This assessment can make the restaurant staff work more practically!
Why are other people’s employees always active and efficient? Why do other people’s employees work hard without complaining? Why is the turnover rate of employees in companies like Haidilao and Xibei always so low?
Successful companies tell us that this is inseparable from a set of good performance appraisal mechanisms. A good evaluation system can fully mobilize the enthusiasm of employees, make employees “dedicated” to serve the company, and make the company develop better.
If an enterprise wants to do its own performance appraisal, the best way to learn is to understand how others do it, learn from others’ advantages, and combine the characteristics of its own enterprise to make a performance appraisal plan that is in line with the actual situation of the enterprise.
So today, let’s take a look at the evaluation methods of various excellent catering companies. Maybe we can learn from them.
01
Xibei: Entrepreneurial Division + Arena System
The development of Xibei Xiaomian Village from a “Huangtupo Snack Bar” into a well-known restaurant with 264 restaurants and more than 20,000 employees is inseparable from its excellent management mechanism.
Xibei attaches great importance to the training of employees. The founder Jia Guolong once said: employees come first, customers second, and leaders third.
In the talent system, in order to motivate store employees, Xibei Youmian Village has created a unique mechanism of “entrepreneurship division + field system”, which is the Xibei-style “partnership plan”.
The so-called entrepreneurial division: Most catering enterprises take the region as the basis and divide the department into business units such as the Southwest Region and the North China Region. But Xibei is different. The thirteen entrepreneurial branches under Xibei are created with the general manager of each branch as the core, and even the name of the branch is named after them. Every entrepreneurial team of Xibei is a partner of Xibei and has the right to dividends.
It breaks the traditional method of dividing enterprises according to regions, and even two entrepreneurial divisions can conduct business in the same area at the same time.
At the same time, in order to encourage internal competition, Xibei headquarters will issue “operating licenses” to the entrepreneurial branches every year, and conduct “national rankings” through the assessment of profit, customer evaluation and other indicators.
Xibei headquarters will take back the operating licenses of those ranked lower teams and re-issue them to the newly established entrepreneurial divisions, so as to control the speed and quality of store expansion. This is also the “field system” within Xibei.
Through Xibei’s one-year practice, this Xibei-style “partnership plan” of “entrepreneurship division + arena system” once set a record that a certain entrepreneurial team in Xibei had a loss of 9.86 million yuan to a profit of 10 million yuan from another business in another place. legend.
02
Haidilao: process method, four-color card standard
Different from the result-oriented assessment system in the Northwest, Haidilao is more inclined to the process assessment type, that is, what should the process of achieving the effect look like.
For this reason, Haidilao has specially formulated a five-color card standard for assessment. Haidilao divides the whole process into four color cards, red card, yellow card, green card and blue card.
The red card is for service, the yellow card is for production, the green card is for food safety, and the blue card is for environmental hygiene.
Yellow card, green card, blue card can be quantified, but red card service is very difficult to quantify, so red card assessment only has the speed and attitude of service. The speed of service is further divided into the speed of serving food, the speed of paying the bill, and the speed of handling customer complaints.
- How to assess
The evaluation system of Haidilao is all based on the evaluation of subordinates by superiors, and the direct superior of the store manager, the community manager, often inspects the store. Not regularly, but anytime.
The assessment method mainly depends on the satisfaction of the guests and the appearance and work status of the employees. For example, whether the guests are very anxious when they are in the waiting area, whether they are looking around for people, or even yelling; when they arrive at the dining area Is there any phenomenon of yelling at the waiter, whether the waiter is neatly dressed, and whether the waiter chats or takes a nap.
- How to score
After the assessment, it is necessary to score, and Haidilao adopts the community assessment store. Because the scores of each district are different, the absolute value judgment is used, and it is divided into three grades: A, B, and C.
After this mechanism came out, the score of each Haidilao store went up, because everyone was running, it was equivalent to everyone competing with each other. Because I don’t know what score I will try to improve when I rank in the first place, I will do my best in all aspects, so this ranking does not need to be the best, but it must be better than “he”.
The genius of performance appraisal like Haidilao is that it has transformed the management thinking of managers into the conscious behavior of each employee, allowing employees to actively and consciously achieve high requirements.
03
Higard: 358 mode
Founded in 2002, Xijiade is located in more than 40 cities across the country. It has more than 400 chain stores and more than 4,000 employees. There are only 5 kinds of dumplings.
It relies on Xijiade’s unique 358 mode assessment mechanism.
Under this system, the number of talents cultivated is directly linked to the income of the store manager, which can greatly mobilize the enthusiasm of the store manager to cultivate new people. So far, with the help of small dumplings, Xijiade has produced more than a dozen millionaires and dozens of millionaires.
04
8 “Easy Pitfalls” in Performance Appraisal
Does the performance appraisal system of the above companies inspire you? However, there is no one-size-fits-all plan, and the specific formulation still needs to be formulated by everyone according to the situation of their own enterprises. Finally, I would like to share with you the mistakes that companies often make in formulating assessment systems. Avoid everyone falling into the pit!
- Leaders sit in the office to set standards
When leaders set standards, they must sit down with the person being assessed and weigh them together.
- The examiner does not understand the business
Specialized performance appraisers do not understand the specific business, neither achieve the purpose of the appraisal, nor convince the public, so they must be appraisers who are proficient in business and highly respected.
- There is a theoretical knowledge part in the assessment results
The overall education level of the service personnel in the catering industry is not high, because it is unfair that the theory lowers the assessment score, and the employees will not be satisfied. It is more reasonable to only look at the actual operation.
- Confusion of training materials and assessment forms
The purpose of training is to tell employees which behaviors can satisfy customers, but assessment is practical, and not all methods must be used.
Let employees pay attention to whether the customer’s water glass is empty and whether they need glasses cloth. It is only a reference and a reminder. It must not be turned into that the customer does not need it.
The final assessment purpose is whether the customer is satisfied or not, and the details in the middle should not be delved into.
- The assessment result is judged by the absolute value of the score
It’s not fair to rank based on scores. After all, there will be changes in the actual operation process, and it will not be completely consistent. Some assessors are stricter and some are looser, and the ranking system can be used to judge.
- The performance results are not communicated, and they are assessed for the purpose of assessment.
Be sure to communicate after the test. Let employees know what is doing well to continue, and what is not doing well to improve. Assessment is to make employees do better, not to impose fines.
- The assessor walks around the site with the form
A common phenomenon is that the leader walks around with the assessment form. But in fact, when the leader is standing by the side, it is easy for the employees to become “pretend”, one set of performance appraisal, and one set of actual operation.
- Assessment results are not linked to promotion, but by impression
Promotion must be based on performance results. Promoted according to performance results, it is clear at a glance who the outstanding and potential employees are, rather than doing things based on impressions alone.