Today, I want you to fire every single one of the employees in your restaurant.
That's right.
I want you to fire every single one of the employees in your restaurant.
If you folks don't know who I am, my name is Ryan Gromfin.
I'm an author, speaker, chef, restaurateur,
and I'm the founder of the RestaurantBoss.com,
RestaurantProfitAndPerformance.com, as well as Clickbacon.com.
And like I said a couple of times, that's right,
I want you to fire every single one of the employees in your restaurant,
but what I really mean is, I want you to rehire them.
So go ahead, have the fun, call them in your office and say you're fired,
and then the next sentence is, but actually, I just want to rehire you.
I still want you to work here, but we're going to go through a process again.
And the reason I do this exercise with a lot of my clients
and it's shocking what I tell them that,
and we kind of do it, we don't necessarily fire them all,
but we definitely re on board or rehire
all of the employees in a restaurant because
once you make the decision that you're going to run a business,
not a restaurant. Once you make a decision that you're going to operate
based on systems and processes and not on micromanaging your employees,
the most important asset, the most important
thing you can do is
train your employees better or hire better employees
or onboard your employees better.
You need a great staff and your staff right now is great,
that's the thing.
I've done it before, I said all my staff are idiots,
but they weren't idiots, it was me who was the idiot.
I wasn't operating the restaurant properly;
I didn't have the right systems in place.
And again, when you make that decision
to put the systems in place and the processes in place,
we got to get your employees on board on that
and the best way to do that is to basically take all of your current employees,
fire them, and rehire them following this
five-step system that I'm going to share with you right now.
Because for your new employees coming in, it's easy,
right?You take them through this new process that you've created,
but if you have old employees who are following
the old rules or having one hundred percent on board
with the new rules and haven't been through the new
hiring procedures and then you bring in two employees, right?
It's like putting one drop of cyanide into a perfectly clean pool,
now the entire pool is contaminated.
You're going to contaminate your new employees with old thinking.
So we got to cut it off and start over.
I want to share with you the five steps that I use for rehiring
or hiring any new employee in your restaurant.
So, step one is a proper interview.
We got to interview them again.
So we have to take your existing employees and literally interview them again.
I have a very specific format that I use
for interviewing and I have some very specific questions,
but honestly, right now, that's not that important.
What's most important is that you re-interview them.
You've learned a lot since you hired some of these employees,
but you've also forgotten a lot about your specific employees.
So find out what makes them tick,
find out what their challenges were in previous jobs,
find out what they're looking forward to the most about
being rehired in your restaurant,
right? It's important to know all those things.
So whatever your interview process is, take them through it one more time.
The second step is
ensure that you have all the right paperwork on file.
A lot of times in the restaurants,
it gets busy and we slip on some of the paperwork and
it's important to make sure that's updated.
So make sure you have all of the right paperwork on file.
Whatever country you're in, whatever state you're in,
whatever that is to you, but now's a good chance
just make sure you got it all on file and it's all proper.
The next step is the onboarding and this
to me is the absolute most important thing
you can do with a new employee because the first two are kind of obvious, right?
We pretty much do that every time we hire an employee,
but the onboarding process is a very particular process and
there couldn't be a more important two, three,
or four hours and your employees journeying with you
then how you onboard them.
If your idea of onboarding and employee is –
“hey, welcome to your first day of work,
I'm a little bit busy right now because there's some things going on,
but Steve over there is going to take really good care of you,
here's your apron, get to work”.
It's no wonder our employees aren't the model employees
that we expected them to be.
We didn't take them through a model onboarding process.
So a great onboarding process includes
you the owner or the influencer,
the most visionary person in the company
sharing that vision with them.
You can't share vision from five steps down the ladder.
Your line employee who's training your new line cook
isn't going to share your vision with your passion.
It has to come from you, so you have to share the vision.
You also have to share your mission. Why are you doing this?
Is it to help the community? Is it to change the way that we look at food?
Is it for selfish reasons? Whatever they are,
but what's your mission? What gets you up every day?
