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HOTEL BUSINESS REVIEW

AUGUST FOCUS: Food & Beverage

 

Professional Development Within Food and Beverage at the Windsor Court Hotel

By Skip Adams Director of Food & Beverage, Windsor Court Hotel | August 2012

Directing a staff of over 150 hotel employees can be challenging on a day-to-day basis. Keeping them informed of current bar and restaurant offerings is even tougher. At first glance, the goal of keeping all staff knowledgeable on current menus may seem insignificant, but in this industry, as in many industries, human capital is the foundation for a strong business. By having an entire hotel staff constantly engaged and informed, the entire hotel improves its customer service. . Something as simple as front-line staff recommending a new dish or cocktail to a guest can enhance their overall experience, making them more inclined to become repeat customers. New Orleans has long established itself as a beacon for foodies yearning to explore both the traditional Creole and Cajun fare as well as the latest in gastronomic techniques and trends. Windsor Court must not only maintain a high level of customer service to visiting guests but also differentiate themselves from other local bars and restaurants in order to attract a loyal, local customer base. There are specific challenges when developing a continuing education program. Menus are changing seasonally, and trends affect every aspect of the industry from cooking techniques to service. Additionally, the service industry has a reputation for high turnover rates, and the process of successfully keeping employees engaged and interested in bar and restaurant offerings becomes a question of economics: should we invest in staff who may not remain with the company? However, education is often at the core of what employees want out of their job. We help our staff realize that what they learn with us can increase their skill level. As a result, the opportunity for professional growth through education creates a palpable loyalty among staff. Gone are the days of simply testing new hires on their memorization of hotel menus. Now, the key of education is emphasizing an open, hands-on environment, with a little bit of healthy competition thrown in. We have established multiple programs geared toward the entire hotel staff across multiple departments, creating an educational process that is in-depth, multi-faceted and ever evolving. ![alt text][1] **Continuous Education** Keeping education less theoretical and more hands-on is necessary to keep staff up to date and interested. Let’s be honest, a staff member is going to be able to explain how and why a wine pairs with a specific course if they can recall juicy details from personal experience. So, we offer a daily wine and menu tasting to all hotel staff. This serves a couple different purposes. First, we want staff outside of food and beverage to have expert knowledge of our changing menus. For example: a guest, famished from a day of activity, heads to reception to check in and asks for dinner recommendations. Our concierge can easily recommend specific dishes and drinks at the hotel restaurant rather than sending them outside the hotel. Not only does this exemplify great customer service, but it also keeps business within the hotel. Second, with firsthand knowledge of the menu, employees interested in either being cross-trained or switching over to food and beverage have the opportunity to make a seamless transition. Many hotels don’t offer this opportunity to their employees, and it has allowed our staff to explore other career paths within one organization. Lastly, since daily tastings are open to all staff to participate, bonding will be a bonus, strengthening employee camaraderie. Healthy competition also comes into play here, too. Many staff are eager to learn and push each other, whether it be nailing the descriptors on a wine during line up, or being the first to identify at a blind taste test. This competition encourages morale and, in turn, lowers turnover as many staff realize this is the place to advance their career. When we expanded our hotel programs to include menu options for our brand new spa, our taste tests were instrumental in educating the estheticians and spa receptionists about our menu. Furthermore, the tastings led to improvements to the menu, as the spa staff offered insights regarding what typical spa guests would want to eat and drink prior to and after treatments. Now, our staff can recommend food and wine for guests who are looking to be pampered inside and out, elevating the customer service and guest satisfaction. Education doesn’t begin and end at our hotel, either. We pay for specialized certifications, training, industry events and professional memberships for our employees, including sommeliers, chefs and servers. In the near future, we hope to implement research and internal presentation programs for our staff. **Food and