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Position Training Program for Host

Patricia BablApril 2, 2009

Professor ShearerHRIM 256

Working Efficiently and Accurately

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Your Training Objectives Will Include: Orientation

Crew expectations Position Training

Training with a certified trainer Learning your job

Follow Shift/Skills Observation Practice new skills Feedback on your skills

30 Day Review Meet with manager Discuss your training experience Feed back on your performance

You are

here

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Vision Statement for Host

To deliver hospitality you can taste and touch by welcoming and seating guests entering the restaurant and maintaining the cleanliness of the lobby and restrooms. Also to create delight, trust, and magic for guests.

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Session 1Goal and Objective The Goal of your job is to welcome and seat guests

with genuine hospitality. Usually, the host will take the guests’ names and ask for

their table preference if the restaurant is busy. The host maintains a book or chart, showing the sections

and tables so that they know which tables are occupied and which one’s are able to be seated.

The Objective of your job, is to escort guests to the tables conveniently, present menus, and familiarize some special sale promotions to guests.

Sometimes you’ll need to remove excess covers from the table .

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Responsibilities of Host Arrive to work on time and ready for work, neat and well

groomed, according to the standards Genuinely welcome and greet guests immediately, make

eye contact and smile Find ways to delight guests with personalized service and

acts of caring Own and resolve all guest requests or concerns quickly Assist in take –out orders and service to guests Know available tables in dining room, seat guests at best

available table. Walk at the guest pace and engage in conversation

Provide accurate small and large party wait quotes Genuinely thank guests, ask them about their meal and

service, and invite them to return Keep lobby clean and attractive for guests Ensure tables are ready to be seated

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Who Will I Be Working Closely With?

A host is part of FOH which is called front of the house. This includes anyone with guest contact from the host, server, bartender, and dinning room manager.

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Session 1 Review You should be knowledgeable and confident on these topics:

Role of a host Crewmanship in the restaurant

Answer these questions:1. Your priority is to deliver a great guest experience by greeting

guests, _________ guests and managing the ___________ to keep the dining room full.

2. Our guests expect the restaurant to:1. Be sparkling __________2. Serve the ___________ food3. Have the ____________ crew

3. Friendly includes the way you treat guests and ________. Talking to guests is one way to make them feel special and let them

know that taking care of people is our passion. List five statements you could say to a guest (or a group of guests) that would prompt a casual conversation.

1. ___________________________ 2.______________________________

3. ___________________________4._______________________________

5. ___________________________

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Session 2

Guest in a wheel chair or assisted by a seeing eye dog

Guest having difficulty walking

Guest with an oxygen tank

Guest wearing a business suit Larger guest Guests looking around

A table in an area where it is easy to remove a chair to make room for the wheelchair or dog

A table close to the entrance A table away from the

smoking section A quiet area of the restaurant A table rather than a booth Might need to find the

telephone restroom, menu, etc.

Guest Cue You May Want to Consider

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Handling Guest Problems Listen- “I hear you…”

Listen actively Don’t make excuses Don’t assign blame Don’t be defensive

Apologize- “I apologize…” Take ownership Apologize that their experience isn’t what they expected Explain that you’ll get a manager

Get Your Manager Involved- “Let me get the manager to help…”

Thank the guest for bringing it to your attention Get your manager

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Session 2 ReviewYou should be knowledgeable and confident on these topics: Connecting with guests in

the lobby Seating guests, talking

with them on the way to their table

Accommodating special needs when seating

Keeping lobby and dining room clean

Handling guest problems

Answer these questions:

1. As guests are leaving, always ask how their meals was and _____________.

2. When guests have concerns, you should listen, _____________, and get a manager to help solve the problem.

Now demonstrate the ability to seat guests

Greet and connect with guests in the lobby

Walk at the guest pace and have a friendly conversation

Identify tables that are ready to be sat Identify tables that are dirty

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Key Things To Be Aware OfGood Personal HygieneBeing fresh and clean is what our guests expect. That includes following our

sanitation standards. Taking the self-responsibility to practice good personal hygiene, double check that food is cooked to proper temperature and all work surfaces are clean, will help keep everything fresh and clean.

Use deodorant, keep fingernails short and clean, maintain clean teeth, hands, hair and body

Do not touch cooked or ready to eat foods with your bare hands-always use gloves

Wear a clean apron Do not wipe your hands on your apron Eat, drink, and smoke only in designated areas Follow these procedures to wash your hands:

Use a designated hand sink Wet hands with warm water Use soap to build up a good lather Wash both hands thoroughly, up to the elbows, for twenty seconds Clean underneath fingernails and between fingers Rinse and dry with paper towel

Always wash your hands after you eat, drink or smoke Double wash your hands after using the restroom

Concluding Remarks:

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Key Things To Be Aware Of Continued

Restaurant SafetyEnsuring guest and crew member safety is everyone’s responsibility.

If you see an unsafe condition, fix it and report it to a manager immediately.

