by Abby Henson | 12 Jul, 2017 | Blog, Press & News
Last Thursday, we were lucky enough to sponsor the latest in a long line of excellent Propel events. This year’s summer conference, complete with evening party, as ever saw a programme packed with illuminating speakers from all areas of hospitality. Across those on stage, we saw a common theme – strong, genuine people with a passion for what they do. Such inspiring leadership leads to the development of successful businesses, and it was a pleasure to spend the day with them.
Even as industry experts, it’s always a good time to learn new tricks, and we left armed with fresh insight on how the very best operate. Here are the key messages we took home with us.
Looking After People Pays
Jonathan Arana-Morton, co-founder of café concept The Breakfast Club, whose London sites routinely attract prodigious queues, delivered a punchy and energetic talk on his brand’s approach and expansion. His dedication to developing people shone through, with several members of his central staff today having progressed from initial front of house roles. Charity projects are also a cornerstone of The Breakfast’s Club’s ethos, with those who are happy to dedicate time outside work to helping others likely to be employees who go the extra mile to deliver special experiences. This leads to a superb working culture that’s plain to see and with rave reviews from customers, the approach clearly pays dividends.
We also learned that Jonathan does a mean Bill Withers at karaoke. It stands to reason; with queues round the block it’s always gonna be a lovely day!
Since 2005, The Breakfast Club has built an extremely loyal fanbase
Exceptional Retention, Exceptional Business
Wetherspoon chairman Tim Martin was in typically bullish yet playful mood as he stormed through his Q&A session with his Propel counterpart Paul Charity. When asked the reasons behind Wetherspoon’s unusually strong staff retention – an average service of eleven years for managers is streets ahead of the industry norm – he quipped that it’s largely because after working at one of his 900+ pubs they could never get a job anywhere else.
But beneath the jocular façade is a critical truth. Wetherspoon is a monumental success story, with profits and influence at levels of which others in the industry can only dream. Exceptional retention leads to exceptional business, and investment in staff training and development to promote longevity of service is rarely wasted.
Big Data is a Big Opportunity
A consistent strength of Propel events is the variety of the speakers. Amidst the presentations from experienced front-line operators, Simon Blackbourne, commercial director of analytics firm Tahola, delivered an insightful talk on the vast opportunities ‘Big Data’ can bring for those shrewd enough to exploit them.
Trusting your gut to make decisions on everything from stock levels to new site locations is looking increasingly to be a thing of the past, while the scope for cross-platform pollination of data is evidently massive. Combining data from labour scheduling systems, EPoS, and training providers will provide a depth of knowledge to improve any busines.
Allow Site Managers to Focus on What They Do Best
Colin Sadler, managing director of Revere Pub Company, Marston’s’ premium managed concept, spoke with energy and enthusiasm on his experiences with the firm to date. Perhaps surprisingly, he described his relationship with the brewing behemoth as relaxed and liberal, with the freedom to build a brand however he sees fit. Simultaneously, he praised the support provided by Marston’s when required with systems and essential, if less glamorous, business functions.
With Revere reporting a 7% rise in revenue last year and eyeing numerous new openings, this approach seems to be working. We see a lesson here for many in our industry. Site managers and their teams are often superb at providing quality products and service, but may struggle with tasks behind the scenes. A good head office, backed up by an effective operations manager, can provide the building blocks for similar success by providing the systems and support that allow those at site level to focus on doing what they do best.
Mowgli have developed a quality alternative Indian offer
Quality is King
After a twenty-year career as a barrister, Nisha Katona took the bold decision to trade court chambers for tiffin boxes and founded her Indian street food concept Mowgli. Her tireless passion for the food of her heritage shone, and it’s no surprise a £3.45 million outside investment in the brand has now been announced to support forthcoming expansion.
As a relative newcomer to hospitality, Nisha has faced a steep learning curve, but when asked, “What do you think more established industry figures could do better?”, she didn’t hesitate in her answer; food quality. With more than a few in the audience hungrily eyeing her on-stage menu imagery it’s hard to disagree. Even in today’s discerning and saturated market genuine quality will still attract crowds.
