Restaurant Handbook - Tools & Rules- Training Summary:

Evidence is clear: restaurants that invest more in training have higher profit margins. Sadly, much training becomes "Teflon" training, because the trainers do not have the proper skill-sets themselves.
This section covers details of how best to grow the knowledge and skills of your co-workers.
Commitment to development keeps your priceless human assets fresh and energized. You will see significantly better margins and higher market share. Your satisfied employees will help recruit their friends. Loyal employees will become loyal marketers, loyal customers, and grateful friends. Further, the better you teach your staff the better your own job security.
When people clearly know their jobs and have the knowledge and skills to perform, they are happiest and most productive. Management can get out of their way and let them roll.
You owe excellent training to your people, your customers, to your profits, and to yourself. Use these proven best training tools.
Section 4    TRAINING
RETURN ON INVESTMENT
WHO - FACILITATOR
    PRIMARY vs. SECONDARY TRAINERS
    FACE-TO-FACE SKILLS
WHO - LEARNER
HOW     CULTURE
    PLANNING & PREPARATION
    MIX
    CUSTOMIZE
    ENVIRONMENT
    BASICS
    CLARITY
    MOTIVATE
    DELIVERY
    FOLLOW-UP
    METRICS
    MENTORING vs. TRAINING
HOW – BACK-OF-HOUSE
    HOW TO TRAIN - PROCESSES
HOW – FRONT-OF-HOUSE
HOW NOT
WHAT
    WHY OF EACH JOB FUNCTION
    BIG PICTURE
    SUPPLY CHAIN – INTERNAL CUSTOMER
    SPEED OF SERVICE

WHAT – FRONT-OF-HOUSE
    SENSE OF PEOPLE SKILLS
    SALES TRAINING
    CONCEPTS TO COVER AS FUNDAMENTAL
CROSS-TRAINING
    SAFETY –HEALTH
WHERE
WHEN
    CONTINUOUS IMPROVEMENT TOOLS     JOB DESCRIPTIONS
    PERSONNEL MANUAL
CHECKLISTS
JOB FUNCTIONS – FRONT
    MANAGERS
    FRONT DESK
    WAITSTAFF


About the Author:

Roderick Clelland, MBA, has over two decades of restaurant experience, in both operations and consulting to the industry. He formed a consulting firm with Joseph M Tierney, MBA, and Glen A Wilt, PhD to bring science and research to the fundamental restaurant decision process. While completing contracts with successful restaurant chains, he naively decided to start his first restaurant on the side, and quickly learned that great restaurant management cannot be a part-time job.

He designed, financed, built, staffed, and operated several highly profitable and popular award-winning restaurants. “My proudest achievements were the low turnover of my restaurant staff over the years, and the large number that became wealthy in their own operations. When you select great people and insure they have excellent knowledge and skills, you have happy staff and happy customers”

Mr. Clelland continues to consult to the industry, and is still constantly dismayed by observable poor restaurant operating practices. He currently lives in San Francisco.