Staff Management Tips
I was wondering if anyone had any particularly interesting, funny, unique, etc. examples of how their staffs were/are set up and maintained to function as a team.
For owners/managers - any tips/tricks when hiring? what personality traits/work history did you look for in entry-level hires? what kind of recognition/reward systems have you found successful?
For baristas/employees - what do you like about your staff dynamic and the programs instituted?
To share a personal example, I used to co-manage a student run snack shop in college. We used to have a program called "Stars and Dots" whereby employees at the end of staff meetings would highlight the positive things each other did in front of their peers (Stars) as well as the negative things (Dots). Someone might say, "I'd like to give a Star to Matt for helping me clean the espresso machine when there was a slow period" or "I'd like to give a Star to Dana for exceptional customer service with a hostile customer."
From this experience with the program, I plan to institute a "Stars" program whereby employees can highlight the positive acts performed by someoneone since the last staff meeting (exceptional customer service, helping associates, etc). I found the "Dots" in the business to be counter-productive and often led to veiled animosity amongst former friends. All in all, I thought it was a great program.
For owners/managers - any tips/tricks when hiring? what personality traits/work history did you look for in entry-level hires? what kind of recognition/reward systems have you found successful?
For baristas/employees - what do you like about your staff dynamic and the programs instituted?
To share a personal example, I used to co-manage a student run snack shop in college. We used to have a program called "Stars and Dots" whereby employees at the end of staff meetings would highlight the positive things each other did in front of their peers (Stars) as well as the negative things (Dots). Someone might say, "I'd like to give a Star to Matt for helping me clean the espresso machine when there was a slow period" or "I'd like to give a Star to Dana for exceptional customer service with a hostile customer."
From this experience with the program, I plan to institute a "Stars" program whereby employees can highlight the positive acts performed by someoneone since the last staff meeting (exceptional customer service, helping associates, etc). I found the "Dots" in the business to be counter-productive and often led to veiled animosity amongst former friends. All in all, I thought it was a great program.
Replies to This Discussion
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Permalink Reply by Jay Caragay on
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Tips/tricks when hiring? Vet your candidates out as thoroughly and carefully as possible. Don't look for "just bodies." I take a lot of time and care when considering those who I will interview and eventually hire. I'm looking for people who will be responsible for taking care of our customers, producing top quality product and handling the profitability of the company. Each person is key and should be carefully considered.
Years ago, I used to run Briggs-Meyers tests on all staff just to see what the commonalities were. It was interesting to find that everyone working for me was within very similar personality profiles. I think it was due to the kind of people who thrive in a service environment.
Entry-level work history? The very meaning of "entry level" means it's adapted for people who don't have experience. For that I'm looking for personality and attitude. I can train just about anyone to produce high quality product, what I can't really teach is a personality that enjoys interacting with customers and people. I also cannot train work ethic and responsibility. A person has to have those inherent traits, and if I feel that the candidate is deficient in those areas, I'll pass.
What I also think is key is to have strong leadership. Leadership cannot be wishy-washy. Know what you're setting out to do. Create vision. Set guidelines and champion a standard for everyone to live up to. Most importantly, not only advocate those standards but exemplify them. There's nothing that I ask my staff to do that I either cannot or would not be willing to do myself. Lead from the front. And considering your military service, I think you can understand what I'm saying.
Life isn't fair and equal and neither am I. Management isn't about being "fair" - that's a misnomer. Why should I give fair and equal treatment to members of staff who are not performing equally? If one person demonstrates greater commitment to the company and our mission, do I treat that person who's just cruising by on the minimum equally to that person whose commitment and dedication is greater? Of course not. Loyalty should be rewarded.
Also, when people are doing a great job, acknowledge that openly. Be their advocate and let everyone know. But when they falter and make mistakes, I want to acknowledge and correct that mistake/problem quietly and with discretion.
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Permalink Reply by Mike Spence on
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Jay has a lot of good advice here (as usual :) ). Our lessons over the years have taught us to slow down the hiring process. For instance, don't skip to the end of the process just because you hit it off immediately with a prospective employee. Sometimes the best job that employee will ever do will take place in that interview.
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