Goodwin & Associates Blog
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Happy 4th of July!
Wishing all of our shoppers, clients, team members and friends a happy and safe holiday weekend! For those of you who have been seeing rain clouds for the past few weeks, I hope that the sun comes out for you, so that you can enjoy some summer fun!
As a reminder, our offices will be closed from Friday, July 3rd, until Monday, July 6th, in observance of Independence Day.
Have a great weekend! Enjoy time with your friends and family. Take in a fireworks show. Have a barbecue. Wear sunscreen. Stay safe and take a moment to appreciate the freedoms that we have!
Happy 4th of July!
ORGANIC BURGER CHAIN SIGNS NEW YORK CITY DEAL
Elevation Burger Signs Multi-Unit Agreement with Experienced Restaurant Operators
Arlington, VA, May 13, 2009— Elevation Burger, a Northern Virginia based chain known for
its tasty organic burgers and patented fresh cut fries cooked in olive oil has signed a multi-unit
franchising deal with experienced restaurant operators Fabian Rosario and John Harris for Lower
Manhattan. The innovative Elevation Burger chain is rapidly expanding its organic burger
concept throughout the United States with three locations open in Falls Church, VA, Arlington,
VA and Baltimore, MD and over forty new locations in development across Texas, Pennsylvania,
New Jersey, Maryland, Northern Virginia, Washington, D.C., New York and Florida. Fransmart,
the company that helped launch the ultra successful Five Guys Burgers & Fries chain, is leading
the franchise development plans for Elevation Burger.
Rosario and Harris are both experienced New York City restaurant operators and real estate
investors. Rosario is co-owner of the Brooklyn IHOP restaurant, which is one of the top three in
sales locations in the IHOP system. Harris owns a full service restaurant, “The Spot” American
Bistro, in Prospect Heights, Brooklyn.
“We both own full service restaurants and when we decided to do a restaurant together, we were
interested in the growing fast casual category and we wanted a hamburger concept. Elevation
Burger immediately caught our attention. First and most important was the simple menu.
Elevation Burger focuses on one thing – burgers and fries – and they do it well. Secondly, we
were drawn to the grass-fed, 100% organic beef burgers and fries cooked in Olive Oil. Living in
New York City and witnessing the success of Chipotle, Whole Foods and Trader Joes in
Manhattan we knew there was a market for an organic fast casual burger restaurant,” said
franchisee Fabian Rosario.
Elevation Burger has had an explosive amount of support from local patrons in the Washington,
DC metro area since it first opened in 2005. The concept has received recognition in prestigious
publications such as Washingtonian magazine and The Washington Post as “best shake” and “best
burger” nominees. Founder Hans Hess received the “Green Business Visionary” award in 2008
from the Washington Business Journal, and will be receiving the 2009 Green Business Award from
Washingtonian Magazine in May of 2009.
About Elevation Burger:
Elevation Burger is a rapidly growing, fast casual concept serving 100% USDA-certified organic,
100% grass-fed, 100% free-range beef burgers and a patented process for fresh-cut french fries
cooked in 100% heart-healthy olive oil. Their tasty burgers are made with fresh and never frozen
patties. Founded by husband and wife entrepreneurs Hans and April Hess in 2005, the chain
prides itself on an “elevated” experience and an organic/fresh approach that puts people and
product ahead of profit. The first location opened in 2005, offering Northern Virginia a heartfriendly
menu full of flavor. Hans and April’s belief that “Ingredients Matter” has brought the
restaurant rapid success and popularity. Driven by their passion for delicious food that’s organic,
sustainable and fresh, Elevation Burger began franchising in 2008. Restaurants feature highefficiency
equipment as well as recycled, recyclable and rapidly renewable finishes, and the
company even aims to certify newly constructed stores under the US Green Building Council’s
LEED rating system – a rarity in the restaurant industry. Restaurants are 1,800-2,500 square feet
and seat 50 to 150 guests with outdoor seating.
How Kitchens & Restaurants Can Be Prepared for a Potential Swine Flu Outbreak
The spread of the swine flu virus or what the World Health Organization has termed influenza A(H1N1) has the potential to severely impact the hospitality industry. HospitalityLawyer.com offers the following resources to aid the industry in addressing the potential spread of the virus.
