Human Resource Services for Zappis Pizzeria - Case Study Example

Human Resource Services for Zappis Pizzeria Student’s Name: Course: Tutor’s Name: Date: PART A: SUMMARY REPORT Zappis Pizzeria (Heunder referred as Zappis) is a medium scale restaurant located in Lane Cove. The restaurant specialises in pastas and Pizzas and can sit 40 people at a time. The restaurant also serves take-away customers, as well as those who request for the food items to be delivered either to their homes or offices. The restaurant does not sell alcohol since it does not have a licence to do so, and this means that it has reasonable working hours, which last between 8am to 10 pm. As seen in the organisational chart below, Zappis has a total of 16 people in its department, with the inclusion of the owner who often assumes a supervisory role. Figure 1: Zappis' Organisational Chart In addition to the pasta and Pizzas, the restaurant also serves hot beverages such as tea and coffee. Additionally, it has a vending machine that dispenses cold beverages to the patrons. In the Kitchen department, each of the three staff members is responsible for overseeing the preparation of the three different items namely, pizzas, pastas and beverages. The Phone clerk is responsible for receiving all calls made to the company, and connecting in-house calls to their destinations. The clerk will also place orders for supplies upon receiving instructions from the manager to do so. The clerk works closely with the delivery drivers, and the kitchen staff, since she communicates all orders to the kitchen staff, who then give the packed order to the drivers for delivery. For any orders made, the clerk communicates the same to the cashier who then prepares the dispatch note with payment request attachment for the client. The five serving staff members (waiters) work closely with the kitchen staff and the cashier. Patrons who take their meals in the restaurant make their orders via the waiters, who then communicate the same to the kitchen staff. Once the food is served, the waiters presents the bill to the client, takes the money, presents the same to the cashier, and returns any change to the client. Notably, the operations at Zappis require all members of staff to work as a team since a great deal of coordination is involved among the different departments. The manager has a hands-on management approach and is often seen helping in serving clients especially during lunch and dinner time when client numbers are high. The owner is also a hand-on leader, who often chastises the entire team whenever clients complain of any aspect of the service delivery. As the business attracts more customers, there have been increasing complaints that the service is too slow, something that is contributed to by the few waiters, few kitchen staff, and the single cashier. Considering that the restaurant operates for 14 hours, the manager has had to divide the personnel into two shifts, and often has to sit in for either the phone clerk or the cashier (at times doubling as both) whenever their eight-hour shift ends. Zappis’ Mission statement: Providing our clients with superior quality food and excellent services Strategic business objectives: i. Become the restaurant of choice for Pizza and Pasta consumers in the Lane Cove region ii. Expand the business to neighbouring towns by opening two more restaurants iii. Increase turnover by 80 percent in the next quarter iv. Increase the restaurants reputation as an ideal dining location as one of the main ways of attracting more customers. PART B: HR SERVICE LEVEL AGREEMENT HR Service deliverables Present: The Owner, Zappis Manager, Zappis Wyse HR Consultants Staffing the workplace To analyze the HR environment in Zappis in order to determine the number of additional employees needed to enhance service delivery while easing workload on existing employees -observing how employees work, -gauging their fatigue levels through observation and customer complaints To develop a report, with recommendations on the number of additional employees needed to enhance performance in the restaurant, and discussing it with the manager and owner at Zappis for approval To invite job applications and start recruitment. Time line: Workload analysis (1 Week) Develop report (1 week) Inviting applications (1 week) Conducting recruitment interviews and hiring new workers (1 week) Developing performance appraisal systems. To consult with employees to get their opinion regarding the best appraisal system for use in their place of employment. Researching alternative performance appraisal systems To formulate a report regarding the most ideal performance appraisal system and presenting it to the Owner and managers at Zappis for discussion and approval To implement the performance appraisal system Consulting with employees (1 week) Formulating a report (1 week) Implementing the performance appraisal system (2 weeks) Induction and Training Inform new and existing employees of their respective responsibilities, duties, tasks and company policies. Conducting on-job training for new employees Informing employees of performance targets expected of them. Induction into the work environment (1 week). on-job training (2 weeks) Develop staff incentive programs Identify ways of motivating employees through interviewing employees at Zappis Compile and present findings of the research to the management at Zappis and make recommendations regarding the incentives for the employees Define the Staff incentive program and have it approved by the management at Zappis ready for implementation researching about ways and means of motivating employees at Zappis (1 Week) compiling and presenting findings to the management (1 week) implementing the staff incentive program (quarterly) Introduction: Based on the findings stated on part 1 of this report, Wyse HRC have identified inadequate staffing as the major impediment towards attaining the strategic business objectives that Zappis Pizzeria has set. As such, Wyse HRC