Is it your family? Whatever it is. What's your mission?
What gets you up every day? Share that with them.
Your core values, those are crucially important.
I wish I knew the core values
of the gentleman that I went into business with about five years ago
because his core values and my core values were very, very different.
I've made every mistake in the book
and I don't want you to make the same mistakes I've made,
but if I knew his core values, I would have never gone into business with him.
So share your core values, find out their core values.
Make sure they're aligned, and if they're not,
discuss that now rather than it coming up a year later.
Do you even have your core values documented?
Well, all this stuff you probably don't have documented,
but you need to get this stuff documented.
And then part of that onboarding process is job descriptions,
duties and responsibilities.
This is the time that you share with them
what their job duties are, what their responsibilities are,
and you go through it line item by line item and then they sign it
and put it into the file,
so that way they can never say, well, I didn't know that that was my job,
or no one ever told me that was my job, right? And I wasn't supposed to do that.
And then step four is to supply a path to promotion.
Now, some businesses have better paths the promotions than others,
but even your small restaurant needs to have a path to promotion.
That means your employees who are coming in
at the bottom need to know how it is that they go from being a dishwasher
to a line cook or how they go from being a line cook to a manager
because otherwise, they're just going to keep asking you for raises,
you have to know all of these skills and have passed this test
and shown 100 percent accuracy on XYZ
for six months straight.
Well, then when they come to you for a raise,
you can say to them - say, okay,
I'm interested in giving you a raise and here's what we
need to do over the next six months,
or they already know what that is,
but you have to have each job position and pay rate
has to be determined by a set of criteria so they know how to get promoted.
Now if one of your best cooks wants to become a kitchen manager,
obviously a position has to be available for that,
but what does that mean.
We don't just give them the position because it's available.
Well, you might be, but I don't suggest that.
So what does they have to exemplify,
what skills and knowledge do they have to have to
become a kitchen manager?
So then when that position is available, if they don't get it,
they're not blaming you because you didn't hire them.
They knew what they needed to do and they chose to do it or not to do it.
Hopefully, you helped them along that journey.
And then the last part is to retrain and document their training.
I follow a system and the link will be below this video for you called
“why do, how do, I do, we do, you do”
It's a five-step system. Again, you can watch that,
but take your employees for everything that they're trained on
through that five-step system or whatever your training system is,
but they have to go through a training system and it has to be documented.
I really hope that you enjoyed this video.
It was a pleasure bringing it to you this week and I look forward to seeing you
next week with a new training topic
for operating a better restaurant withmore money,
more freedom, and more joy.
Have a wonderful day.
Hey, everybody Ryan here. I really hope you enjoyed that video.
Would you mind doing me three really quick favors?
1st) Would you like this video?
Wherever you're watching it, there'll be a button for you to
go ahead and click and like the video,
and then leave a comment somewhere so I could answer your questions.
2) Would you go ahead and subscribe to this channel,
that way I can continually deliver you
the newest updates every time I release a video.
And then 3) I'd like to give you something.
If you're the kind of person who really wants to get ahead in life faster,
I have a 90-day planner here
that I'd like to give you. I use this planner
every day in my business and actually,
I think this is one of the reasons why I'm able to get as much done
as quickly and as efficiently as I am able to.
See every year when I sit down to plan out my year,
I sit down and I do 4 of these 90-day planners because
I believe that we can't get as much done in a month as we think we can,
but we can get a lot more done in 3 months
than we think we can. And so I've developed a system,
I call it my 90-day plan or system where you can achieve
just about any goal you want in 90 days if you follow this.
And I'd like to give it to you completely free.
Like I say, this is on my desk every single day
and I use it in my business and I teach my clients how to use it.
And I'd like for you to have it for free.
All you have to do is head over to
TheRestaurantBoss.com/Goal.
G-O-A-L.
Again, that's TheRestaurantBoss.com/Goal
and then just give me your first name and email address
and I'll send this right over to you, all four pages.
Until the next time I see you, go out every day
and improve the lives of your customers,
your employees, your vendors, and of course, your family.