Situations to look for during your shift: Nails or splinters sticking out from walls or doors Unlocked chemical storage areas Wet floors Blocked emergency exits Debris on floor Hokey's, tray jacks or high chairs in walkways Chipped/cracked glassware or dishware

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Works Cited

Walker, John. Introduction to Hospitality. Pearson Prentice Hall. Columbus, Ohio 2009. Pages 238-239.

Hall, Pearson. Human Resources Management and

Supervision. Upper Saddle River, New Jersey: National Restaurant Association Educational Foundation 2007. Pages 160-165, 178-186

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Assessment on the Training Program

Three Components of Assessment Training:1. Task2. Knowledge3. Attitudes

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Task Training On the Job training

Your actually “doing” the job, able to socialize, and have interaction with workers

However, it really matters who is training you as you follow them around on the job

Using technology With this type of training it is difficult

because there is no insight or processing for the trainee

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Knowledge Training

You can use lecture for this training part to teach a lot of information However, there is no interaction and this is usually

timed. The trainee will get distracted easily and you

don’t know if they are actually learning the material. Additionally, using technology to lecture

without paying a lot. However, you are not able to get a response back

from trainee when they have questions or suggestions.

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Attitude Training

Using workshops for attitude training They are useful for training employees but they

are not real life scenarios. You might not get real responses.

Using technology for attitude training You can elaborate on diversity, motivation,

personal health, and age discrimination. However, you really can’t obtain feedback from the

trainee this way.

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Need Assessment

By using this training program it should benefit the rest of the organization because it implements and combines all the training methods into one. For starters, it assures that you will be trained professionally and with a certified trainer, and not all organizations do this. Secondly, it has a thorough break down of what you’ll learn, otherwise known as the objectives. This is key to help trainees understand clearly what they will be taught.

When conducting the needs assessment for this it would be great to have questionnaires, job performance measurements to motivate the trainee, skills test, and performance documents to assure that the trainee is actually learning from the program. This would be great for the trainee because in McClelland's Needs- Achievement Theory they have a need for achievement, power, and affiliation. And if you don’t properly train them and invite them warmly into the company, this could potentially have a bad impact on the company as a whole.

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Selecting Trainees and Guidelines When selecting the trainees the organization

should pre-test them to see where their strengths and weaknesses are and go from there. Then again after the training program evaluates them to see the success of the training program so you know they learned the job position. Choose the best set of training methods based on what knowledge that they need to learn and how they learn. To have a good training session the organization needs to motivate the trainee, provide active participation, provide opportunities to practice, allow feedback, and provide means for reinforcement. For effective learning to take place feedback is essential and critical for both learning and motivation.

Transfer of Training Concept You have to make sure the training sticks by implementing the following training methods: Prepare- prepare the trainee to be motivated to pay attention and

learn the material. Organize your documents so that it is easy to convey the learning objectives, and to introduce the trainee to the content.

Present- present the new information at a level that the trainee is able to understand and learn. Show the tasks, explain what you are doing, and give tips for the job. Provide pictures and diagrams to help the trainee remember what you taught them better. Allow plenty of time for questions and feedback to assure that they are learning and understand the material. Use a variety of real-world circumstance to help them better understand the task.

Practice-Show the trainee what you are talking about. Give them a chance to practice as you observe and advise. Then you are able to immediately communicate what they are doing right or wrong.

Perform- Allow the trainee to perform the new skill with on the job training. Observe and follow up on the task to assure that they are doing it right. After a period of time test them to make sure the training program is a success. You’ll be able to tell if the training program was a waste or worth your time and money.

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Evaluation of Training Program Training is a powerful way of improving employee’s

skills, knowledge, and attitudes. It offers many benefits such as improving skills and productivity. Implementing a good training program can really pay off your investments.

There are Four Levels of Evaluation that can be applied to training programs to assure success:

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Reaction LevelLearning LevelJob behavior levelOrganizational impact level

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Continued Evaluation… Reaction Evaluation

Collect comments from the trainees to determine how they felt and if the training program worked well. This will provide the organization on whether they need to make improvements or adjustments. You can use plenty of things to get this information but a good one is to use a post-training reaction form to provide this insight.

Learning Evaluation This will gather data about what

the trainees have learned. Practice and performance, the last two of the four Ps method, satisfy this level of evaluation. This is accomplished usually by impartial testing or expert assessment, but can be provided in the form of a written test.

Job Behavior Evaluation The main idea is to change how the

job is actually performed, not just giving knowledge to the trainees. It collects information from the trainees and supervisors showing how well the learning was actually transferred to the job application.

Organizational Impact Evaluation

Assesses overall impact of the other three on the organization as a whole. It interview supervisors about costs, benefits, and productivity improvements. Depending on these evaluations the organization will be able to see if everything went well or if changes need to be made to the training or post training.

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Works Cited Hall, Pearson. Human Resources

Management and Supervision. Upper Saddle River, New Jersey: National Restaurant Association Educational Foundation 2007. Pages 107-199.

Shearer, Jeremy. Class Notes. March 26, 2009.