Flying Squirrel OrgAssesment

WorkForce The Flying Squirrel Assessment
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Prepared by Workforce:
Christopher Hudson, Robert Harste, & Ashley Keating

Flying Squirrel Bar
Assessment 2016

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Table of Contents
EXECUTIVE SUMMARY ....................................................................................................................................... 3

I. INTRODUCTION .............................................................................................................................. 4

II. ASSESSMENT STRATEGY ............................................................................................................ 6

III. FINDINGS .......................................................................................................................................... 10

IV. RECOMMENDATIONS ................................................................................................................. 14

REFERENCES ........................................................................................................................................................ 16

APPENDIX

A. ORGANIZATIONAL ASSESSMENT CONTRACT ........................................................................ 17

B. ORGANIZATIONAL ASSESSMENT INTERVIEW ...................................................................... 18

C. ORGANIZATIONAL ASSESSMENT SURVEY ............................................................................... 19

D. FLYING SQUIRREL TRAINING PROGRAM ................................................................................. 28

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Executive Summary
After an initial observation of the Flying Squirrel Bar, a meeting was set up between
WorkForce and owner Dan Rose. This meeting highlighted the benefits of a WorkForce
collaboration with the organization, and it was agreed upon that WorkForce would
perform an organizational assessment for Flying Squirrel. The original intent of the Flying
Squirrel was to provide a place to eat and drink for the customers of the Crash Pad, a hostel
also owned by the founders of Flying Squirrel. The goals of this assessment were (1) to
identify gaps between Flying Squirrel’s mission and strategy and (2) to provide feedback to
Flying Squirrel, assisting them in the continued development of the organization.
The Flying Squirrel bar wishes to be “the third place to go” outside of work and
home. The Flying Squirrel is a place for the community to eat local produce and drink local
and/or craft beers. WorkForce approached the assessment by collecting data and
organizing the obtained information using the Nadler-Tushman Congruence Model. Several
methods of data collection were used including: individual interviews, online surveys,
observations, and archival documents. At the end of the organizational assessment,
relevant findings were reported and professional recommendations for the continued
success and improvement of Flying Squirrel were discussed and presented to the
organization.

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I. Introduction
The organizational assessment of the Flying Squirrel bar began in early Spring 2016.
After directly contacting the head of the organization, a face-to-face meeting was scheduled
in order to discuss the goals and details of an organizational assessment. WorkForce’s
contract documenting the purpose, timeline, and needed resources from the organization
was sign by the owners of Flying Squirrel and all three WorkForce team members (see
Appendix A). Data collection and evaluations concluded at the end of April 2016.
The starting goal of the Flying Squirrel was to accompany the Crash Pad, a local
hostel also built and owned by Dan Rose. Since its opening, it has become a local hotspot,
and the area of ‘SouthSide’ has built up around both organizations. To accomplish their
mission, they have promoted local food and beverages, as well as aiding the community.

Organization Description and History
The Flying Squirrel was founded in 2013 when the two founders moved to
Chattanooga in order to pursue their passion: climbing. The Crash Pad hostel was opened
first in order to accommodate fellow climbers, and anyone else in the community needing a
place to stay. After the successful opening of The Crash Pad, attention was then turned to
the creation of the Flying Squirrel to accompany it. While designing the Flying Squirrel,
only locally crafted fixtures and furnishings were used. The Flying Squirrel was meant to
welcome the Chattanooga community, as well as any and all travelers coming to experience
Chattanooga. Flying Squirrel emphasizes fresh ingredients, as well as supporting the local
community. They have become known for their variety of specialty and local beers, as they
don’t offer popular brands such as Budweiser. Finally, the Flying Squirrel strives to be the

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kind of environment where customers go to unwind, socialize, and relax. Unlike the
majority of popular bars in the area, unique food is served even late into the night, and
brunch is also served.

Current State
To date, Flying Squirrel ‘s annual revenue is reported to be roughly $2,000,000 with
around 30 employees, and is listed as primarily being a drinking (alcoholic beverage) and
full service restaurant organization. Flying Squirrel is a relatively new organization after
being built in 2013. Their goal is to provide a place for the community to go and “hang out”
while eating local produce, and imbibing local and/or craft beers. The area around Flying
Squirrel has built up substantially since they first opened their doors, furthering the goals
of helping the community. As a people focused organization, their goal of making sure they
are the place that the customers can comfortably unwind. To further aid the development
of the Flying Squirrel bar, and help them reach their goals, WorkForce designed a full
organizational assessment consisting of data collection, evaluations, and recommendations.