Pandemics and the Hotel Industry by Charles L. Menges & Joseph P. McMenamin, McGuire Woods
With the recent decision by WHO to raise the pandemic threat level from Phase IV to Phase V, it is only rational to be concerned about the problem and to activate your pandemic plan. Basic public health measures, including hand-washing, covering coughs, and staying home from work when sick remain absolutely essential, foundational steps. The value of gloves and masks is frankly debatable, and probably depends on how they are used, but the FDA recently gave approval to the purchase and use of N95 masks by the general public. The industry may well wish to consider stockpiling personal protective equipment such as these items. The general public will probably expect it, workers may demand it, and at least some protection may be provided. No one measure is apt to be a foolproof solution. Rather, taking rational, consistent steps, with constant attention and responsiveness to public health authority pronouncements, would seem to offer the best hope of minimizing the impact that the virus threatens to have.
Click here to continue reading.
Click here to learn more about how a potential pandemic will impact business continuity, contract claims, and insurance disputes. Menges and McMenamin also list suggestions for a preparedness plan.
Practical Pandemic Preparation by Fisher & Phillips
For most employers, protecting their employees during an influenza pandemic will depend on two basic approaches: emphasizing “common sense” hygiene (cleaning hands and decontaminating surfaces) and practicing “social distancing.” Social distancing means reducing the frequency, proximity, and duration of contact between people (both employees and customers) to reduce the chances of spreading pandemic influenza virus from person-to-person. Employers may take additional protective measures, including engineering changes, procedure changes, and requiring the use of personal protective equipment, based upon the specific occupational exposure risk of their job tasks and work place. Use of respiratory protection (respirators) and barrier protection (facemasks) may be components of a comprehensive plan to prepare workplaces for an influenza pandemic, but employers must comply with applicable OSHA standards.
Click here to read more, including a Pro-Active Pandemic Strategy and Checklist.
Swine Flu Frequently Asked Questions from Forensic Analytical
As we are all aware, the global community is in the midst of managing an outbreak of a new influenza of swine origin. Forensic Analytical Consulting Services (FACS) has prepared this bulletin to help our clients, business partners and members of our community navigate through the maze of information available in order to stay well-informed and prepared for contingencies.
Click here for answers to questions such as “Should I wear a facemask or respirator?” and “What about disinfecting surfaces?”
________________________________________
Suggestions for the Hotel & Restaurant Operator:
1. Add sanitizer (and/or sanitizer wipes) to all guest rooms.
2. Housekeepers should wear gloves and safety glasses (a great time to reinforce the need for this policy),
3. All food service personnel should wear gloves.
4. After coughing, sneezing, smoking, etc., all employees must wash hands thoroughly with soap and water. Experts recommend washing hands for 20 seconds.
5. Be sure to use different mops for kitchens, public areas, and restrooms.
6. Make sure all mops are cleaned and sanitized after each use.
Comment Cards – Why They Are Not Much Better Than Nothing!
Ah, Comment Cards – the mainstay of customer feedback for restaurants! My favorite is the card you are to mail, if you have a stamp. Or, those cards you leave with the server or cashier, which mention the performance of that particular server or other associates. I wonder where they go, if the commentary is negative. Yup, I sure would pass along to management a less than perfect commentary. Let’s not forget those comments which state a pressing problem – poor service, condition of the bathrooms, meal preparation and the like. Fortunately, we see those at some point in time, usually way after the fact, so the unsatisfactory experience is etched in our guest’s memory, although we might send a letter (a lost opportunity, too little, too late). Comment cards are not much better than nothing – lip service for many (of course, we care what our guest says; just don’t make it too loud, too frequent or too honest. I am trying to run a business here). Do not become obsolete in your prime. You certainly can do better.
Start with the premise of feedback. This is the mechanism to report upon our performance – what we did well and what we need to improve upon. We want to keep our survey questions short (due to the respondent’s attention span), simple (not tax the cranium) and relevant to our operation (so we have some benchmarks). Most importantly, we want to match our chosen feedback mechanism to our audience, in order to elicit the greatest response.
Here comes a major disconnect, just like the hospitality businesses which felt they did not need a web site. Your audience is connected and wired, and e-mail and texting are their every day communication vehicles. Think about it. In your operations, you have moved to the ‘paperless’, using electronics for your financials, your daily reports, and your payrolls. Take the next step – get your message on the right mediums.
Gathering “Feedback” requires a blend. Every day, you take an inventory of your business, walking the restaurant, speaking with staff and guests, reviewing reports. But, probably, you are too close to the business (the old trees and forest analogy).
