Spirit Award events honor excellence in worker development

By CHRISTI  RAVNEBERG
CHICAGO (June  09, 2008 ) –“Coach Joe” Crosby, an entrepreneur known for supporting young talent in the hospitality industry, spoke to winners of the Spirit Awards and other foodservice leaders at an early-morning breakfast, held here during the recent National Restaurant Association Restaurant Hotel-Motel Show.

“Coach Joe” Crosby, president and chief executive of Coach’s Low Country Brands, delivered a keynote address at a breakfast honoring the Spirit Award winners.

Crosby, a former football coach who now is president and chief executive of Coach’s Low Country Brands, spoke highly of the industry’s supportive atmosphere for ambitious young businesspeople.

“The camaraderie of coaching is like nothing else,” Crosby said, “but I’ve never been involved with an industry like this. I’ve never seen people who care as much as those in this industry.
“The people who encouraged me and supported me were restaurateurs. They inspired me. They were always the ones saying, ‘Yes.’”

The crowd gave Crosby a standing ovation after he finished his remarks, which also detailed his own contributions to the industry, such the creation of scholarships that will send as many as 33 students to culinary school by next year.

Paul Bolles-Beaven of New York’s Union Square Hospitality Group said the company aims to develop employees’ “HQ,” or hospitality quotient.

The breakfast was held to bring together the winners of the Spirit Awards, which are given annually to companies that excel in the recruitment, retention and recognition of their employees. The awards are presented by the National Restaurant Association Educational Foundation and Nation’s Restaurant News and sponsored by The Coca-Cola Co.

The current class of winners is made up of Bruegger’s Enterprises Inc. of Burlington, Vt., in the quick-service category; Famous Dave’s of America of Minnetonka, Minn., in the full-service category; Royal Caribbean International of Miami, in the on-site category; and Union Square Hospitality Group of New York, in the fine-dining category.

Following the breakfast, representatives from the four winning companies participated in a panel discussion on the chains’ best practices for recruitment and retention. Jim Sullivan, chief executive of Sullivision Inc. and a columnist for NRN, moderated the session.

Matt Riley of Bruegger’s Enterprises Inc. said the company aims to hire upbeat, friendly workers who will make a positive impression on guests.

Sullivan underscored the importance of selecting employees who represent the brand positively.

“It may say ‘Joe’s Restaurant’ on the front door,” he said, “but it’s Kathy, Doug, Mary and Raphael who are deciding if people will come back.”

Matt Riley, director of human resources for Bruegger’s Enterprises Inc., parent of the Bruegger’s bagel chain, said the company strives to staff units with workers who will make a positive impression on guests

.“It’s theater,” he said of the 280-plus-unit chain’s open kitchens and visible bagel-making areas.“Everything’s on display. We may have the best possible bagel—and we do—and great sandwiches and coffee, but if customers are hearing the woes of members behind the line, they may not come back.”

To ensure employees put their best face forward, Riley said it is imperative that new hires have a natural ability to smile and greet guests warmly.

Paul Bolles-Beaven of multi-concept operator Union Square Hospitality Group, echoed the sentiment.

Frank Weber of Royal Caribbean International said the crew’s comfort and safety is top priority for the cruise line.

“Look for what you can’t train [when hiring],” he said, explaining the company’s emphasis on each worker’s “HQ,” or hospitality quotient.

He also urged managers not to tend to poor performers at the expense of high-achieving employees.

“Mind the flowers,” he said. “They tend to crown out the weeds. But sometimes you have to pull a weed or transplant it. Sometimes a [poor performer] can find success at another location under a new manager.”
Frank Weber, vice president of food and beverage operations for Royal Caribbean International, acknowledges the different set of challenges the cruise line faces because its diverse workforce not only works, but also lives, on the ships.

Because of the difficulty and expense of assisting injured workers while at sea, the comfort and safety of Royal Caribbean employees is a top priority, he said.

Marty Calcagno of Famous Dave’s uses the catchphrase “Be Famous” to encourage workers to meet their potential.

That focus has led to such moves as introducing dining room carts, a change that was well-received by workers, who no longer have to carry heavy trays.

The chain also offers recognition and advancement through its Gold Anchor Service and Chart Your Course programs.

As a result, Weber said, the company has not had to hire a new executive chef in three years.

Marty Calcagno, director of human resources for Famous Dave’s, said it has reduced its own turnover by focusing on its education platform, which includes four-day training for hourly workers, eight-week training for managers, and such self-paced learning as its Bachelor’s of Barbecue. Hourly turnover and management turnover have both decreased 5 percent to 86 percent and 21 percent, respectively.

The chain also urges its employees to meet their potential each day with the simple phrase: “Be Famous.”