Beverage Library** Success within culinary offerings does not always lie in combining trends and innovation; it often lies in history. Some of the first bars in America were hotel bars (and in New Orleans), where people enjoyed a cocktail while waiting for their room. This tradition of the cocktail remains today, but we’ve found that the most successful hotels are also watering holes for locals. Because of the need to appeal to two groups of customers, it’s important that employees have a solid knowledge of what their working with and serving to customers. For example, visitors looking for a drink may not want to decipher a menu of concoctions. However, locals may be inclined to be a little more adventurous with their drinks. To help educate staff, we offer staff access to our physical culinary library, where employees can reference both traditional and non-traditional volumes. Staff can check out books at their leisure and read up on whatever is interesting to them. A few recent titles we’ve added include, How to Taste: A Guide to Enjoying Wine, Speakeasy, Setting the Table, and Craft of the Cocktail. Additionally, staff members have access to our Amazon.com wish list, so if they can’t find a book they like or if they’re interested in reading up on a subject, they can request it. The library isn’t merely physical books, either. E-books and film are becoming more and more popular too. What’s the end goal for offering a library to our employees? Simply put, staff can better explain what makes for an outstanding cocktail. For example, our head mixologist, Christine Jeanine Nielsen, came to Windsor Court last January and immediately threw out drinks that used pre-made mixes, instead springing for fresh juice. Knowing how to mix a cocktail is a great, but education behind the base spirits, bitters, and fresh juice principles give the libation its integrity. Staff can explain this to inquiring guests, and locals can enjoy adventurous cocktails that set the Windsor Court apart. **Manager-In-Training Program** Finally, the key to successful education is motivation, and keeping opportunities for movement and growth present. By offering a selective Manager-In-Training program, entry-level staff are encouraged to strive for their best performance and look to the long-term. The Manager-In-Training program is an annual, application-based process that selects two staff, one from the front of house and another from kitchen, to receive training to potentially fill a management position. The selection process for the program is primarily based on potential within each applicant. Once selected, applicants are able to take free management classes and are trained in what it takes to successfully manage a hotel property. Promotion is obviously not guaranteed, however, participants have the opportunity to learn valuable management and organizational skills. ![alt text][2] Educational programs not only benefit hotel employees across the board, but it also creates a better hotel experience for the guest, no matter the situation. Through education, employees are better equipped to inform guests on a range of taste preferences. Additionally, recommendations have an increased credibility, as they stem from personal experience, something hotel visitors want. Furthermore, a trend in the hotel industry is personalization to the guest. For example, an annual event we host each summer is our Princess Tea at Le Salon, geared towards families with young children. Each child who attends receives a crown or tiara and a visit from a ‘real’ princess. With individualized interaction with a “princess” and take away gifts, we realize what we do may only seem like great customer service, but it actually can become great memories for attending children and their families. This example can be applied in a more general way, too. A guest could be visiting a hotel, mention that they are vegetarian, and staff can take that as a cue to suggest dishes that meet their dietary needs. This approach is simple, but very effective, and a clear example that staff education is the foundation of guest personalization. Here in New Orleans, we have a famous saying, ‘Lagniappe’, which is a French-Spanish word meaning, “a little something extra.” In fact, Mark Twain wrote the word in particular is, “worth traveling to New Orleans to get.” Working in a progressive food and wine market with constantly changing trends, offerings, and competition motivates us to set ourselves apart, and education starting on the ground floor has been the most effective way to do that. By promoting this mindset, not only are we accomplishing what we set out to do for the guest, but we’re also developing quality hotel employees. Whether or not they choose to stay with us or not, their impact within the industry lies far beyond the walls of our hotel. [1]: http://www.hotelexecutive.com/images/business_review/windsor1.jpg [2]: http://www.hotelexecutive.com/images/business_review/windsor2.jpg

