Mr. Ferrone

Food & Beverage

Hotel Service: Living in Today's World of Labor

By Al Ferrone, Sr Director F&B Marketing, Hilton

As our labor force increases and we evolve into more of a leisure society, many of our new-generation workers do not want to spend as much time on their jobs as employees of the past. This means that one of the key words we as managers, should keep in mind when seeking new talent is balance. We need to make sure that the people who work in our industry keep a balance between work, family and leisure time. The more balance, the more stability. The more stability, the more productivity and less turnover. If we are going to attract the new wave of talented managers, we need to measure a person's worth or accomplishments based not on how much time is spent on the job, but rather on the person's productivity. A highly productive 50-hour, gung-ho enthusiastic manager who gives 110% is much more valuable than a tired, half-conscious 70-hour manager going through the motions.

As I spend time recruiting at universities, I am frequently asked, "Do you have any openings in your R&D department?" or told "I would like to work in the corporate office." First, we don't have an R&D department in our food and beverage department, and it took me 22 years of working in hotels before I obtained my first corporate position. As educators, we can impact our students' expectations by explaining that achieving a corporate position in food and beverage is not guaranteed by obtaining a degree, but requires hard work, experience, and accomplishments.

In order to achieve maximum productivity, we need to train consistently - not train employees for the task at hand, but train them for their future positions. Setting next-steps training goals for higher positions increases motivation and reduces attrition, which also increases productivity. If we increase productivity, it makes it easier to pay a competitive wage that will attract a quality workforce.

In addition to productivity, an issue facing our labor force relates to the common phrase, "You have only one chance to make a favorable first impression." Unlike our friends in the manufacturing segment of our economy, we cannot send our labor needs to a third- world country, nor do we offer a durable-goods product that an unsatisfied customer can return or replace. Our business is one of experiences that we create for our guests moment by moment. We must ensure a positive guest experience, as the product we provide (service and food) can be refunded but not returned. In turn, this experience can lead to our establishment's overall success or failure. The hospitality industry workforce is charged with an extreme amount of trust by customers who seek to satisfy their hunger, thirst and pleasure through them and the establishments they represent. In return, the satisfaction our employees receive from contributing to favorable guest experiences is priceless.

We must also incorporate technology, to the best of our abilities, to make us as highly efficient as we can be without sacrificing the human touch which is important in delivering a high quality experience. Using technology to improve service is a must and cannot be ignored. It must be embraced if we are going to continue to be profitable. Increased productivity is the fuel that is driving the economic engine in this country and in most of the mature economies in other countries. The food and beverage industry is the most labor intensive business that I know. In most cases labor is our largest expense and turnover contributes to the cost. Using technology will make jobs easier for our workforce by reducing stress and work loads.

We, as an industry, need to change the perception that most people have of us. Most servers today when asked, "Why have you selected your current job?" will respond with, "I'm doing this until I find something better." In New York and Los Angeles, many servers are out-of-work actors waiting for their next role. We need to find a way to elevate the server position to one of a craft as it is viewed in other countries. We need to bring respect back to our industry. The process needs to start from within our own industry. I love it when I speak to a waiter and ask him/her as to what he/she aspires to be and the answer is, "I'm happy being a waiter." It brings tears of joy to my eyes. There is nothing wrong with it. A great server/waiter/bartender can make as much or more than most white collar professionals.

In conclusion, the service/hospitality industry remains dynamic and rewarding, and I wouldn't work in any other industry. These attributes, combined with proper education and training and a positive work/life balance, are keys to attracting and retaining a talented new labor force. As with any industry, attracting employees who possess passion, excitement, pride, enthusiasm, respect and, most of all, enjoyment toward their jobs is a recipe for success. If we don't change the way we do business or the way are perceived we will great reduce our chances for success.

Al Ferrone is a Graduate of the Culinary Institute of America (C.I.A.) with 27 years of experience. Al is the Senior Director, F&B Marketing/Operations Hilton Hotels. He oversees the marketing functions for food & beverage. Prior to Hilton, Al served as Senior Corporate Director of Food & Beverage for Promus Hotel Corporation, Doubletree Hotels and Red Lion Hotels. He has served as an Executive Chef and worked for large four and five-star hotels in New York including the Wardorf-Astoria, The Place, Marriott Eastside/NYC, and the Marriott Marquis/NYC. Mr. Ferrone can be contacted at 901-374-6097 or Al_Ferrone@hilton.com Extended Bio...

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Coming Up In The August Online Hotel Business Review




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Food & Beverage: Multiplicity and Diversity are Key
The challenge for hotel food and beverage operations is to serve the personal tastes and needs of an increasingly diverse population and, at the same time, to keep up with ever-evolving industry trends. In order to accomplish this, restaurateurs and hoteliers have to flex their creative muscles and pull out all the stops to satisfy their various audiences. One way to achieve this is to utilize existing food spaces in multiple ways at different times of the day. Lunch can be casual and fast, while dinnertime can be more formal and slower paced. The same restaurant can offer counter service by day but provide table service by night, with a completely different menu and atmosphere. Changes in music, lighting, uniforms and tabletop design contribute to its transformation. This multi- purpose approach seeks to meet the dining needs of guests as they change throughout the day. Today’s restaurants also have to go to great lengths to fulfill all the diverse dietary preferences of their guests. The popularity of plant-based, paleo, vegan, and gluten and allergen-free diets means that traditional menus must evolve from protein-heavy, carb-loaded offerings to those featuring more vegetables and legumes. Chefs are doing creative things with vegetables, such as experimenting with global cuisines or incorporating new vegetable hybrids into their dishes. Another trend is an emphasis on bold and creative flavors. From chili oil to sriracha to spicy maple syrup, entrees, desserts and beverages are all being enhanced with spice and heat. The August issue of the Hotel Business Review will document the trends and challenges in the food and beverage sector, and report on what some leading hotels are doing to enhance this area of their business.