
- 43. Time and LaborManagement – ROI ($2+mil Payroll) $82,500.00 - Error Rate (4%) $61,750.00 – Lost Time (15 Minutes) $39,950.00 – Recovery of Excess OT (5% $98K/40% Recovery) Reduce lost / “stolen” time Eliminate errors Eliminate manual process Pay policy misinterpretation Improved efficiency, productivity Overtime management tools Mitigate risk of non-compliance ESTIMATED ANNUAL TOTAL SAVINGS $184,200.00
- 44. The ROI • Givesclients piece of mind knowing they are only charged for the hours worked. • Keeps honest people honest • Eliminates time consuming manual entry into time keeping system. (100+ hours per week) • Eliminates human errors
- 45. Thank You! To downloada copy of my slides, go to: http://www.slideshare.net/WarrenDietel Warren Dietel| [email protected] | 407.398.6306 www.facebook.com/puffnstuffcatering Twitter: @pscatering