Who Dares Wins
Few people build a successful pub company. Fewer still build three. Yet that’s exactly what David Bruce, currently chairman of The West Berkshire Brewery, has done. As he entertained the room with pithy tales of his experiences with Firkin Pubs, The Capital Pub Company, and City Pub Company, the common themes were vision, grit, and the courage to back your ideas when others doubt them.
Through crowdfunding and government-supported EIS schemes, David has raised over £100 million to fund his visions, and sends a clear message to today’s would-be hospitality entrepreneurs. For the visionary, determined and plucky operator, today’s market brings opportunities to secure the backing needed to be part of the next generation of success stories.
Work with your Community
Rounding off the day was another respected industry veteran, Rupert Clevely, MD of Ei Group managed joint venture Hippo Inns. Apparently named in response to Rupert’s desultory wallowing as he looked for a new project following the sale of Geronimo to Youngs, Hippo has enjoyed a fruitful first two years, opening a tenth London site last week.
Clearly animated by the venture, he emphasised the importance of understanding, appreciating, and working with the community around your sites. This is an ethos close to the heart of Hippo. Each pub is markedly different, their offers tailored to the communities around them, from contemporary and aspirational west London hotspots to rugged yet chic East End style. Making the effort to relate to your local community and having the foresight to develop an offering they will value is a recipe for a loyal following and sustained achievement.
Catton’s Richard Hartley goes for goal at the evening party
At S4Labour we’re dedicated to helping the best get even better by helping them control costs, maximise efficiency, drive sales, and save time. This provides a framework for long-term success that allows operators to pursue their passions and make their visions a reality.
It was a privilege to spend the day (and night) in the company of so many inspiring hospitality professionals, and served as a fine reminder why we love this industry. We’re already looking forward to doing it again at the autumn conference.
To find out more about how S4Labour can help drive your ongoing business success call 01295 267400 today.
by Abby Henson | 30 Jun, 2017 | Blog, Press & News
Congratulations are in order for no fewer than eight of our valued customers who have had sites nominated for awards in this year’s Great British Pub Awards across five different categories.
The awards night is due to take place in London and September, and we will certainly be rooting for plenty of outright category wins, all of which would be very well-earned.
At S4Labour we are dedicated to helping the best get even better and it’s always gratifying to see our hard-working and high-achieving clients get the recognition they deserve. It is also particularly vindicating to see three of our customers nominated for the Best Turnaround award. We regularly receive feedback from clients who tell us that S4Labour has provided them with the insight and clarity of vision that has allowed them to turn struggling sites into thriving and successful businesses.
Well done to all involved!
Our nominated customers in full:
Best Beer Pub
Mr Foley’s Tap House (Mitchell’s of Lancaster), York
Temple Brewhouse (City Pub Co), London
Best Inn
Durham Ox (Provenance Inns), York
Worplesdon Place (Redcomb Pubs), Guildford
Best Managed Pub
185 Watling Street (Epic/Heroic Pubs), Towcester
Best Spirits Bar
Rumba (Deviate), Macclesfield
Hermitage Road (Anglian Country Inns), Hitchin
Best Turnaround
Rumba (Deviate), Macclesfield
The Anchor (Epic/Heroic Pubs), Aspley Guise
Pug & Greyhound (Pug Pubs), Leicester
by Abby Henson | 9 Jun, 2017 | Blog, Press & News
Ten years ago next month, the smoking ban came into effect across the UK.Opponents at the time argued that the ban would critically harm the pub sector, viewing drinking and smoking as too closely linked
Opponents at the time argued that the ban would critically harm the pub sector, viewing drinking and smoking as too closely linked for a typically wet-led trade to survive. While some businesses undoubtedly suffered, many more have been able to adapt, with progressive operators embracing changes to the way people view and use pubs, bars, and restaurants and creating a welcoming, comfortable, modern atmosphere.
