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Jennifer Miller-OConnor Individual Case Study Analysis

1. Executive Summary
This report provides an analysis and evaluation to answer the question, How do we ensure
we have experienced bartenders, servers, and kitchen staff available to work both the lunch
hour and happy hour shift?. Solutions to this problem include rotating existing staff
members around to different shifts as well as viable alternatives such as; hiring a temporary
employee to become a team leader, create an employee training program to increase the skill
and knowledge level of existing employees, and increase our staffing budget to hire an
additional qualified permanent employee. Methods of analysis include a S.W.O.T. analysis,
external research, and a decision matrix. Results of the analysis indicate that hiring
additional staff temporarily or on a permanent basis is not in our companys best interest.
Although it would provide us with additional headcount it will not solve the problem of
having a large pool of experienced staff available. This report also investigates that fact that
the analysis conducted has some assumptions. Some of the assumptions include that: Cal
would be approved by his Doctor to do modified duties, Cal would agree to work on a special
project for 12-weeks, Cal is a valuable asset to our company, the existing employees have the
potential and capabilities to improve their skill level, bartenders do in fact make the same
amount during the lunch hour as they do during happy hour, and our budget would allow for
a temporary increase in monies spent for the training and development of team members.
This report finds the prospects of creating and implementing an employee training program,
which will focus on improving the skill level and productivity of all employees, is best suited
for setting our business up for long-term success. We will achieve this by creating a detailed
plan, adjusting the existing schedule, rolling out a company-wide training program, and
utilizing various recognition techniques which will improve employee engagement and in
turn decrease turnover, and increase both productivity and customer satisfaction.
2. Situational Analysis
Upon a review of the case analysis, I have determined the following points for the S.W.O.T.
analysis. These points were identified for the purpose of determining the core problem.
Internal Environment Analysis (Strengths and Weaknesses)
Strengths
We have two successful businesses
Happy hour is a successful shift at the bar
We have a large customer base at lunch
Our businesses are in both the financial and entertainment district
Weaknesses
The lunch shift is short experienced bartenders
We have had a history of employees taking sick time when things dont go their way
External Environment Analysis (Opportunities and Threats)
Opportunities
By using existing resources we can create an environment that is more desirable than our
competitors to work at
There are external companies that can provide training to employees to reduce workplace
hazards, like lower-back problems
Threats

The industry is competitive which can result in higher turnover because its easier for
skilled employees to get a job elsewhere
Without full staff, we may have unhappy customers which will lead to them going to one
of our competitors
There is nothing proprietary about owning an restaurant, it can be duplicated
We are unable to question the time-off request because it is as the Doctor ordered
Having a WCB claim looks bad on our business

3. Assumptions
The following is a list of assumptions I made.
Cal would be approved by his Doctor to perform modified duties
Cal will agree to work on a special project for 12-weeks
Despite this incident, Cal is a valuable asset and having him quit would be a loss to the
company
Cal will want to help with creating a new training program, and wont quit right away
The requirement for an experienced bartender can be mitigated by increasing the
knowledge and skill level of other bartenders
Our budget will allow for the training program to take place
There is another employee with the experience required to handle the team leader
position
Time is of the essence
Cal has the skillset required to assist in creating a training program
Bartenders will make the same amount on lunch hour, as they would working happy
hour, and Cal is the only employee who felt otherwise
4. Core Problem
How do we ensure we have experienced bartenders, servers and kitchen staff available to work
both the lunch hour and happy hour shift?
5. Alternatives
I have produced four potential alternatives to the core problem.
Option #1
Status Quo With Cal having requested a 12-week sick leave, leaving staffing as status
quo would mean we will be short a team leader on the lunch hour shift for a minimum of
12 weeks
Option #2
Hire a temporary employee to work the team leader position on lunch shift for the 12
week period while Cal is off of work. This option would require creating a job posting,
posting the job, going through resumes, organizing and facilitating the interview process,
providing an individual with an offer of employment, and training the employee for them
to be able to fulfill the job requirements for 12 weeks.
Option #3
We can offer Cal to return to work on modified duties. In 2014, modified work helped
45,000 workers succeed at work following a workplace injury.3. Throughout the

duration of modified duties we will offer Cal an opportunity to assist in designing a