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Alexander Mirza How Canada Can Become A Hospitality Superpower
  • By Alexander Mirza, Founder & CEO, Mogul

    • The Canadian economy is at an inflection point. According to the Organization for Economic Cooperation Development’s (OECD) forecasts for 2023 to 2034, Canada’s GDP will grow at a lackluster annual rate of 1.4%, among the worst performing advanced economies. More recently, Canada has been leveraging its talent pool to develop innovative technology hubs in artificial intelligence and clean energy. Still, although institutions along with tax and immigration policies are working to mitigate Canada’s historic “resource curse,” those policies have thus far failed to completely break it. The tech sector accounts for $116 billion, or 6% of GDP, while...

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Ahmed Mahmoud How to Get Revenue Management Right for 2024
  • By Ahmed Mahmoud, Founder, revenueyourhotel.com

    • As we approach the year 2024, it is time to look ahead and explore How to Get Revenue Management Right for 2024 with the top trends set to further transform this dynamic industry, where the sector is regaining balance and is witnessing significant shifts in revenue management practices. These changes are driven by the need to adapt to evolving market conditions, improve efficiency, provide the best experiences for hotel guests, and meet the changing preferences of guests.The year 2024 stands as a beacon of transformation in the realm of revenue management. As the hospitality industry continues its journey of adaptation...

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Matthew Gray The Art of Culinary Presentation in Hospitality: Elevating the Dining Experience
  • By Matthew Gray, Vice President of Culinary, Valor Hospitality Partners

    • In today’s competitive hospitality market, food presentation isn’t just about making dishes look great—it’s about creating an experience that speaks to guests before they take their first bite. Within my role, my goal is to ensure every dish we serve tells a story and reflects who we are as a brand. Food presentation, for us, is about bringing together our identity, our team’s creativity and the best ingredients in a way that resonates with guests. We recently transformed our food and beverage arm with the introduction of SAVOR, to focus on kitchen & bar innovations. This will strengthen our...

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Andre Carrier Embracing Family and Employee-Ownership: The Eureka Casinos Story
  • By Andre Carrier, President & CEO, Eureka Casinos

    • When Eureka Casinos became the first 100% employee-owned hospitality company in the U.S. in 2016, the move was much more than simply a business strategy. Our company was founded in 1997 by our Chairman, Greg Lee, and his family. The decision to sell the company to our employees reflected a deeper philosophy — a way of life that today permeates every facet of our company. It’s a testament to the power of family, shared purpose, and the potential within each individual. Our journey toward employee ownership began when Greg and I made a startling observation. The traditional...

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Brent Hayhurst Elevating Boutique and Independent Hotel Bookings: The Role of Technology and Vendor Partnerships
  • By Brent Hayhurst, VP of Program Development, Curator Hotel & Resort Collection

    • In the dynamic landscape of hospitality, boutique and independent hotels are increasingly recognized for their one-of-a-kind and personalized guest experiences. However, in a world dominated by online booking platforms, stiff competition, and endless options, hotels face the challenge of standing out while ensuring seamless booking processes and exceptional guest satisfaction. To navigate these challenges, boutique and independent hotels are turning to technology and strategic vendor partnerships to enhance their approach to online bookings and to create efficient procedures. At the center of this process is a collaborative effort by independent hotels to prioritize frictionless booking and leverage...

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Prabeen Prathapan More Than a Hotel Restaurant: Takeaways from Hilton Anaheim's Culinary Reinvention
  • By Prabeen Prathapan, Executive Chef, Hilton Anaheim

    • When I stepped into my role as Executive Chef at Hilton Anaheim, it coincided with the largest renovation in the hotel’s 40-year history. But this wasn’t just a chance to update dining spaces or reimagine menus; it was a rare opportunity to fundamentally rethink how hotel food and beverage can engage today’s guests, drive revenue, and foster long-term loyalty. In today’s hospitality landscape, food and beverage are crucial to a property’s success. Travelers expect more than convenience; they seek memorable, locally inspired, and value-driven dining experiences. At the same time, local communities instinctively shape the success of hotel restaurants. They...

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Sergio Saenz Emerging Trends That Will Inform Hotel Design in 2024
  • By Sergio Saenz, Arq., Intl. Assoc. AIA, HKS

    • In this period of rapid environmental and social change, adaptive design and innovation are increasingly important topics for consideration within the hospitality industry. As we navigate the challenges of climate change, shifting work paradigms and evolving guest preferences, the industry is witnessing a transformative shift in how hotels are conceptualized and built. This article explores key trends shaping the future of hospitality design, from embracing climate resilience and reconnecting with nature to adapting to the burgeoning Work-From-Hotel movement. Each trend reflects a response to immediate needs and a forward-looking approach to creating sustainable, functional, and memorable guest experiences. ...

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