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RED ROBIN YUMMM (2)

By Bobby Mason,2014-03-27 10:15
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RED ROBIN YUMMM (2)

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INTRODUTION & HISTORY

    Red Robin Gourmet Burgers began in Seattle in 1969 and since then has grown to more than 450 locations all over the United States and Canada. The first restaurant to open up in Canada was in 1985 in Burnaby. Between British Columbia and Alberta there are now approximately 20 Canadian Red Robin locations. (Red Robin, 2011)

     Red Robin’s goal as an organization is “to become the Most Respected Restaurant Company in the World for the way we treat our Team Members, Guests and Stakeholders” (Red Robin, 2011). Red

    Robin mission is Smiling Burgers, Smiling People, the Gift of Time and the four Core Values. All decisions at Red Robin are based on its four Core Values, which are Honour, Integrity, Seeking Knowledge and Having Fun! Each new Team Member is taught to live their life, both in and out of work, with honour and integrity and is celebrated when they do something above and beyond the call of duty. These are called Unbridled Acts (UBA) which is celebrated not only locally but nationwide through an internal newsletter and on their website for all to see.

     Each individual Red Robin restaurant has a flat organizational structure (Dessler, Munro, and Cole 71). In each restaurant there are the Team Members who are governed over by the Manager on Duty (MOD). The entire restaurant is over seen by the General Manager (GM). The GM is in charge of making sure that things are done according to standard, finances, inventory, scheduling and just the general restaurant. Once a month the GM does One-to-One reviews with all of his/her managers to make sure everyone is on the right page and to help set goals for future success. The GM has an assistant (AGM) to help make sure that things are running smoothly when he/she is not there and to help cover the workload. All other managers are called Assistant Managers (AM) and are there to just run their shift and report about employee or inventory problems.

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    The kitchen side of the restaurant is run by the Kitchen Manager (KM). The KM’s duties include creating the prep broad, schedule and food ordering. While on shift the KM is correcting recipe adherence and ensuring health and safety standards are being met. Just as the GM has an AGM, the KM has an AKM to help with the workload and to take over when on holidays.

    Outside of the restaurant there is Regional Operations Directors (ROD) who travels between restaurants making sure that everything is up to standard and to mediate between managers. The ROD is also in charge of doing a yearly Brand Equity Review (BER). During the BER the ROD watches and quizzes employees, checks health and safety of the restaurant and makes sure the food is “picture

    perfect.” Each store is given a final percentage based on their performance. 60% is a pass and in order to be a training store for new managers a restaurant must get over 80% two years in a row. If a restaurant fails their BER the ROD steps in to either help get the restaurant up to standard or looks at closing the location permanently.

    Above the ROD’s is a man named Chris Kerr who is in charge of all the RODs in Canada, as the Senior Regional Operations Director. There is approximately one ROD for every four restaurants. Chris’

    job is to assist the RODs in problems that arise that are out of the norm or too big to handle on their own.

    Dina Moffatt is the Vice President of Operations and Bob Merullo is the President. They oversee all the marketing research, brand building and advertising. (Red Robin, 2011)

    RECRUITMENT PROCESS

    When needed Red Robin runs newspaper ads to advertise of job openings, but it usually isn’t necessary because we get resumes dropped off frequently. We also rely on Team Members to refer their friends and family members.

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SELECTION

    After an application is filled out we usually ask the person to do a working interview to get a feel for the job. During the working interview we have the applicant spend 5 10 minutes in each position

    of the restaurant to get a bit of an understanding of how all the positions work together to create an enjoyable experience for our Guests.

    When hiring, Red Robin looks for employees who live by our Core Values and are friendly. We also have a strict no visible tattoos, facial piercings and non-natural hair colour policy. Other than that we look for people who are out going, honest and fun loving. Experience is not necessary, we are very willing to train and sometimes prefer a clean slate. Most people who have served before find it very hard to transition to our strict 7 step server sequence.

