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JOURNEY TO THE PAST-AH!

Zachary Phang, Jacelyn Poh, Siti NuraisyahJanelle Tan and Emily Kwan

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Overview

• Brief History• Questions to the Manager

• What We’ve Learnt• Q&A

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Brief History0 Founded in 1998, first store opened at Scotts Plaza

0 By 2006, 14 local outlets.0 Mission & Vision statement:

“To source quality ingredients from around the world to serve you delicious pasta and pizza at affordable prices”

0 Corporate Values:“Act with absolute integrity and honesty in all matters,

Develop our people to be the best that they can be,Constantly pursuing excellence in all aspects of

operations, andBe productive and continually add value to the

shareholders’ investment

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As the shift manager, your role is to assist in all aspects of service operations. One of your roles is to draw up

the duty roster/staff schedule for the week.

How do you determine how much manpower is needed on a certain day, keeping your labour costs to a

minimum while at the same time not compromising the quality of customer service?

Based on sales trend, getting the average of at least 3 months' sales

Based on company's ratio of manpower to sales

Question 1

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Question 2

During a shortage of staff or when a staff suddenly does not show up at the last minute, what procedures do you

have in place to ensure your outlet is substantially equipped with staff to operate smoothly? 

Standby staff  Case to case basis

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Question 3

A staff cannot seem to do anything right and gets scolded by everyone in the outlet. He is seemingly

reducing the morale and is essentially creating more work for others.

Do you cut him loose straightaway and find another staff replacement or do you stick with him and coach

him, taking up your valuable time?

Not all individuals are the same.  Everybody deserves a second chance. Follow procedures -company's policies. 

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Question 4

A difficult patron with high expectations has complained to you about a staff. He says the staff treated and spoke to

him badly. The staff however denies any wrongdoing.

What action or protocol do you execute to ensure the patron is satisfied and at the same time the staff does not

feel victimized or get demoralized?

Apologize to the customer Listen to all his/her issues will inform him that necessary

disciplinary action will be given.  After investigation, follow up a call to him.  Serious talk with him/her; we all can't please everybody. 

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Question 5

A particular staff is always late. He has been given numerous warnings but is still constantly late, so

frequent that you could predict almost correctly that he would be late.

However, he is in a financial situation where he needs this job to support his family. If you retain him, other

staff will complain of favouritism.

If you sack him, his family could be in trouble.

What would you do?

Looking after the welfare of the majority of my staff. If still no improvement in the punctuality of the staff its

fair enough to let him go. 

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Question 6

What do you look at when hiring a new staff? What values or characteristics do you consider or feel are a must when selecting a staff to take on customer-

oriented jobs?                                 

The reason why he wanted the job, the commitment and passion for work in this line.

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Question 7

What incentives does the company or yourself give a staff to perform better and increase profits of the

outlet?

Company incentives if sales target have been met.  Chalet or bbq will be for all the staff will be planned to

share the incentive and have a team bonding as well.

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Question 8

How do you reward an over-performing staff? 

 If he really deserves it, promotion!

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Question 9

You spot a staff stealing company equipment or food, and he apologizes and says he would not do it again.

you let him off. A few days later he is caught again. He begs for his job.

What do you do?

Termination

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Question 10

A staff is visibly worn out, irritated or angry after a long shift and has a black face while doing his work. He

speaks in a rude and irritated way to his colleagues and worse, the customers.

At which point would you think he has gone overboard and you will step in? What action would you take?

Take him one side and speak to him, ask him what’s wrong, and from there discern whether to remove him from that day’s manpower.

Get a ready replacement.

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What We’ve Learnt

0 Managing a group of staff has many forms of challenges: those that can be anticipated, those that

cannot; those that can be solved easily and those that requires correction over the long term.

0 A good manager has to put his staff first before himself, and be prepared to make sacrifices.

0 A good manager has to be able to discern the right from wrong and not be afraid to make the right

decisions although it is not popular.

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Q&A