beverages plant- labour cost control

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© 2004, Educational Institute

Chapter 13 Labor Cost Control

Planning and Control for Food and Beverage Operations

Sixth Edition

(464TXT or 464CIN)



© 2004, Educational Institute 1

Competencies for

Labor Cost Control

1. Describe how food and beverage managersuse staffing tools such as job descriptions, job specifications, and organization charts in

planning for labor cost control.2. Describe how food and beverage managers

use recruitment and selection tools to ensurethat the most qualified applicants are hired

for open positions.3. Explain how orientation programs, training

programs, and employee performanceevaluations help control labor costs.

(continued)




Competencies for

Labor Cost Control

4. Explain how food and beverage managers canincrease staff productivity by simplifying work

processes and revising performance standards.

5. Explain how food and beverage managers use

techniques such as job rotation, job enlargement,

and job enrichment to increase productivity andemployees¶ interest in work.

6. Review basic tactics that food and beverage

managers can use to reduce employee turnover rate.

(continued)




Job Descriptions

Features Summarize each job

List major tasks for a job

Indicate employee¶s supervisor Indicate who the employee supervises

Uses

Recruitment/selection Design of training programs

Daily supervision

Performance evaluation




R ecruitment and Selection

Recruitment

Attracting qualified applicants

for open positions

Sources of applicants

Application form

Selection

Employee interviews

Reference checks

Selection tests




Orientation

Set the tone

Employee handbook

Forms assembled

Tour

Workstation viewed

Trainer selected Training plans developed

Adjusted supervision




Training Program

Job knowledge

Job skills

Job attitudes

Training material

Training evaluation

Training time




Training Program Development

Observe training needs.

Establish training goals/objectives.

Construct a job list.

Develop a job breakdown.

Write job descriptions.

(continued)




Training Program Development

Develop performance standards.

Make a training plan.

Write training lessons.

Implement the training.

Evaluate training: coach and follow up.

(continued)




Performance Evaluation

Identify objective, measurable factors of job performance.

Explain performance evaluation process to

employees. Collect appropriate performance data.

Discuss job performance with the employee.

Permit employee to express views. Stress employee¶s strong points.

Obtain commitment on improving performance.

Conduct formal appraisals every six months.




Factors Affecting

Performance/Productivity

Menu items

Convenience foods

Service style

Quantity of meals

Number of meal periods

Facility layout and design

Production equipment

Labor market

(continued)




Factors Affecting

Performance/Productivity

Allocation of labor hours

Human resources administration policies Supervision

Employees

Work methods Work environment

Number of hours worked

(continued)




R evising Performance Standards

1. Collect/analyze information about current

performance standards.

2. Generate ideas for new ways to get the job done.

3. Evaluate each idea and select the best approach.

4. Test the revised performance standard.

5. Implement the revised performance standard.




Increasing Interest in Work

Job rotation: cross training to perform several

different jobs

Job enlargement: increase number of tasks

included in a job

Job enrichment: change tasks associated with a job

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