bartender training program, with the objective of increasing the knowledge and skill level
of bartenders. We will not backfill Cals position but instead will have him act as a
delegator and observer during the lunch hour shift to assist with having day to day
operations run smoothly. To pick up the slack I, the owner, will assist during the lunch
rush with clearing tables, serving food and drinks, and seating customers.
Option #4
Increase staffing budget to include one additional team member. Hiring an additional
bartender will cost the company approximately $27,000 annually4. With this option if
Cal chooses to return at the end of his sick leave we will be required to give him his job
back and thus must add $27,000 to our annual operating costs. Alternatively, if Cal
chooses to quit we will be even at the end of 12 weeks.
6. Evaluative Criteria
I. Employee Engagement The importance of employee engagement cannot be
overstated; it is something every leader should be conscious of. Research has found that
engaged employees can boost operating income by 19%, can experience 26% higher
productivity and highly engaged employees are likely to miss 20% fewer days of work.1
Considering the impact employee engagement has not just to the working environment,
but to operating productivity, customer satisfaction and employee retention, the employee
engagement criteria is the most important evaluative criteria while assessing solutions. It
will be evaluated with a 35% multiplier.
II.

Maintain Customer Satisfaction Happy customers makes for a successful business.

We want to ensure we are giving an experience to our customers that leave them wanting
to come back again, and again, and again. Creating a memorable experience for
customers is more than feeding them and bringing them the cheque. Its important that
thought and consideration is put into exceeding customer expectations through
exceptional customer service, delicious food and drinks, and delivering these things in a
timely manner. Due to the importance customers have on the success of our business it
will be evaluated with a 20% multiplier.

III.

Improve or Maintain Profitability If profits dip, so does our ability for growth. It is
important to consider our cash-flow, and ensure it stays within the green. In other words,
a main purpose for going into business is to make money. If our business is not making
money, it is not successful in achieving one of the core purposes. Keeping this in mind,
improving or maintain profitability will be assessed with a 20% multiplier.

IV.

Within our Present Resources and Capabilities In order for a plan to be feasible it
has to be reasonable. While operating a business, and making changes, consideration for
whether or not these changes are possible, feasible and within our abilities is a key topic
to consider in the evaluative process. As a result, a solution being within our present
resources and capabilities will be assessed with a 15% multiplier.

V.

Speed of Implementation In business when there is a bump in the road, taking too
long to fix it can impact multiple other areas of the business. The longer a question sits
unanswered the more impact it will have to the other important criteria like: employee
engagement, customer satisfaction, and profitability. The speed at which we are able to
implement a solution will be evaluated with a 10% multiplier.

7. Analysis of Alternative
Weighted
Value

#1

Employee Morale & Turnover

0.35

3 x 0.35
= 1.05

Maintain Customer Satisfaction

0.20

5 x 0.20
= 1.0

Improve or Maintain Profitability

0.20

4 x 0.20
= 0.8

Within our Present Resources &

Capabilities

0.15

10 x 0.15
= 1.5

Speed of Implementation

0.10

10 x 0.10
= 1.0

1.0

5.3

Criteria

Total

#2
8x
0.35
= 2.8
8x
0.20
= 1.6
6x
0.20
= 1.2
6x
0.15
= 1.0
7x
0.10
= 0.7
7.25

#4

#5

9 x 0.35
= 3.15

9 x 0.35
= 3.15

9 x 0.20
= 1.8

8 x 0.20
= 1.6

9 x 0.20
=1.8

5 x 0.20
= 1.8

10 x 0.15
= 1.5

3 x 0.15
= 0.45

2 x 0.10
= 0.2

6 x 0.10
= 0.6

8.45

7.6

Option #1
Employee Engagement
Failing to backfill for Cal, or develop an alternative business plan to mitigate the loss, will have a
very negative impact on employee morale. The case study is very clear in stating that employees
get testy when staffing is short-handed, even for legitimate reasons. Morale of employees can
have affect other areas of the business including productivity, the way employees are treating
customers, and may even lead to additional turnover. For these reasons, option 1 scores a 3/10
for this category.
Maintain Customer Satisfaction
Losing an employee will leave us short-handed. This will either mean we have staff members
doing overtime, or we go without full staffing. This will impact the customer experience as it
may leave employees more irritable and/or customers will not be getting the same level of care.
On top of that customers may have to wait longer for service. For these reasons, option 1 scores
5/10 for this category.
Improve or Maintain Profitability
Improving profitability is very unlikely if no changes are made. Maintaining profitability will
require customers to be as satisfied as they were when we are at full staff. Considering we are
not at full staff, it is likely profitability could be negatively impacted. For these reasons, option 1
scores 4/10 for this category.
Within our Present Resources & Capabilities