Mystery or secret shops are a good means to get a snapshot in time of your operation or particular aspects of your business. These are unannounced, incognito evaluations of your SOP’s (what you want your customer or guest to experience). You now have this “thumb nail sketch”. If the shops are done frequently enough, you start to see trends, training opportunities, standards which need some tweaking, etc. Plus, it keeps your staff on their toes and wearing name tags, if required.
For a more comprehensive evaluation of your business, you might consider the services of a Hospitality Assessment or Quality Assurance company. These professionals provide an in-depth review of your entire operation, considering industry norms and standards for product, service and condition of the facilities. Their reports provide a map for continuous improvement.
Ultimately, the bottom line is what your customers and guest think. You can ask them directly, if you have the time, and they are prepared to respond honestly. You can await their comment cards. You can scan all those internet portals for unsolicited reviews of your business, respond where you can, but, ultimately, “suck it up”, as your consumer has spoken to that vast global audience of critics and potential business.
Or, you can proactively solicit feedback which is immediate, actionable, and credible through technological solutions. And, here are two key words: immediate and actionable. What we learn months or even a week after the fact has absolutely no credibility; hence, you want to know about their experience right away and share it with your management (their performance report). Immediacy means you can take action right away and address an issue, and, perhaps, save or enhance the experience. Technology can prompt feedback on-line, through POS, and other means. To survive and prosper, this is where you need to be. Raise your game!
It is time to move to the next plateau, the next frontier, and use “Guest Feedback” technology for the following reasons:
Comment cards simply do not provide a meaningful response about the guest experience, because not everyone participates (usually only the disgruntled and the gruntled) and you have a critical time gap. Comment cards are superficial;
Technology reaches a broader, more representative and diverse audience, quickly, because the majority of your guests are technology savvy in some fashion. The responses are timely, and they validate your relationship with the guest and allow you to better manage the experience;
With a request for an e-mail address at reception or point-of-sale, you begin to build a significant data base, which serves as a super marketing opportunity for your business, from guest preferences to special announcements and deals;
Just because the guest may be satisfied with one visit does not mean they will rebook or revisit. But, now you have another opportunity – to build loyalty. It is easier to retain an existing guest than recruit a new one.
There is no better time to better manage the experience, frame the expectations, create real value, which you can then market! Get with the program(s)!
Mystery at Michelin-starred eatery as hundreds go sick
LONDON, England — As many as 400 people may have gotten sick after eating at a renowned Michelin-starred restaurant in England, health authorities said Friday.
The Health Protection Agency is investigating an outbreak of diarrhea and vomiting among diners who ate at The Fat Duck restaurant in Berkshire, run by award-winning chef Heston Blumenthal.
Investigators still don’t know the source of the outbreak, the HPA said. They are examining foodstuffs, food storage, and preparation and cooking practices in addition to samples from sickened diners and all members of staff, the HPA said.
“This is a very complex outbreak,” said Graham Bickler, the HPA’s regional director. “We are working closely with the restaurant and with colleagues in the Royal Borough’s environmental health team to explain what happened and to ensure that the risks of it happening again are reduced as much as possible.”
The problems forced Blumenthal to close his famed restaurant voluntarily last week after a number of people reported being ill soon after eating there, the HPA said.
The HPA said the number jumped to around 400 possible cases on Thursday after it started investigating cases going back to late January.
Representatives of The Fat Duck could not immediately be reached. The HPA said the restaurant management is cooperating fully with the investigation.
The Fat Duck is renowned for such eccentric items as snail porridge, salmon poached in licorice gel, and scrambled egg and bacon ice cream.
Diners must book at least two months in advance. The restaurant charges £130 ($185) for the tasting menu and £98 ($140) for a la carte.
A native Londoner, Blumenthal trained himself in French cuisine after failing to find work as a teenager in top London restaurants, according to his restaurant’s Web site. He worked in various jobs to fund trips to France to learn about cooking and wines.
Blumenthal opened The Fat Duck in 1995, and it received three Michelin stars in 2004. A year later, the restaurant was proclaimed the best in the world by the “50 Best” Academy of food critics, journalists, and chefs.
Blumenthal has had several TV food shows in Britain. His latest is the current “Heston’s Feasts,” in which he recreates historical recipes from ancient Rome to Victorian Britain.