has set out to correct the identified shortcoming by staffing the Zappis with the right number of employees. In order to ensure that the employees will form an invaluable human resource capital for the restaurant, Wyse will invite qualified people to apply for the jobs. Screening applicants will be done next after which the most qualified will be hired. The next phase will involve induction training for purposes of ensuring that the new employees are well aware their duties and responsibilities in the work place. Wyse HRC will also develop a staff incentive program for purposes of ensuring that the employees at Zappis have high levels of job satisfaction. As Lewis and Heckman (2006) found out, employees who are satisfied at their places of work are likely to stay longer in such jobs. Smart (1999) on the other hand states that low rates of staff turnover lowers the recruitment, training and induction expenditures that organisations usually spend on recruiting new talent. It is also worth noting that Wyse HRC will develop a performance appraisal system that will ensure that Zappis gets good returns for the capital invested in its employee. As Rao (2008) indicates, organisations must be able to gauge whether employees are living up to their real worth, and whether their input at work justifies their pay and other incentives that their employer may have put in place. Scope: Human resources services provided by Wyse HR consultants will cover different aspects of increasing and enhancing the human resource capacity at Zappis. The four service areas identified in the ‘services to be provided’ section cover the entire scope of operations for Wyse HRC during its engagement with Zappis. The scope may however expand or contract subject to a written agreement between the two parties, i.e. the client Zappis Pizzeria, and the service provider Wyse HRC. HR Service Agreement Objectives: The objective of this HR service agreement between Wyse HRC and Zappis is to describe the main services that Wyse HRC will provide to Zappis, and document the service deliverables as agreed by both parties. HR Gap Analysis According to the HR Council for the Non-profit Sector (2011), a HR gap analysis is important for purposes of identifying unmet human resource needs in any organisation. In Zappis case, Wyse HRC noted the following: i) The 40-seater capacity restaurant cannot be adequately served by 5 serving staff members, who often work on shifts hence meaning that only two or three are on duty at any one time. ii) The single manager is overwhelmed by management responsibilities in addition to having to stand in for the phone clerk or the cashier, when their shift ends. iii) The kitchen staff members are overloaded and this often jeopardises their efficiency. Service timelines HR service deliverable Responsibility Timeline Recruitment Wyse HRC and Zappis 1 week Selection Wyse HRC and Zappis management 1 week Contract formation Wyse HRC 3 days Contract signing and issuance Wyse HRC and employees 1 week Job placement of new employees Wyse HRC and Zappis management 2 days Staff Management Wyse HRC and Zappis management 1 week Training Wyse HRC and Zappis management 2 weeks Job performance appraisal systems Wyse HRC and Zappis management 3 weeks Staff incentive program Wyse HRC and Zappis management 4 weeks HR Staffing Levels and Responsibilities Level 1: Owner Although not an employee, the owner is considered part of Zappis due to his oversight responsibilities. He consults with the manager in most matters regarding the operations of the restaurants and he makes the final decisions regarding any case Level 2: The Manager The Manager at Zappis is the second most influential person in the restaurant. In addition to supervising every other employee, he also has the responsibility of ensuring that the restaurant has enough supplies to make pizzas, pastas and beverages. He also appraises other employees and briefs them on what needs to be done in order to improve their service delivery to the customers Level 3: The Phone clerk; the Waiting Staff; the Kitchen Staff; the delivery drivers; and Cashier All employees in level three work together as a team under the guidance of the manager. The expanding Zappis business is mainly due to their great level of coordination and excellent service delivery. As the business continues growing however, their capacity is being stretched, hence the need for more staff members. In addition to their responsibilities they share other duties, which do not have specific personnel assigned to them. For example, the phone clerk cleans the restaurants reception area, kitchen staff load the dishwasher, while the waiting staff clean the main sitting area in the restaurant. Recommendations Based on the findings of the Gap Analysis in Zappis, Wyse HRC deems the following recommendations as the most ideal to help the restaurant attain its strategic business objectives: i) The recruitment of 5 additional serving staff in order to make the waiters-customer ratio at least 1:8 respectively. ii) Hiring an extra phone clerk and a cashier. This will not only ensure that there are adequate personnel to work both shifts, but will also take some workload from the manager. With a reduced work load, the manager will thus concentrate solely on his management duties. iii) Hiring three more people to work in the kitchen thus meaning that the kitchen department will have 6 employees working two shifts daily Governing Law: References HR Council for the Non-profit Sector. (2011). HR Planning: strategic HR Planning. Retrieved 18 January 2011 from: http://hrcouncil.ca/hr-toolkit/planning-strategic.cfm Lewis, R.E. & Heckman, R.J. (2006). Talent management: a critical review. Human Resource Management Review, 16: 139-154. Rao, V. (2008). Lesson from experience: a new look at performance management systems. Vikalpa, 33(3)1-17. Smart, B. D. (1999). Top grading: How leading companies win by hiring, coaching, and keeping the best people. Paramus, NJ: Prentice Hall Press. Read More