Over the last decade, as vertical drinking has largely declined, the popularity of comfortable, multi-purpose sites has grown. With groups of friends increasingly meeting to sit around a table and enjoy drinks, coffees, or food, it has paved the way for operators like Loungers to thrive. With an eclectic offer that appeals to morning coffee addicts, late night drinkers, and everyone in between, it’s no surprise the Lion Capital backed group have experienced roaring success, opening their 100th site last month.
So, what have the likes of Loungers done so well? Critical to their growth has been their ability to develop a warm, appealing ambiance. Simply put, they have managed to create sites where people have a reason to stay, resulting in excellent sales and a formula for sustained success. Central to this is furnishing. Modern hospitality operators must have a keen eye for detail, and be prepared to spend time and money acquiring furniture and furnishings that encourage the varied customer culture that propagates through our most successful pubs, bars, and cafes today. If the bar room of days gone by was an escape from the home, in 2017 it’s an extension of it. Consumers expect to be just as comfortable in the pub as they would be hosting friends at home. Furnishings and ambience should reflect this.
But comfort isn’t everything. The savviest operators know that while creating a comfortable, welcoming site will attract customers, they must also focus on site ergonomics and the flow of the customer journey through the premises to optimise efficiency.
Modern, adaptable seating at our site The Castle, Harrogate
Form and function must work in harmony, particularly in high-footfall sites.
A table may be aesthetically perfect, but if it seats two and a half people on each side, by using it you could be limiting your site’s capacity and therefore your profits. Conversely, simple, plain two-top tables may be ideal for moving around to maximise covers, but this may diminish the overall ambiance, again leading to reduced sales. Café-style seating – typically lightweight and low to the ground – has gained considerable popularity and benefits from versatility as well as stylishness.
Flow of customers through a site is equally important. Particular consideration should be given to the point of entry, in line with your trading style. In a wet-let establishment it makes clear sense to have customers arriving straight into the bar. For those focusing on food, particularly full service venues, it is logical to have customers entering into an area where staff are expecting to receive them, allowing them to be guided to a table quickly, improving efficiency and guest experience. Waiting for a table may at times be necessary. It’s important that this can be done in an inviting area and in a way that will not be obstructive to staff or other customers.
There are further easy wins to be gained in terms of layout. Removing the causes of blockages in tight areas to reduce bottlenecks can do wonders for the atmosphere in high-volume sites. Ensuring your team always have easy and unhindered access to tills, waiter stations, and anything else they need to do their job may seem like common sense, but is something it’s never hard to find operators failing to do as well as they could. A final development that has marked the last decade is the rise in mobile technology. In an ever-connected world, consumers expect good quality Wi-Fi when they go out to eat and drink. Failing to provide it in all areas of your business could be limiting your potential pool of customers and stunting your sales.
There’s little doubt that our industry has changed in the ten years since the ban came in. In terms of ambiance, site layout, and customer flow, there is more to consider than ever before. One constant is the opportunity for the best operators to make their businesses a success. Today they do this by adopting an adaptive, detail-oriented approach. Those who fail to do so could see their best-laid plans go up in smoke.
by Abby Henson | 9 Jun, 2017 | Blog, Press & News
Last month we brought you our Top Tips for Management Time-Saving. This time round, we turn our attention to those people who compose nine-tenths of our workforce, team members. With over 25,000 now registered on S4Labour, it’s high time they were given some consideration. Here are our top five tips to help employees work more quickly and efficiently, maximising the time they can spend doing what they do best – delivering great service.
Proper Shift Planning
Every shift comes with functions that need to be completed to ensure its efficient running. It’s always a good idea to scope these in terms of primary, secondary, and tertiary tasks. Primary tasks, such as serving customers, must constantly be performed. Secondary tasks, like chopping lemons, should be carried out wherever possible. Tertiary duties, such as deep cleaning jobs, are to be considered at times of slower trade.