What You’ll Eat in 2009: Epicurious.com Predicts New Food Trends
What You’ll Eat in 2009: Epicurious.com Predicts New Food Trends
Epicurious.com Releases Annual List of Culinary Trend Predictions and Reflections
NEW YORK, Dec. 2 /PRNewswire/ — Push the Thai menu aside, and make way for Peruvian food. Epicurious.com, the premier award-winning food site, has released its annual list of food trend predictions for 2009. Epicurious.com editors think you’ll make more dining decisions based on value, see noodle shops open alongside sushi restaurants, and notice a surge in smoked flavors as opposed to fried.
Epicurious.com makes the following culinary predictions for 2009:
• Peruvian is the new Thai: You thought Peruvian cuisine was all about seviche, maybe? Guess again: Peru boasts culinary influences from Spanish, Basque, African, Cantonese, Japanese, Italian, French, and British immigrants. Pisco Sour, anyone?
• Noodle Bars are the new Sushi Joints: With some seafood being suspect or overfished and raw fish prices high, noodles make complete sense. If there’s no ramen, udon, or soba shop in your neck of the woods, there probably will be soon.
• “Value” is the new “Sustainable”: These days, the economy dictates our cooking and shopping decisions. Bargains are in, no matter where they come from.
• Ginger is the new Mint: Move over, mojitos. Ginger beers and ginger cocktails (like the Ginger Rogers, Gin-Mule, and Ginger Smash) are bubbling up at places like the Violet Hour in Chicago, the Clock Bar in San Francisco, and Matsugen in New York.
• Smoking is the new Frying: You know how everything tastes better fried? Well, almost everything tastes better smoked, too, and that includes cocktails. Bartenders (Eben Freeman at Tailor in New York, for example) are smoking their bourbons, and chefs, recognizing the national craze for BBQ flavor, are smoking more than just salmon and ribs: nuts, salts, even smoked steelhead roe (at Chicago’s Alinea). Who says smoking’s bad for you?
• Regional Roasters are the new Starbucks: It’s come full circle. What started as a local coffee phenomenon migrated to other cities and turned Americans into java junkies. Then the chain overexpanded, and the little neighborhood coffee roasters thrive again, like Stumptown (Portland, Oregon), Blue Bottle (San Francisco), and La Colombe (Philadelphia).
• Portland (Maine) is the new Portland (Oregon): Abundance of great chefs, restaurants, and local foodies? Check, check, and check. Want examples? Visit Five Fifty-Five, Hugo’s, and Fore Street to start.
• Rustic Food is the new Molecular Gastronomy: Wacky weird-science cuisine that requires fancy-schmancy equipment doesn’t necessarily make food taste better, and more often than not it adds needless complexity (there are exceptions). Most importantly, no one really wants to do this at home. Expect to see comfort food stage a comeback again.
• “Top-Rated” is the new “Critic’s Pick”: Power to the people; single critics are a dying breed. Why believe what one person says when you can read and reflect on what hundreds think?
For a complete list of the best food trends this year, log on to: http://www.epicurious.com/articlesguides/blogs/editor/2008/12/epicurious-pred.html.
Epicurious.com, a CondeNet site, is an award-winning food Web site that incorporates more than 35,000 professionally tested recipes from the premier brands in food journalism, 50,000 member-submitted recipes, and Web-exclusive original content from Epicurious.com editors and leading food authorities around the world. Epicurious offers a wealth of articles and tips focused on cooking, entertaining, wine, cocktails, and shopping.
Interesting Social Networking Article
SAN FRANCISCO
By Jon Swartz, USA TODAY
Social networking is going corporate. The popular technology used by millions of people to share ideas and photos on MySpace, Facebook, LinkedIn and others is catching on at companies to improve productivity and communication among workers.
Private, internal social networks make sense as companies grapple with a slumping economy that has made travel cost-prohibitive even as workforces are spread out as never before, tech analysts say.
“Companies are asking, ‘How can we make our workforce more productive?’ ” says Kevin Martin, an analyst at market researcher Aberdeen Group.
Corporations increasingly are “exploring and experimenting” in the use of social networks to improve business operations, says Gina Bianchini,CEO of Ning, a social-networking site for businesses and consumers. It makes revenue from Google AdSenseand premium services.
“There’s been a definite shift the last two months,” she says. “There is a genuine interest now rather than a casual curiosity before.”
It is hard to find projections for the blossoming market, Martin and others say. Martin estimates hundreds of companies worldwide including Saturn and Smart Car, for example use internal social networks, compared with a fraction of that a year ago.