II. Assessment Strategy
WorkForce used the Nadler-Tushman Congruence Model displayed below (Nadler &
Tushman, 1975) as the framework for this assessment (Figure 1). This model was selected
because of its assumption that organizations are open systems with the ability to influence,
and be influenced by, the environment. According to Nadler and Tushman, the organization
is the transformational entity between inputs and outputs.

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Inputs are relatively fixed and include the environment, resources available,
organization history, and evolving strategies. Resources include capital, raw materials,
technologies, people, and various intangibles, such as company name. An organization’s
history determines the culture, patterns of behavior, who the organization attract sand
recruits, and how decisions are made. Strategy is the process of determining how the
organization’s resources are within the environment for ‘optimal functioning.’ Some
organizations are strategic, while others react to their environment.
The key outputs for this model are system functioning, group behavior, intergroup
relations, and individual behavior and effectiveness. These questions determine how
effective the system is as a whole is functioning.
The transformational process includes various components of tasks, individuals,
organizational arrangements, and informal organization. The task component includes the
jobs required and the characteristics of the work. The individual component consists of all
the differences and similarities among employees, while organizational arrangements
include both the managerial and operational structure of the organization. Informal
organization is the social structure within the organization. Figure 1 below provides a
visual representation of the Nadler-Tushman framework.

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Figure 1. Nadler-Tushman Congruence Model

Beyond simply listing and describing the various components of the organization,
Nadler and Tushman emphasize the need for congruence between inputs and the
components of the transformational process (e.g., the organization). Inconsistencies
between pairs theorized to result in reduced organizational and individual performance. In
order to do a sufficient diagnosis WorkForce’s strategy involved (1) identifying the system,
(2) determining the nature of the key variables, and (3) diagnosing the state of fits.

Assessment Methods
To identify the inputs, Workforce utilized a variety of assessment methods:
• Unstructured interviews and email correspondence with the owner of Flying Squirrel
was done to identify the workplace dynamics, relevant regulations, and market
information.

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• Archival data was provided in the form of online documents pertaining to employee
performance assessments, selection processes, training information, and job
descriptions. These documents provided a clear understanding of the organization
and the job roles to aid WorkForce in developing additional assessment methods.
• Structured interviews were conducted with most employees from Flying Squirrel.
Although not everyone was interviewed, a goal set forth was to speak with at least
one individual from each position. These structured face-to-face interviews involved
four pre-determined questions that assessed the perceived mission of the company,
their primary responsibilities, responsibilities that took the most time, and which
responsibilities were the most important (see Appendix B). Individual interviews
were done with the executive chef, bartender, beer manager, line cook, four servers,
and a general manager. One member of WorkForce questioned the employee, while
another member took notes on the employee’s responses.
• WorkForce conducted multiple observations at the Flying Squirrel. The targeted
times for observations were during preparation for opening, afternoon and dinner
hours, and hours after 9:00pm. These different time periods were chosen to provide
a well-rounded view of the overall functioning of this organization.
• Survey data was gathered via an anonymous internet based survey designed and
hosted through SurveyMonkey. Employees were emailed an anonymous link
directing them to an informed consent form that explained the purpose, risks, and
confidentiality of the questionnaire (see Appendix C). Participants answered
questions regarding their work engagement and job satisfaction (see Appendix D).
The specific measures within this survey included:

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o The Abridged Job Descriptive Index (AJDI; Balzer, Kihm, Smith, Irwin, Bachiochi,
Robie, Sinar, & Parra, 1997), a commonly used measure of employee job satisfaction.
For each dimension of the measure, employees indicated whether a given phrase
described their job (see Figure 2).

Figure 2. Abridged Job Descriptive Index Response

o The Utrectht Work Engagement Scale (UWES-9; Schaufeli & Bakker, 2003)
measured the level of work engagement; specifically, engagement characterized by
vigor, dedication, and absorption.

