WARREN FROM BOCA RATON ASKS …
I’m the purchasing manager at a large hotel, and I have a strict policy about written requisitions for taking food and supplies from the storeroom. Lately, we’ve had problems with cooks simply taking what they need and not completing a requisition form. My executive chef says his cooks don’t have time to fill out the paperwork, and my F&B director agrees. Meanwhile, our inventory numbers are becoming increasingly inaccurate. Should I go over everyone’s heads and complain to the GM?

THE STAFFING DOCTOR ANSWERS …
Warren, like Br’er Rabbit, you’re about to end up in the briar patch, and “there’s no tellin’ how things’ll turn out.” On the one hand, if the inventory gets too far out of whack, it will undermine your ability to anticipate needs and supply product on a timely basis, thus crippling your controls and ultimately threatening your job. On the other hand, if you call in the heavy artillery and go to the big boss now, you may get your forms filled out for a while, but only at the expense of strained relations with the executive chef, his staff, and possibly the F&B director.

Before reaching for the big gun, some strategic thinking, a dollop of redesign, and a little theater are in order. Try these steps:

1. Determine the change that created the problem.
Did you implement a new requisition form? Do you have new cooks who were never properly trained or don’t have the requisite language or writing skills? Is there a new supervisor with a different attitude? Are you running with a leaner staff and greater workload? Each of these causes would suggest a different solution.

2. Redesign your form.
The form may be too complicated, especially for someone with marginal language skills trying to retrieve essential ingredients in a hurry. Make it a goal to cut the length of the form in half and still get the job done. Maybe you can reduce the requisitions to a series of one-liners on a clipboard with only times, checkmarks, quantities, items, uses, and initials. Failing that, provide training on how to use the form. Or stand by for a shift or two and help the cooks fill them out in real time.

3. Dramatize the impact of poor inventory control.
If inventories are not accurate, you won’t know what to order when, which will affect what’s in the storeroom. To dramatize this, simulate a shortage problem by temporarily hiding some items that are usually available in abundant supply, thereby demonstrating the value of record-keeping to the group. (Obviously, pick your timing on this stunt very carefully.)

4. Enlist the help of your co-managers.
Explain to the executive chef how your system ensures availability and freshness, reduces food costs and waste, and increases profitability, all of which reflect well on his department, impacting compensation and the ability to hire competent staff. And remind your F&B director that accurate food and beverage cost calculations affect performance reviews.

Warren, my bet is that within these strategies and analytical steps lies a better path through your briar patch than going to the big boss.

CONTACT THE STAFFING DOCTOR
As president of StaffDynamics, www.staffdynamics.biz, Daniel Abramson has focused on workforce performance strategies and “raising the bar” for over 25 years. His energetic, no-nonsense style appeals to clients seeking results at a new level. He is available as a corporate trainer, management coach, and speaker for high-impact engagements. His latest book is Secrets of Hiring Top Talent. You may reach Daniel at Daniel@staffdynamics.biz or 877-568-2222. Your anonymity will be respected. Send questions you would like Daniel to address to editor@hotelfandb.com.