“The spread of the workforce has put a premium on tech tools that let people collaborate, learn and share info from different parts of the world,” says Ross Mayfield, co-founder of business-software maker Socialtext. He cites studies that show 85% of all employees work on projects with colleagues in other offices.
The employee-only sites are an excellent format for large, geographically dispersed organizations to communicate internally and elicit ideas from workers, says Tom Beauchamp, chief information officer at Hot Topic, a retail chain of 690 stores for teens in all 50 states.
The chain is testing an internal site, powered by software from vendor Socialcast, that will let about 6,000 employees share data and create ideas when it launches later this year.
Cutting in-box clutter
Practically, corporate social networks also cut down on unnecessary e-mail and instant messages among co-workers, says Dan Nye, CEO of LinkedIn, a social network of more than 28 million people, most of them business professionals. Private social networks let “people choose what they want to read and discuss, based on their participation, without being intrusive and annoying,” he says.
LinkedIn’s new service, Company Groups, digitally gathers into a single, private Web forum all of a company’s employees. There, they can talk to one another, share ideas and ask company-related questions. So far, 1,000 companies have signed up for the service.
LinkedIn plans to generate revenue from the service through job listings, premium subscriptions and advertising.
Model N, a maker of business-efficiency software, uses the service so about 160 employees in North America, Europe and India can communicate and share market research reports, says Kamal Ahluwalia, vice president of corporate marketing at Model N. It also uses a Facebook service that lets people who share company e-mail addresses join the same group.
“It represents our culture very clearly,” says Dave Allen, director of insights and digital media at Nemo Design, a marketing company in Portland, Ore., whose clients include Nike and Hewlett-Packard. It uses a private network from vendor Ning to connect all of its 60 employees in Oregon.
Website address: http://www.usatoday.com/tech/products/2008-10-07-social-network-work_N.htm
Awards look good on the résumé, I am lucky enough to have been quoted in this article in Nation’s Restaurant News
Awards look good on the résumé
By Nora Caley
If you’re a chef and you won an award, it’s a good idea to put that on your résumé. But should you put it the top of your list of qualifications? How important is the award, compared to your education and experience, and for how many years can you bring up the topic of your winning the accolade?
“I think it’s important in terms of showing an individual’s commitment to their craft, but it’s not hugely important for everybody,” says Matt Jansen, owner of Mateo Restaurant Provencal and Radda Trattoria in Boulder, Colo. In a job search, he says, “accolades certainly help the cause, and I think they are a nice bonus and an added bit of appeal.”
He says most job applicants list their awards in a section under “special skills” or “extra information.” Sometimes it’s under the same bullet points where the job seeker writes that he or she was an Eagle Scout or the valedictorian in high school.
Eric Goodwin, president of the recruiting firm Goodwin and Associates in Concord, N.H., agrees that awards are important.
“It is something that certainly catches the attention of hiring managers,” he says. “Companies are looking for very tangible results, specific skills or accomplishments that will add value to their organization. An award illustrates distinguished achievement, pride in one’s work, and the ability to shine and stand out.”
He adds that employers do pay attention to awards, and it can help you get a job.
“In a sea of mediocre résumés that flood the desks of hiring companies, any spark or special recognition can oftentimes be the determining factor on whether or not a company picks up the phone to call you to initiate contact,” he says. “Even with all things being equal in a competitive offer situation, someone who brings more credentials to the table, more historical success, may tip the scale in that person’s favor.”
Don’t keep every award on your résumé forever, Jansen says.
“Personally I think it should have a statute of limitations, although we see examples of people frequently getting a lot of mileage out of something like that.”
If you win a local cooking competition or if a magazine called you a “rising young star,” you may keep that on your résumé for a few months. Other awards can stay on your résumé much longer.
“If you were on ‘Iron Chef,’ you can leave that on your résumé longer,” he says, referring to the Food Network cooking competition and not local versions that some organizations occasionally hold for charity.
Few awards may stay on your résumé permanently.
“If you win a James Beard Award, that’s a timeless category,” he says.
2008 Nation’s Restaurant News. All Rights Reserved.
Interesting article, best way to measure your guest perceptions is to have a detailed Mystery Shopper Program in place
Guests Less Satisfied With Amenities, Guestroom Features
J.D. Power & Associates — Hotels, 7/29/2008 10:19:00 AM
As hotel brands contend with the challenge of trying to cut costs during economically difficult times while still attempting to meet high customer expectations, overall satisfaction with hotels is down notably in 2008, according to the J.D. Power and Associates 2008 North America Hotel Guest Satisfaction Index Study(SM) released today.