This plan would not require any additional resources. For this reason, option 1 scores 10/10 for
this category.
Speed of Implementation
This plan does not require any changes in order to implement, and thus can be implemented
immediately. For this reason, option 1 scores 10/10 for this category.
Option #2
Employee Engagement
Employee morale should remain high with this option. Hiring an additional worker to be a team
leader on the lunch shift would resolve the problem of being short-handed. There will be a shortperiod of adjustments, where the team gets used to on another. There could be instances where
employees do not want to take direction from a new employee, which should be ironed out
within the first couple of weeks. For these reasons, option #2 scores 8/10 for this category.
Maintain Customer Satisfaction
Having the addition of a team leader on the lunch shift should maintain satisfaction of customers.
There may be a short-adjustment period where the new employee spends time building rapport
with any regulars we have. For these reasons, option #2 scores 8/10 for this category.
Improve or Maintain Profitability
Having a temporary employee will have an impact on profitability. As would be expected, a new
employee will not be as productive as a seasoned employee like Cal. On top of that we will need
to invest in training the employee, which could be a poor investment considering the employee
will only be with us for 12 weeks. For these reasons, option #2 scores a 6/10 for this category.
Within our Present Resources & Capabilities
A temporary employee will require adding an additional resource. There are costs associated
with the hiring process including advertising costs of posting the job, and the time it takes to go
through resumes, interview candidates, and training a new employee. For these reasons, option
#2 scores at 6/10 for this category.
Speed of Implementation
The time it takes to implement this solution will depend on the time it takes to find a qualified
candidate, and the period of time it takes to train the new employee. For these reasons, option #2
scores at 7/10 for this category.
Option #3
Employee Engagement
Having Cal come in to work modified duties, while creating a training program to help with
employee development should be a boost to employee satisfaction. During this we will also
create a small work group, and pay them overtime, to come in and assist in the training creation
as well as to participate in focus groups. There will be a small impact on employee morale as
Cal will only be able to assist by improving productivity of current employees. The period of
adjustments should be short. For these reasons, option #4 scores at 9/10 for this category.
Maintain Customer Satisfaction
Initially the customer experience may be impacted during the transition. It will require a
shortage of staff capable of working at a high level. Over time however this option will not just
maintain but improve the customer satisfaction. The objective of this option is to increase
employee engagement, improve the cohesiveness of the team, and improve the skill level of all

of the employees. These improvements in staffing are sure to lead to happier customers. For
these reasons, option #4 scores 9/10 for this category.
Improve or Maintain Profitability
During the transition we would anticipate minor dip in profitability. This has to do with the
amount of money that will be invested into the creation of a training program, paying employees
overtime during the creation, training, and implementation of the program, and a temporary dip
if there is a decrease in productivity. After the transition I would anticipate an improvement in
profitability due to customers having a higher amount of satisfaction. For these reasons, option
#4 scores a 9/10 for this category.
Within our Present Resources & Capabilities
This option leverages our current resources and employee base. It involves applying
management and research techniques to empower employees and build on the skillset we already
have. For these reasons, option#4 scores 10/10 for this category.
Speed of Implementation
Each component will take time from, brainstorming ideas to facilitating focus groups, creating a
formalized plan, creating a plan for implementation, rolling out the training program, measuring
the results and finally adjusting or making changes as needed. For these reasons, option #4
scores a 2/10 for this category.
Option #4
Employee Engagement
Employee morale should remain high with this option. Promoting a current bartender to be a
team leader on the lunch shift would resolve the problem of being short-handed, while
backfilling that bartenders position should require a very short-time of adjustments. For these
reasons, option #5 scores 9/10 for this category.
Maintain Customer Satisfaction
Having the addition of a team leader on the lunch shift should maintain satisfaction of customers.
There may be a short-adjustment period where the new employee spends time building rapport
with any regulars we have. For these reasons, option #5 scores 8/10 for this category.
Improve or Maintain Profitability
We would expect profits from customers to remain constant during this implantation.
Alternatively, there will be an investment required to train new employees, and a larger
investment required to add one additional headcount to our staff. For these reasons, option #5
scores at 5/10 for this category.
Within our Present Resources & Capabilities
Resources will be required in order to hire a new employee. Looking for a permanent employee
may take additional time because we want to ensure we are hiring someone who meshes well
with the existing team. We will also have to devote resources to training an existing employee to
become a team leader. For these reasons, option #5 scores a 3/10 for this category.
Speed of Implementation
The time it takes to implement this solution will depend on the time it takes to find a qualified
candidate, and the period of time it takes to train the new employee, and the existing employee
for the team leader position. For these reasons, option #5 scores at 6/10 for this category.
8. Decision and Justification

