The Head Chef of a property within a group of hotels has handed in his notice and is due to finish work in 3 weeks time. Over his resignation period it is noticed that his standards have slipped and there is little professional interest, and staff morale is low because of this. The decision is made that it will be best for all concerned for the Chef to finish forthwith. However, there is a banquet function for 300 covers in the next 48 hours and when the Relief Chef arrives on site he finds that orders have not been placed for the banquet. There is also no structure to the service in place i.e. which part of the team is to be dedicated to preparing the food, the style of service to be served and the overall presentation. There have been other issues with members of staff regarding hygiene and brand standards. The GP is presently running at 12% below target and has been for the last two and a half months.
A Relief Head Chef is employed on a 2 month contract, therefore allowing the operation the breathing space to review candidates, to conduct working interviews and for the candidates to be able to work a sufficient notice period. The orders for the banquet function were made at the last minute but despite this, it was presented to everyone's satisfaction with very little wastage. During the first month, the Chef improves the GP by 10%, sets up a high level of hygiene and resets the brand standards. During the second month, performance reviews and goals are established on an individual basis with the help of the HR Manager. The GP is further increased by 2%. The new Head Chef commences employment and has a one day induction and a two to three day handover period and the operation is left running smoothly and efficiently.
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