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III. Findings
Following the Nadler and Tushman (1975) model for Flying Squirrel as the
identified system, our findings relate to the inputs, outputs, components, and the natures of
these key variables. Our interviews and observations revealed the basic resources for the
organization included the property, equipment (cooking supplies, furniture, and
computers), raw materials, and employees (servers, cooks, bartenders, managers). As
previously stated, the history of the organization was to provide a casual spot for residents
of the Crash Pad. Although an explicit strategy was not stated, these various inputs serve
the organizational mission of providing a comfortable environment and quality products
while giving back to the local Chattanooga community.
The outputs for Flying Squirrel involve system functioning, group behavior,
intergroup relations, and individual behavior and effect. Information from general
observations and interviews with management and employees provides a limited
indication that the organization functions as intended. Flying Squirrel appears successfully
providing a place to unwind and socialize, while serving local food and beer. Structured
individual interviews with employees revealed a moderate consensus on the perceived
mission of the organization. Although archival data of each job description listed
substantial but clear responsibilities, individual interviews with employees revealed slight
deviations regarding perceived tasks and responsibilities. Employees reported a much
narrower range of responsibilities, sometimes as few as two, compared to the
approximately 20-30 tasks listed in the job descriptions. Although official performance
evaluations were not analyzed, employees appeared to give a strong satisfaction with the
performance of their coworkers during individual interviews. Analysis of survey responses

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showed that employees from each position were generally satisfied with their jobs. Survey
results also revealed a strong engagement of employees towards their work.
The transformation process consisted of four major components that transformed
inputs into outputs. Based on interviews, archival data, and observations, the task
components consisted of the various jobs to be done and the characteristics of the work
itself for a kitchen and bar. Most of the skills required come from training. Server training
lasts approximately a full week, with an exam administered on food and alcohol knowledge
at the end in order to continue. The state of Tennessee requires that all alcohol sellers and
bartenders become certified through the TN Alcoholic Beverage Commission. In regards to
individual components, the total number of employees at Flying Squirrel equaled 30. Overall
engagement (i.e., dedication, absorption, and vigor) was average-to-high for all employees
based on established norms.
Although there was not an official organizational chart, the owners and employees
emphasized an organization arrangement analogous to a “upside down pyramid”. During
interviews, several employees reported feeling unaccustomed to this type of management
structure; however, survey results show high levels of satisfaction with supervision.
General satisfaction toward supervision is illustrated in Figure 3 (note: because some items
of the scale are negatively worded, a high frequency of “No” responses to some items may
still indicate satisfaction).

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Figure 3. AJDI - Supervision

In general, surveyed employees reported high levels of satisfaction; however, the
results revealed mixed satisfaction regarding promotion (see Figure 4).

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Figure 4. AJDI – Promotion Opportunities.

Server training is roughly a week long, followed by an exam to test their job
knowledge (see Appendix D). The informal organizational components appear to be closely
related. Flying Squirrel members emphasize “servant leadership”, and regularly brought up
the support they receive from their coworkers and the support they try to give back.

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IV. Recommendations
Our observations, interviews, archival data, and survey results indicated that Flying
Squirrel has the potential to remain a strong competitor in the bar and restaurant market.
The employees reported high levels of engagement in their work as well as high levels of
satisfaction. Most employees expressed feeling strong support from their managers and
coworkers. Although Flying Squirrel did not appear to have an explicit mission or strategy,
a reoccurring theme from management was providing quality products and giving back to
the community. When interviewed about their perceived mission of the organization,
employees reported this general theme to a surprising extent. This appears to indicate that
the unofficial mission has received significant buy-in from the organization at all levels.
Although our analysis indicated that Flying Squirrel is a stable institution with
numerous positive factors relating to its employees and customers, there are a few
recommendations we in order to ensure the continued success of the organization. There
appears to be a general consensus on the purpose of Flying Squirrel. Whether this is the
desired mission of the owners is unclear. Regardless, having a clearly stated mission and
strategy will help ensure members of the organization buy in and work towards that
purpose. It will also help personnel identify areas that obstruct organizational goals, and
increase the likelihood of them offering solutions to these deterrents.
Although surveyed employees reported high levels of satisfaction, the results
revealed a lower impressions regarding promotion. Most respondents reported feeling like
there were not regular promotions offered and that opportunities were somewhat limited.
In addition, a small segment of respondents indicated that they did not feel that there was a
good chance for promotion or that there were good opportunities for promotion. A possible