Now in its 12th year, the study measures overall hotel guest satisfaction across six hotel segments: luxury, upscale, mid-scale full service, mid-scale limited service, economy/budget and extended stay. Seven key measures are examined within each segment to determine overall satisfaction: reservations; check-in/check-out; guest room; food and beverage; hotel services; hotel facilities; and costs and fees.
Four of the six segments — upscale; mid-scale full service; mid-scale limited service; and economy/budget — decline in overall satisfaction, compared with 2007. In particular, overall satisfaction with the economy/budget segment declines significantly, posting the largest year-over-year decrease of any segment since the inception of the study. Among economy/budget properties, the largest declines in satisfaction occur in the guest room and food and beverage measures.
“While it may appear that difficult economic times are forcing consumers to move down market, or that an increase in average room rates has strained this price-sensitive segment, in actuality, only 23 percent of guests indicate that they are new to economy/budget hotel chains — slightly fewer than in 2007,” said Linda Hirneise, executive director at J.D. Power and Associates. “For economy and budget properties, the challenge lies in meeting high customer expectations regarding product factors, such as the comfort of beds; room decor; in-room business amenities; and the variety of complimentary food and beverage choices. While many economy and budget brands had begun implementing new product and food and beverage initiatives in the past few years, tight economic times may have forced these properties to slow their progress on these enhancements.”
The study finds that although satisfaction is down overall, the majority of hotel brands that rank highest in their respective segments in 2008 have maintained consistently high levels of customer satisfaction since 2007. Five of six brands receiving awards in 2008 have ranked highest in their segment for at least two consecutive years.
The following hotel brands rank highest in guest satisfaction within their respective segments:
— Luxury: The Ritz-Carlton (for a second consecutive year)
— Upscale: Embassy Suites Hotels (for a second consecutive year)
— Mid-Scale Full Service: Hyatt Place
— Mid-Scale Limited Service: Drury Inn & Suites (for a third consecutive
year)
— Economy/Budget: Microtel Inns & Suites (for a seventh consecutive year)
— Extended Stay: Homewood Suites (for a second consecutive year)
“Microtel Inns & Suites performs a particularly impressive feat by ranking highest in the economy/budget segment for a seventh consecutive year — something no other brand has achieved in this study’s 12-year history,” said Hirneise. “Drury Inn & Suites has achieved the highest ranking in the mid-scale limited service segment for a third consecutive year, and has also attained a 3-year high in overall satisfaction.”
The study finds that problems with hotel/room maintenance are more common in 2008, compared with 2007, with this issue being one of the top five most frequently reported by guests across all segments. In the extended stay segment, Internet usage (particularly connection and speed) makes the list of the top five problems for the first time in 2008. Among luxury hotel guests, parking issues emerge within the top five most frequently reported problems for the first time.
“Changes in the problems that are most frequently reported by customers demonstrate how product issues have affected guest satisfaction in all segments throughout the industry,” said Hirneise. “Although the market is softening, hotel chains should realize that now is not the time to ignore facility and room maintenance. Guests expect clean surroundings and rooms with everything in working order. Sacrificing maintenance standards in order to save on operating costs could mean also sacrificing the satisfaction of guests. Technology offerings also need to be in top working order to avoid disappointing guests. In addition, while guests who visit luxury hotels tend to be somewhat more immune to price pressures, parking fees are becoming more commonplace and an increasing source of dissatisfaction among these guests, who may be used to complimentary parking.”
The study also includes the following key findings:
— Guest awareness of property-initiated “green” programs declines
significantly in 2008, with 57 percent of guests stating that they were
aware that their hotel offered environmentally friendly conservation
programs, compared with 63 percent in 2007.
— Nearly nine of 10 guests (89%) say they prefer a smoke-free hotel
environment in 2008, compared with 79 percent in 2006.
— The proportion of hotel guests making reservations online continues to
increase steadily — 52 percent of guests made their reservations
online in 2008, compared with 44 percent in 2007.
The 2008 North America Hotel Guest Satisfaction Index Study is based on responses gathered between June 2007 and June 2008 from more than 53,000 guests who stayed in a hotel between May 2007 and June 2008.