Once these tasks have been identified, all employees should be properly briefed on their responsibilities and targets for the day, as well as informed of any further information of relevance, such as special dishes or large bookings. This structured approach to shift planning will provide real returns in terms of employee focus and efficiency.
Sites should be fully set up and ready to receive customers prior to service
Effective Set-up
This should be obvious, but we still sometimes encounter managers who schedule staff to start their shifts when the doors open for the day. Not only does this mean early customers are likely to receive poor service, it can also put team members on the back foot for the rest of the shift as they juggle serving customers with completing the jobs that should have been finished before the site even opened, such as preparing outside areas and setting up the bar for service. The tasks that should be performed prior to opening will vary seasonally and by site, but rotas should always be written to allow employees to always complete them in time.
The Best Shift Leadership
Promoting efficiency across all employees requires effective shift leadership. People in shift leader roles, be they general or assistant managers, or simply more experienced employees, should be encouraged to be hands-on where required, but avoid becoming overly tied to a specific role. Think of a shift leader as the conductor of an orchestra, rather than the player of any one instrument. This will allow them to retain the big picture perspective needed to pre-empt issues and delegate tasks to others, driving efficiency throughout the team.
Site Layout
Many hospitality businesses, particularly in the pub sector, are constrained by limited space and otherwise challenging environments, but most can still make improvements to boost employee efficiency. A short journey made many times equates to a long journey, so take some time to consider the layout of your site in terms of the locations of waiter stations, ice machines, extra menus, and similar. A simple re-organisation behind the bar or on the floor can have huge cumulative efficiency savings, and your staff will thank you too!
Deployment
A core principle of our business is helping managers deploy the right number of people in the right areas of their business at the right time. Getting this right is fundamental to efficient service. Team members, both front of house and in the kitchen, will be able to work briskly but comfortably to provide great service, improving their satisfaction and motivation and giving your site a lively, pleasantly busting atmosphere.
Through analysing past data and forecasted sales, S4Labour is intuitive, user-friendly software designed to help the hospitality industry optimise staff deployment, reducing labour spend without ever compromising on service.
by Abby Henson | 17 May, 2017 | Blog, Press & News
Our industry truly has people at its heart. Paradoxically, many employees in it feel no love for the work they do.
Some studies have found employee turnover in the sector to be as high as 80%, while a 2016 report found that poor staff retention costs UK hospitality businesses £272 million a year.
It seems to stand to reason that happy, motivated staff provide customers with an experience that will make them want to return and keep putting cash in the till. Indeed, Clive Price, Managing Director of award winning Surrey-based multi-site operator Barons Pub Company, tells us, “At Barons we recognise what a valuable asset our staff are. Happy staff make happy customers and we value each and every one. Part of our company ethos is that we are ‘Passionate about People’. This refers to our own people as well as the customers we welcome every day.” Yet for many operators, keeping staff smiling is a major challenge.
It may seem obvious, but simply providing team members with recognition for a job well done can make a huge difference. But do we do it enough? With staggering three-quarters of hospitality workers surveyed in 2015 reporting, they feel their hard work sometimes goes unnoticed, the answer is clearly that we could be doing more.
A little effort can go a long way in keeping staff and customers feeling sunny
So, what more could we be doing? There are two primary aspects to employee recognition. Firstly, and most obviously, there is immediate, specific recognition for a job well done. If you spot an employee going the extra mile to deliver a special experience to a customer, just letting them know that you noticed and appreciated what they did will help them feel valued and drive them to repeat those positive behaviours. Similarly, making a point of vocally praising team members in front of their colleagues can help reinforce your message. Be sure to be fair though; being seen to be playing favourites is a path to disgruntled staff.
A further facet to shorter term, specific recognition is tangible rewards. Many larger operators offer structured rewards schemes. Clive sees the value in this, saying, “As well as offering our staff Discount Cards, we offer performance related bonuses and run an Employee of the Month competition across all our sites. The winner receives a £50 voucher to enjoy a meal on us. In addition, we run employee events such as inter-pub challenges in the form of quiz, rounders, bowling evenings and offer days out to food/drink events”.