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reason for this trend may be the limited promotion possibilities in this specific industry.
However, one recommendation would be to make the opportunities clear that exist for
advancement and place a spotlight on the existing employees that have been promoted for
their knowledge and hard work.
Based on the archival data provided by management, there appears to be clear and
specific job descriptions. However, when interviewed about tasks and responsibilities,
employees either reported a very small amount of the documented responsibilities, or
listed regular duties that diverged from the job description. Although there appeared to be
a basic understanding of their role, it would be beneficial to review the specific listed duties
to ensure a clear understanding of the holistic role they serve in the organization. It may be
worth reviewing the job descriptions with management and subject matter experts to
determine if all the responsibilities are actually performed by the worker or if they are
appropriate for the position.
Our last recommendation is concerning marketing strategy. Flying Squirrel started
as point of leisure for residents of the Crash Pad hostel. There might be room for promoting
the Flying Squirrel as a key spot for travelers and outdoor oriented locals. Contacting travel
bloggers with the intent featuring Flying Squirrel in these types of sites could help promote
both the bar and hostel as a Chattanooga highlight for this select market. Staying connected
with local Chattanooga organizations, like climbing centers and the specialty bicycle shops,
will also ensure a credible reputation with their customers. We believe that these
recommendations, although minor, will help ensure the continued success of Flying
Squirrel.

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References
Balzer, W. K., Kihm, J. A., Smith, P. C., Irwin, J. L., Bachiochi, P. D., Robie, C., Sinar, E. F., &
Parra, L. F. (1997). Users' manual for the Job Descriptive Index (JDI; 1997 Revision)
and the Job In General scales. Bowling Green, OH: Bowling Green State University.
Nadler, D., & Tushman, M. L. (1975). A diagnostic model for organizational behavior.
Columbia University, Graduate School of Business.
Schaufeli, W. B., & Bakker, A. B. (2003). Utrecht work engagement scale: Preliminary
manual. Occupational Health Psychology Unit, Utrecht University, Utrecht.
Smith, P. C. (1969). The measurement of satisfaction in work and retirement: A strategy for
the study of attitudes.

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Appendix A

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Appendix B
Organizational Assessment Interview
Position: _____________________________________
o Focus Group
o Individual Interview

1) How would you describe the mission of your company?

2) What are the primary responsibilities of your position?

3) What tasks do you spend the most amount of time doing?

4) What tasks/responsibilities are the most important?

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Appendix C
Purpose of the Survey:

The purpose of this survey is to identify aspects of your job and work environment that may benefit from
future changes.

What will be done:

If you agree to participate you will fill out a survey, which will take no more than 10 minutes of your
time. This survey includes questions about your work environment and feelings about your job. Some
demographic questions are also included to understand differences between the positions at your
organization.

Benefits of this Survey:

Your participation will lead to greater understanding your job and work environment, which could aid
future development of the Flying Squirrel and/or the Crashpad.

What are the risks to me?

The risks of this survey are anticipated to be limited to the inconvenience of taking the survey. If you feel
uncomfortable with a question, you can skip that question or withdraw from the survey altogether. If you
decide to quit at any time before you have finished the questionnaire, your answers will NOT be recorded.
We can only make use of fully complete surveys, however, so we greatly appreciate your full
cooperation.

Confidentiality:

Your responses will be kept completely confidential. You will be assigned a participant identification
code, and this is the only identification that will be associated with your survey responses (we will not be
asking for your name). Only the researchers will see your individual survey responses and these responses
will be stored in a locked storage room.

Decision to quit at any time:

Your participation is voluntary; you are free to withdraw your participation from this survey at any time.
You also may choose to skip any questions that you do not wish to answer.

Contact information:

If you have concerns or questions about this survey, please contact us at lxj515@mocs.utc.edu or 678-
936-8145. By completing and returning this survey, you acknowledge that you have read this information
and agree to participate in this research, with the knowledge that you are free to withdraw your
participation at any time without penalty.

Thank you in advance for your assistance and participation.

