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THE GROVE


By Sharon Heilman
SWOT              Opportunities
  Strengths           Weaknesses                                     Threats
Unique         Expensive       to              Catering seems    Restaurants on
musical        provide music on                to be new         Bluemond Rd are
                                               market that is
offerings not  a such a regular                                  a constant threat
                                               growing and
available at all
               schedule, not to                                  to the customer
                                               profitable
other          mention the time                                  base
restaurants    needed          to
               schedule events
Very fresh and Expensive to                    Advertising       Older crowd
exciting menu maintain                         creatively by
                                                                 is dying,
offerings      inventory of a                  volunteering at
               perishable item                 local events      literally
                   There are many staff        Word of mouth
Many of staff                                                    Economy
                   members that are
have been          currently students, and
                                               is an endless
with the           there very few positions    source of
                   that are available in the   referrals, give
company for        company to retain the
                   employees that are
                                               the best
a lengthy
                   seeking a higher            product and
period of          education.                  service
time                                           possible
                   No benefits/401
WWW.GETINTHEGROVE.C
OM

Fabulous website, it really identifies
the company to the public, but what
is the company to the employees?
Get into   the Grove
                      What is the vision
What is the          of
 Mission of          The Grove,…
The Grove,…
                     where do you want
 do you think your    to be? What is the
  employees are       long term vision?
  aware of this       Should there be
  goal?               one?
Leadership
Let’s start marching to the
Same Beat of the same drummer
   Start marching!!!!
Creating Engaged Employees
 Weekly meetings (every Friday 15
  minutes before shift)
 Have a member of staff conduct the
  meeting
 This should occur for 2-3 months
    ◦ Discuss new promotions
    ◦ Sample soup du jour
   After trial period of meetings, ask the
    staff how they felt the meetings
    helped/hindered their progress
Organizational Policies
 Everyone received an informational
  handout when they were hired…but
  no one seems to have a copy or even
  knows what our policies are.
 Let’s work on creating brief company
  policies and job descriptions
 Let’s work together to set goals, both
  individual and for the company
Employee Culture/ Policies
 Are the employees empowered to
  make their own decisions?
 Analysis Paralysis
    ◦ Something as simple as ordering an extra
      roll…sometimes there is an upcharge,
      sometimes not
    ◦ Anniversary policy, birthday policy, they
      need to consistent and in writing!
    ◦ Even the shift managers do not know who
      is in charge of reducing labor costs per
      shift…
Decision Making Process
Operational- Empower the employees to
 begin to make decisions are their own
Tactical-Cross train more employees,
 clearly state what jobs they should be
 expected to learn, therefore if there is a
 staffing shortage an employee can be
 flexible and knowledgeable enough to fill
 in…
Strategic-catering is a big plus, let’s look
 into trade shows for weddings and see
 how to get our name out there
Where to go from Here
 The Grove
 Take the time to develop and publish a
  business plan
    ◦ Maybe just a one line mission statement,
      or a detailed employee handbook
    ◦ Weekly meetings in order to involve and
      engage employees
    ◦ Small incentive plans to create employee
      goodwill
   Small adjustments can create big
    results
The Grove
   This is a strong restaurant with great
    history in a small town. A few small
    adjustments to the managerial style
    can create engaged employees.
    These engaged employees can help
    to build on the strong foundation that
    has already been painstakingly laid
    out by the dedicated owners. I believe
    that in just a few short weeks, many of
    these changes could result in many
    more years of success.

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313 the management of the grove

  • 2. SWOT Opportunities Strengths Weaknesses Threats Unique Expensive to Catering seems Restaurants on musical provide music on to be new Bluemond Rd are market that is offerings not a such a regular a constant threat growing and available at all schedule, not to to the customer profitable other mention the time base restaurants needed to schedule events Very fresh and Expensive to Advertising Older crowd exciting menu maintain creatively by is dying, offerings inventory of a volunteering at perishable item local events literally There are many staff Word of mouth Many of staff Economy members that are have been currently students, and is an endless with the there very few positions source of that are available in the referrals, give company for company to retain the employees that are the best a lengthy seeking a higher product and period of education. service time possible No benefits/401
  • 3. WWW.GETINTHEGROVE.C OM Fabulous website, it really identifies the company to the public, but what is the company to the employees?
  • 4. Get into the Grove  What is the vision What is the of Mission of The Grove,… The Grove,… where do you want do you think your to be? What is the employees are long term vision? aware of this Should there be goal? one?
  • 6. Let’s start marching to the Same Beat of the same drummer  Start marching!!!!
  • 7. Creating Engaged Employees  Weekly meetings (every Friday 15 minutes before shift)  Have a member of staff conduct the meeting  This should occur for 2-3 months ◦ Discuss new promotions ◦ Sample soup du jour  After trial period of meetings, ask the staff how they felt the meetings helped/hindered their progress
  • 8. Organizational Policies  Everyone received an informational handout when they were hired…but no one seems to have a copy or even knows what our policies are.  Let’s work on creating brief company policies and job descriptions  Let’s work together to set goals, both individual and for the company
  • 9. Employee Culture/ Policies  Are the employees empowered to make their own decisions?  Analysis Paralysis ◦ Something as simple as ordering an extra roll…sometimes there is an upcharge, sometimes not ◦ Anniversary policy, birthday policy, they need to consistent and in writing! ◦ Even the shift managers do not know who is in charge of reducing labor costs per shift…
  • 10. Decision Making Process Operational- Empower the employees to begin to make decisions are their own Tactical-Cross train more employees, clearly state what jobs they should be expected to learn, therefore if there is a staffing shortage an employee can be flexible and knowledgeable enough to fill in… Strategic-catering is a big plus, let’s look into trade shows for weddings and see how to get our name out there
  • 11. Where to go from Here  The Grove  Take the time to develop and publish a business plan ◦ Maybe just a one line mission statement, or a detailed employee handbook ◦ Weekly meetings in order to involve and engage employees ◦ Small incentive plans to create employee goodwill  Small adjustments can create big results
  • 12. The Grove  This is a strong restaurant with great history in a small town. A few small adjustments to the managerial style can create engaged employees. These engaged employees can help to build on the strong foundation that has already been painstakingly laid out by the dedicated owners. I believe that in just a few short weeks, many of these changes could result in many more years of success.