Requesting Cal to come into work on modified duties is the best solution to our problem.
Leveraging Cals expertise and experience to create an employee training program with focus on
increasing knowledge and skill level of all staff members will do a number of things for this
business. First, it will boost employee engagement. Second, it will leave us with a larger pool of
trained, experienced bartenders, servers, and kitchen staff. This way, should a situation like this
arise in the future we will be well equipped to handle it. Third, it will make it less desirable for
an employee to leave us. Reducing employee turnover will mean each employee values their job
more, and that will translate to happier customers.
9. Implementation
Cal will work 12 weeks of modified duties. To assist in mitigating the effects of the shortage of
staff he some of his shift will overlap the lunch hour. With his experience he can spend a couple
of hours sitting in an ergonomic chair behind the bar and observing the shifts. He will be there
during the busiest time at lunch. He can assist by delegating tasks and taking notes on what is
working and what is not, as well as answering questions any junior employees have and
continuing to build relationships with customers who are sitting at the bar. This will help to
improve the efficiency of the staff while he is off. The owner (me) will also jump in on the
lunch hour shift to assist with food delivery and cleaning tables. This will also provide some
relieve to the lunch hour staff which will keep their morale up, and will ensure customers are not
being impacted.
In order to implement the employee engagement and training program we will be required to
make a plan. The steps we will follow are: setting goals, developing commitment to the goals,
developing effective action plans, tracking progress toward goal achievement and maintaining
flexibility2. Setting goals will involve all staff members. A staff meeting will be held to review
the objective and get feedback and input from employees. Together we will set S.M.A.R.T.
(specific, measurable, attainable, realistic, and timely) goals. The goals will focus on how we
can leverage our existing resources to create a competitive advantage.2 Once we are in
agreement on the goals we will develop a commitment to achieving these goals. This will be
done through encouraging each team member to take ownership for all or some of the process.
Small work teams2 will be created. Each work team will include at least two bartenders, two
servers, and two members of the kitchen staff. Each work team will independently explore ways
in which we can improve employee engagement, improve customer satisfaction, and ensure each
employee is being compensated fairly for the work they are doing. This will prevent other
employees from feeling as though one shift will make more money than another shift. Each
person will be granted monetary incentives for taking part in the process. With the team an
action plan will be laid out for the next 12 weeks. Once the work teams have brainstormed ideas
they will meet with Cal who will compile all of the information. The implementation phase will
involve communicating findings back to employees, obtaining buy-in, and moving forward with
the plan. We are optimistic that employees will come to the conclusion that a period of
monitoring each employees earnings, on each shift, will be the best way to determine if earnings
are fairly distributed.
Cal, and the other team leaders, will create a training program that will focus on bartender
productivity. Creating a formalized training program will help shape a hierarchy allowing each
employee and opportunity growth within their role. The objective of the training program is to

not just focus on productivity but also leadership and motivation techniques. The training
program will be rolled out, with Cal and the owner (myself) facilitating to each workgroup.
A look at the current schedule will also be important. After concluding that there is no
favouritism in shifts, and that each person will be responsible for working a variety of shifts, we
will create a schedule that will build on the relationships developed in the work groups. This
way we will be encouraging cohesion. We will offer shift incentives and employee recognition
weekly. We will measure the most productive work group (by looking at how long it takes for
each table to receive their drinks, food, bill etc.), customer satisfaction (by asking customers to
provide their feedback after their experience), and profitability (by reviewing how much money
we brought in on each shift). The intention of doing this is to create healthy competition
amongst work groups, and to ensure that each employee is feeling valued.
Finally, we will continue to monitor this process and the program. As employees are doing well
we will offer them an opportunity to go through the training program that was designed and
become a team leader. We will be flexible and make changes as necessary.
The overall objective of this strategy is to increase employee engagement. As we know, an
engaged employee is less likely to want to take time off, and less likely to want to leave.
Creating an environment that is the best place for individuals with this skill set to work will have
large effects on our business as a whole by increasing productivity and customer satisfaction.
A timeline of implementation is as follows:
Week # / Objective

10

11

12

Cal monitoring the lunch shift

First employee meeting
Creation of S.M.A.R.T. goals
Creation of training program
Schedule modification
Roll out training program
Begin employee incentive program
Monitor progress and results
Adjust plan accordingly
10. Bibliography and Appendices
1. Irvine, D. (2009, May 8). Employee Engagement: What It Is and Why You Need It.
Retrieved October 22, 2015.
2. Margueratt, D. (2015). MGT 2328 Introduction to Management Fundamentals Case
Methodology.
3. WCB - Workers' Compensation Board - Alberta. (n.d.). Retrieved October 22, 2015.
4. Bartender Salary (Canada) Canada Home Change Country Don't see what you are
looking for?Get A Free Custom Salary Report . (n.d.). Retrieved October 22, 2015.

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