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What is your current position title?
How long have you worked in the position indicated above, at Flying
Squirrel?
2 / 9 22%
Prev Next

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Job in General

Think of your job in general. All in all, what is it like most of the time?
Beside each word or phrase below, choose

“Yes” if it describes your job
“No” if it does not describe it
“?” if you cannot decide
Good Yes No ?
Undesirable Yes No ?
Better than most Yes No ?
Disagreeable Yes No ?
Makes me content Yes No ?
Excellent Yes No ?
Enjoyable Yes No ?
Poor Yes No ?
3 / 9 33%
Prev Next

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Work on Present Job
Think of the work you do at present. How well does each of the following
words or phrases describe your work? Beside each word or phrase below,
choose
“Yes” if it describes your work
Fascinating Yes No ?
Satisfying Yes No ?
Good Yes No ?
Exciting Yes No ?
Rewarding Yes No ?
Uninteresting Yes No ?
4 / 9 44%
Prev Next

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Pay
Think of the pay you get now. How well does each of the following words or
phrases describe your present pay? Beside each word or phrase below,
choose
“Yes” if it describes your pay
Barely live on
income Yes No ?
Bad Yes No ?
Well paid Yes No ?
Underpaid Yes No ?
Comfortable Yes No ?
Enough to live on Yes No ?
5 / 9
56%
Prev Next

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Opportunities for Promotion
Think of the opportunities for promotion that you have now. How well does
each of the following words or phrases describe these? Beside each word or
phrase below, choose
“Yes” if it describes your opportunities for promotion
“No” if it does not describe them
Yes No ?
Good opportunities for
promotion Yes No ?
Opportunities somewhat
limited Yes No ?
Dead-end job Yes No ?
Good chance for
promotion Yes No ?
Fairly good chance for
promotion Yes No ?
Regular promotions Yes No ?
6 / 9 67%
Prev Next

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Supervision
Think of the kind of supervision that you get on your job. How well does
each of the following words or phrases describe this? Beside each word or
phrase below, choose
“Yes” if it describes the supervision you get on the job
Praises good
work Yes No ?
Tactful Yes No ?
Influential Yes No ?
Up to date Yes No ?
Annoying Yes No ?
Knows job well Yes No ?
7 / 9 78%
Prev Next

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The following 10 statements are about how you feel at work. Please read each statement
carefully and decide if you ever feel this way about your job. If you have never had this feeling,
select the ‘0’ (zero) in the space below the statement. If you have had this feeling, indicate how
often you feel it by selecting the number (from 1 to 6) that best describes how frequently you feel
that way.
Never Almost Never Rarely Sometimes Often
Very
Often Always
At my work, I
feel bursting
with energy
At my job, I
feel strong
and vigorous
I am
enthusiastic
about my job
My job
inspires me
When I get
up in the
morning, I
feel like
going to work
I feel happy
when I am
working
intensely
I am proud
on the work
that I do
I am
immersed in
my work
I get carried
away when
I’m working
At my work I
always
persevere,
even when
things do not
go well
8 / 9 89%
Prev Next

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Lastly, if there are any other areas related to your job that you think require
improvement, please describe them below.
9 / 9 100%
Prev Done

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Appendix D
Flying Squirrel Training Program
HIRING PROCESS
1. Hiring the right people
a. Guidelines to source and recruit the type of people we want to hire.
i. Using Facebook, Craigslist, word of mouth, etc. Start with our peers and
current staff to find interested people.
ii. Recent, relevant experience
iii. minimum X years in the service industry
b. After meeting minimum requirements set forth by management, set up a formal
interview. (interview effectively)
2. After employee has been notified of employment:
a. Availability of first day
b. Send an introductory email stating:
i. First day of work
ii. roughly how our training process works
iii. instructions to log in to Hot Schedules
iv. Important paperwork needed at start of first shift
v. what to wear / bring to work
HELPING STAFF SUCCEED
1. Define the job
a. Document job profiles (should we make?)
2. Follow a standard orientation process
a. Introductory email (outlined above)
b. First shift, show up 30 min. early to get paperwork in order and go over the Crash
Pad Hospitality handbook.
c. Go over the training “compact” -- (seen below)
3. Document clear performance expectations / timeline
a. Crash Pad Hospitality “passport”
4. Provide effective training
a. In turn, we need effective trainers
i. incentives for trainers?
ii. meet with everyone who will be training new employees beforehand to go
over all expectations and paperwork.
b. Make sure we are working with the trainers and holding to the CPH passport /
guidelines
5. Provide informal feedback on a daily, weekly basis
a. Check in with a manager before leaving to see how the shift went
6. Provide written, formal feedback at least annually (self evals -- should document better
when someone starts to have these every 6 months)