Find more detailed findings on customer satisfaction with hotels by reading an article and reviewing hotel ratings at JDPower.com.
Front Page Edition of Nation’s Restaurant News, glad Goodwin & Associates can be a resource
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Web-based programs take the pain out of shift scheduling
By DINA BERTA
WASHINGTON (July 21, 2008 ) —When server Anne Lettieri needs to know the weekly schedule for her shifts at The Tombs restaurant here, she checks her e-mail, or she can opt to get the schedule in a text message on her cell phone. If she wants to add a shift at the casual-dining restaurant or swap with someone, she then can send out an e-mail or text message to her co-workers.
Some Web-based scheduling programs send shift information to employees by text messages.
“That’s a big advantage,” said Lettieri, who has been waitressing for the past year at the rathskeller-style eatery near Georgetown University, one of 13 establishments run by multiconcept operator Clyde’s Restaurant Group.
Looking to improve the ease of scheduling for managers and to better connect with younger, techsavvy employees, more restaurants are trading in paper and pencil for Web-based scheduling programs, which can reduce the amount of time managers spend putting schedules together and increase employee satisfaction with their shift assignments.
Since making a switch to Schedulefly.com, a Web-based scheduling program, The Tombs’ executive manager, Ken Siegrist, has cut in half the time it took to schedule 100 employees.
The program also has eliminated arguments and confusion over shifts, he said.
“They are much happier,” Siegrist said. “You can’t image how more efficient this is.”
One of the leading causes of employee turnover in the industry is dissatisfaction with work schedules. In exit interviews with more than 2,300 hourly restaurant employees, 81 percent said scheduling was their primary reason for leaving and seeking another job, reported Goodwin & Associates, a Concord, N.J.-based human resources consulting firm.
Scheduling is also an issue for restaurant managers. Out of more than 1,600 exit interviews, 67 percent said their work hours and schedules were not realistically presented when they interviewed for the job, Goodwin found.
For managers, the main complaint was too many hours and too many weekend hours, according to the survey. Hourly employees, who were mostly front-of-the-house workers, complained they did not get enough shifts.
“Our data shows managers leave their positions in search of more flexible schedules, while hourlies covet the night and weekend shifts,” said consultant Eric Goodwin.
Automating the scheduling process cuts down on human error and makes it easier for employees to change their shifts, said restaurant and human resources managers.
The Tombs’ executive manager Ken Siegrist saysSchedulefly.com has cut in half the time it takes to schedule 100 employees.
Irvine, Calif.-based Claim Jumper restaurants last year began rolling out a Web-based program, HotSchedules.com, to its 45 stores in eight states, said Avery Block, people and brand manager.
“If an employee had a family emergency or last-minute vacation and needed to get a shift covered, he or she would have to go to the store, fill out the shift trade book and wait for someone to pick up their shift,” Block said. “Now it’s so much easier for employees.”
The programs create a home page for a restaurant. Employees get a password and login so they can submit their availability and learn their schedule for the week.
The systems give managers lists of who is available for what shifts so they can set the schedule. Most managers give employees a deadline by which to submit their shift requests. If employees decide to trade shifts, the manager gets a notice to approve or deny it.
Gone are the arguments about who agreed to work when, said Christine Fiorini, operations manager for the Partners II Pizza restaurant in Atlanta’s Peachtree City section, one of the four pizzerias in the area.
The program has cut her scheduling time in half, but she was skeptical when a representative from Raleigh, N.C.-based Schedulefly.com first approached her, Fiorini admitted. After employees learned about the program, they encouraged her to consider it for the restaurant.
“This generation is so wired; it’s so easy for them,” she said of the high school and college students who work in the restaurant. “When I put a message on the bulletin board on the home page or e-mail or text them, I know they received it. I know 90 percent of them have a phone in their hand constantly.”
Today’s young workers are very Web-savvy, said Tyler Rullman, chief operating officer of Schedulefly.com , which also has integrated its service with social-networking sites, such as Facebook.com, so employees can check on their work schedules while they are on Facebook.com.
“This fits in with their way of living,” Rullman said.
Online scheduling, while not widespread, is becoming a popular management tool in the industry, operators said.
“I think it’s on everyone’s wish list,” Block said. “It’s a cost issue, a budget issue and time issue. You really have to have a team dedicated to the rollout. I think this is something you will see the number of users increase in the next year. It’s definitely an attraction, and it absolutely saves managers time.”