In a smaller business, a simple gesture like buying your staff a pint at the end of a hectic Saturday night can go a long way. As the old adage goes, you’ve got to spend money to make money, and being prepared to splash a little cash in rewarding your team could bring returns many times over by allowing you to retain a happy, dedicated, efficient workforce.
The second aspect of employee recognition is a more considered, systematic approach, with an eye to longer term results. In addition to offering immediate praise for specific tasks, many successful operators also set their employees performance targets, with clear, structured processes to achieve them, and rewards provided when targets are met or exceeded. This also allows managers to have productive conversations when goals are not achieved, with an emphasis on development not criticism to drive future progress.
When setting targets as part of a systematic approach to employee recognition, it’s important to communicate your intention as clearly as possible. Are you setting a minimum requirement or an exceptional aim? Ensuring your team understand what your business is striving to achieve, and feel appreciated enough to be fully engaged with their role, is a recipe for long-term excellence.
by Abby Henson | 15 May, 2017 | Blog, Press & News
Time is always precious, but seldom more so than for managers in our industry. Tasked with balancing the business-building side of their role against the less glamorous administrative processes required to promote efficiency, for these people any opportunity to save time is a golden one. Here are our top tips on how to do just that.
Spread your Admin Time
We often speak to managers who dedicate a whole day each week, usually a Monday, to performing administrative functions. While the idea of powering through all these tasks in one session may be appealing, in reality people easily get bogged down and bored, reducing their efficiency. Spreading admin tasks across the week at times when business is slower will allow you to keep a clear, fresh mind, as well as tighten your labour spend by removing your need to be away from service all Monday.
Get a Grip on Monthly, Quarterly, and Annual Processes
From kitchen prep to line cleaning, every hospitality business has core daily and weekly tasks, that quickly become part of a smooth routine. However more occasional processes, carried out monthly, quarterly, or annually, such as P+L reviews and strategic planning, do not benefit from the efficiency of repetition. Spending some time now scoping out the months ahead in terms of the jobs that must be done and best practice for performing them will pay dividends long term in saving time and hassle. It will also ensure these tasks are given the time they deserve, meaning they are not just done, but done well.
Improve Holiday Management
With all hourly-paid employees in the UK entitled to at least 12.07% of the time they work as paid leave, particularly in larger sites, managing holidays can be a muddled minefield. Uncertainty on entitlement, questions about accrual, and having to deal with staff who are confused or dissatisfied about their right to time off can all be big drains on management time. It’s time to ditch the messy office calendar and employ a fast, efficient process for managing holiday time, including employees’ holiday requests.
S4Labour allows managers access to all the holiday data they need at the touch of a button, and employees to request holidays online, taking the irritation out of vacation.
Effective holiday management, communication, and delegation will save managers time and keep employees smiling.
Delegate to Accumulate
It’s always good to speak to managers who have the enthusiasm to take control of their business and firmly grasp control of all aspects of operations. However, we find that this can lead to managers taking on too much work for themselves, and the quality of the work slipping as a result. Delegation to assistants and trusted team members of jobs like writing rotas and counting stock – with GMs stepping back in just to sign off on the tasks when complete – can save valuable management time, with the added benefit of staff development elsewhere in the team.
Communication is King
It almost goes without saying but it’s so critical we couldn’t leave it out! Communication really is king. Ensuring you have an easy, efficient process for sharing rotas and organising team meetings will save time and energy. Even more importantly, making sure you properly communicate to staff what you want them to achieve, how you expect them to deliver that, and your aims for business development will mean employees are happy and motivated and all pulling in the same direction. This allows you to focus on those key tasks of your own that drive your business’s success.
S4Labour is the UK hospitality industry’s fastest growing labour management software. Designed by operators for operators, it helps control costs, improve service, and save management time. Call 01295 267400 or email info@cattonhospitality.com to book a free demonstration.