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TRAINING COMPACT
Something both the trainer and trainee sign at the start of the training process. These could
obviously be edited, but Zingerman’s uses this:
TRAINER AGREES TO:
1. Document clear performance expectations
2. Provide training resources
3. Recognize performance
4. Reward Performance
TRAINEE AGREES TO:
1. Take responsibility for the effectiveness of their training
This is all documented and kept track of by the employee’s training “passport,” which outlines all
of their training expectations, the resources needed to complete these, where to find them, and
when they should be completed by. Whenever something is completed, the trainer can sign off
on the passport -- to be sure all of our bases are covered and all of the information is being
presented properly. Having this all outlines as well as the knowledge we expect our staff to
have on these passports gives our trainees something to work for and something to look
forward to. Having goals clearly defined and an end goal in sight will keep people interested
and psyched. This will also serve as a way to track our trainees progression. Meeting with the
trainee and trainer at the end of each shift to recap would be useful as well.
To have a more organized training schedule and to make sure everyone is being given all
important information, I think that the following should be printed out and included in everyone’s
training packet:
(some of this we will need to create, but we probably should…)
1. Server Training Document FOR THE TRAINER that clearly outlines the trainee’s
passport and all necessary information to be covered by the trainer.
2. Table number map (with seat numbers)
3. Opening Checklist (for servers or bartenders - depending on the position).
4. Wine bible (already done, but could likely use some updating)
5. Our current wine menu given with the wine bible
6. Basic beer styles guide (for someone newer to craft beer)
7. Our current beer menu given with the guide
8. Menu Descriptions
9. Our current food menu given with descriptions
10. Cocktail Recipes
11. Our current cocktail menu
12. Closing Checklist

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Here is an example of what our training passport could look like:
Day 1
At the end of day one, you should know:
- Where to park / enter the building / keep your belongings
- The order in which to do opening duties, as well as how to perform them
- The set up of all server stations and how to re-stock them
- The table numbers and seat numbers for the entire restaurant
- How to use the computer system (Aloha)
- Our service expectations
- Our discounts (employee discounts, table discounts, etc.)
- Our greet times
- Bussing and prebussing importance
- Our walkout policy
- Our wine, beer, and food expectations (and where to find these resources)
- Side work to be completed when you are cut
Knowledge
Area
Tasks Training Vehicle Tests /
Measurement
Sign Off Date
Orientation Sit with Manager
and go over all
paperwork
30 min. prior to
first shift with
manager
passport
stamped
Go over CPH
handbook
30 min. prior to
first shift / take
home and review
passport
stamped
Welcome to
work!
Go over Server
Training Doc.
modified to
represent
Entering / Exiting
the building -
server sections
Trainer on Day 1 passport
stamped
Opening the
restaurant
Go over opening
the restaurant
with trainer
stamped
Go over opening
priorities (what
needs to get done
when, etc.)
stamped
Tour de mop
closet, liquor
locker, dry
storage, server
stations, etc.
stamped

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Table
Numbers
Learn all table
numbers
Table Map given
out
Table Number
test at the end
of Week 1
Aloha
Training
Cover all Aloha
bullets in Server
Training doc.
stamped
Service
Expectations
Cover all points
on Server
Training doc.
stamped
Walkout
policy
Cover all points
on Server
Training doc.
stamped
Misc. FAQs
about TFS
Cover all points
on Server
Training doc.
stamped
Wine
expectations
Know all of the
wine we offer by
the glass and by
the bottle
Wine handout /
email
Wine
knowledge test
at the end of
training
Beer
expectations
Basic knowledge
of beer styles and
what we carry
Beer handout
(basic beer styles,
along with a copy
of our menu)
Beer
knowledge test
at the end of
training
Food
expectations
Knowledge of all
menu items.
Menu descriptions Menu test at
the end of
training.
Tour of kitchen
and food
Chef one on one
time
passport
stamped
Shift Meal! Try something
new!
Free food and
passport
stamped
When you’re
cut
Check with
closing server,
complete
sidework, run
checkout
stamped by
manager