    ORIENTATION & TRAINING

    Red Robin has a great training program that ensures every Team Member is confident in their position before “flying solo.” On their first day, the New Team Member (NTM) is given an orientation

    and tour of the restaurant. During orientation the company’s Core Values and goals are gone over and a training book is handed out. There is one training book for each position in the restaurant and each book is broken down into daily expectations. Each day before their training shift the NTM is expected to read that days section of their training book and be prepared to write the quizzes covering the information. Different positions have different amounts of training days depending on the difficulty of the position.

    During training a NTM goes through job rotation (Dessler, Munro, and Cole 191) to obtain a better understanding of how everyone works together to give our Guests a great experience. Most of our training is done on the job (Dessler, Munro, and Cole 187) with behaviour modelling (Dessler, Munro,

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    and Cole 191). The NTM follows the Certified Designated Trainer (CDT) around for a few shifts observing the procedures while having them explained. Then when the CDT feels the NTM is ready they switch roles. We also use a few case study problems (Dessler, Munro, and Cole 192) in their training book to give the NTM an idea of what to do in a situation before it arises.

    PERFORMANCE MANAGEMENT

     Only the Team Members in the kitchen, Heart of House (HOH), get regular reviews every six months for wage increases and to make sure that health and safety procedures are being met. The review is mostly done on a graphic rating scale (Dessler, Munro, and Cole 218) where the TM can either meet expectations or need improvement. The TM first goes through the questions and self-evaluates and then goes through a second time and gets the reviewers input. The last page is devoted to making goals and planning how to implement them. The review is usually done by the KM and AKM together to give their feedback and make sure that all TM’s are on the same page.

    HEALTH & SAFETY

     As a part of the training program each position must write the health and safety quiz. Every TM knows the Critical Control Points (CCPs), which are the internal cooking temperatures for every type of food. We also all know the procedure for what to do when someone cuts or burns themselves and other general first aid procedures. Red Robin is very health and safety conscious to the point where we have a step by step hand washing procedure that is very enforced by everyone.

     All of our chemicals are kept separate from the food and the MSDS are also nearby. Our disinfectant used to clean the contact surfaces is changed every hour and tested to make sure the chemical is balanced.

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SWOT ANALYSIS

    Strengths:

    - recruitment/selection process

    - orientation/training program

    - career development opportunities

    - health and safety training

    - social networking

    - reviews/ performance management

    - employee benefits package

    - technology: program called MenuLink

    - compensation: hourly wage for TM’s, salary for managers

    Weaknesses:

    - union

    - diversity program

    - wellness program

    - employee services

    Opportunities:

    - create a diversity program to teach TM’s about different cultures and how to serve them better

    - cooperation discounts between local restaurants and businesses, i.e. Boston Pizza workers can get a

    discount on their meal at Red Robin and vice versa - a Red Robin hotline to call and talk to a counsellor about stress at work, i.e. an irate customer or a

    problem with a co-worker.

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Threats:

    - other restaurants

    - government tax hikes

    - rising cost of food

    - crop threats

    - lack of menu variation/diversity, customers no longer craving our food

Conclusion

    This paper provided an overview of the company Red Robin. It is an interesting organization to examine their human resources department. This paper provided an overview of the company’s strengths and weaknesses as well opportunities and threats. The main overview of the human resources department provided an assessment of the services provided. I think the company needs to be more current in terms of human resources services.

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BIBLIOGRAPHY

    Dessler, Gary, Nina D. Cole, and Carolin Rekar. Munro. Management of Human Resources. Toronto:

    Pearson Canada, 2011. Print.

    "Red Robin Canada - About Us." Red Robin Canada - Home. Web. 07 Aug. 2011.

    <http://www.redrobincanada.com/redrobin/home/about-us.aspx>. "Red Robin Canada - Who We Are." Red Robin Canada - Home. Web. 07 Aug. 2011.

    <http://www.redrobincanada.com/redrobin/home/about-us/who-we-are.aspx>.

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