Developing a contract:
Peppercorn Dining, on Campus of All-American University. All American dining: parent organisation of peppercorn.
Drew Randall manager of Perpercorn.
3 consultants from Square One: Erica, Roger and Lynn.
Drew: ‘Staffing is a nightmare, we can’t find qualified people anywhere; recruiting and retention has become a constant challenge’.
Garden country has become a boomtown => uni has difficulty to gain employees.
How to offset the current labour shortage?
Would like to make peppercorn a more pleasant place to work, great productivity, want employees to care. Moral a little low, not many creativity involved in the tasks. Cooks feel great when run out of stuff => but mostly because forecast was incorrect rather than because it was a good product. Drew took humanistic management approach, employee need support. But give too much autonomy. Scheduling based on operational needs, should have right to put employees where he deem best. Some employees working there for 20 years+. Doug night cook waiting for day cook to retire to change position. => Loyal employee and know their job well. But union contract set rules and operating parameters : sick leaves, pay, turnover, promotion… Drew too busy so loose track of some of his priorities.
Erika, roger and Lynn => consultant for peppercorn dining.
1st stage: preliminary evaluation of the unit
2nd stage: feedback session with management
3rd: in-depth operation audit by management
Drew objectives: increase productivity and improve moral among workers.
Reviewing background information:
Erica’s past experience will bias her view of the operation, which will influence roger and lynn view of peppercorn. So Erica focus on gathering current managerial data and on-site interviews.
Peppercorn hours: 11am to 7:30pm, Monday to Friday. Before: 1500 to 1600 lunches and 900 to 1000 dinners daily. Now 30% less at lunch and 50% less at dinners. Before: full-time employees who where union members and...