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Day 2
At the end of day two, you should know:
- How to work your way onto the floor in the middle of service
- what the SA position is all about; what it entails and the job responsibilities
- How to deal with complaints or other issues with customers
- How to close down the restaurant, and the order in which to do closing tasks
Knowledge
Area
Measurement
Sign Off Date
Welcome
(back) to
work!
Check service
board and 86
board.
Meet up with
trainer
passport
stamped
Work with trainer
on the floor
Trainer passport
stamped
Food
knowledge
Shift Meal! Try something
new!
Free food and
passport
stamped
SA position Understand the
purpose behind
an SA and what
they do
stamped
Complaints Understand how
to deal with
customer
complaints
stamped
Closing down
the restaurant
Closing checklist
and how we close
down the
restaurant
stamped
Notes:

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Day 3
At the end of day three, you should know:
- An in depth understanding of our food menu
- All of our cocktails and their presentation
- A better understanding (if you didn’t already have one) of beer styles and our beer
menu.
- All of our pours (liquor, wine, beer)
Knowledge
Area
Measurement
Sign Off Date
Food
Knowledge
Hang with Chef
on expo.
Chef Passport
stamped
Shift Meal Try something
new
Free food!
Cocktail
Knowledge
Hang in the well
to watch drinks go
out (time
permitting)
Bartender Passport
stamped
Beer / Wine /
Cocktail
Recap
Meet with
manager to go
over our menus
and any questions
Manager Passport
Stamped
Know our wine
pours
Manager Passport
Stamped
Understand and
know our beer
pours
Manager Passport
Stamped
Notes:

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Day 4
At the end of Day 4, you should:
- Feel comfortable serving our guests!
- Feel prepared to answer any questions about our menu
- Understand how to deal with complaints or other issues that may arise on the floor
- Get a better understanding of the restaurant’s pace and how to succeed here
Knowledge
Area
Measurement
Sign Off Date
You’re
running the
show!
You are the
server tonight and
your trainer will
follow YOU!
Your trainer Passport
stamped
new
Free food!
Recap Check out with
Manager
Manager Passport
stamped
Day 5
At the end of Day 5, you should:
- Understand how the SA shift works and feel comfortable helping your peers
Knowledge
Area
Measurement
Sign Off Date
SA shift Work a brunch SA
shift
YOU! Passport
stamped
Food
Knowledge
new
Free food!
YOUR FIRST SHIFT AS A SERVER WILL BE NEXT WEEK.
To complete your training, you must come in 20 minutes before your scheduled shift, which is:
________________________________________________
to take a menu test. After you have passed the menu test, you will be approved to pick up
additional shifts, trade shifts with your peers, and be on the floor full time.

35
Introductory email:
We are so excited to have you join us at The Flying Squirrel!
First things first. When are you available to start training with us? Our training process is pretty
straightforward --
Your first week will consist of 4 training shifts concluded with an exam.
Tues. or Wed. -- opening
Wed. or Thur. -- closing
Friday -- being shadowed
Sunday -- SA
Your exam will cover the information you have been provided in your training material (table and
seat numbers, basic beer knowledge, our wine program, our cocktail program, and our menu).
For your first day of work, please bring with you 2 forms of identification (for your I9). If you
have a passport, that will cover both forms of ID, otherwise, please bring your drivers license
and your birth certificate or social security card. We also require an up to date ABC card. If you
wish to enroll in direct deposit, please bring a voided check with you as well.
When you show up to work, please park in the rear of the building (Passenger Street) -- you can
enter through the back cedar doors into the kitchen. Let me know if you have any questions or
concerns -- Have a great week!
We use Hot Schedules to send out weekly schedules. I have just added you to our system --
For log on purposes, your user name is: and the password is:. Please let me know if you have
any difficulty logging in or viewing your schedule and I can help you. For all future scheduling
requests or requests off, and to trade, release or pick up shifts, you can use Hot Schedules.

36
13. Server Training Document FOR THE TRAINER that clearly outlines the trainee’s
passport and all necessary information to be covered by the trainer.
14. Table number map (with seat numbers)
15. Opening Checklist (for servers or bartenders - depending on the position).
16. Wine bible (already done, but could likely use some updating)
17. Our current wine menu given with the wine bible
18. Basic beer styles guide (for someone newer to craft beer)

Flying Squirrel OrgAssesment

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