Pizza Today - July 2021 - 32

Identifying managers
Bringing in new employees is vital,
but where do we find new managers?
We don't look far, as we love to promote
from within, lifting people in regular
staff positions into leadership roles. This
makes us a strong company from the inside
out, and we have great idea of who
we are getting. We do occasionally hire
from the outside, but that is typically
for an entry-level management position,
such as a shift leader.
Whoever it is, they will work and
train through the ranks, from kitchen
manager to assistant manager and then,
finally, into a general manager role. In
the nine years of our company, we have
never hired a general manager from
outside the company. Only twice have
we hired assistant managers from the
outside, but each worked and trained
very hard and became general managers.
Training days (and days and
days...)
Training is essential for the overby
Galbani®
Tigrato®
all development of the team and the
retention of your staff. An employee
who is trained well at their job and is a
contributing member of a team is more
likely to stay and be part of the team.
We have all been in a situation at a job
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on the first day where the boss says,
" This is Joey. Joey, this is the New Guy, "
and off they go. Joey might tell the New
Guy whether he likes the place and
show some of the ropes - all with no
rhyme or reason behind it. It's your job
to put some direction and purpose into
your training program. We break ours
into three phases.
1. Onboarding: This is the phase
where we do an employee's paperwork,
get their information into the computer
system, introduce them to the rest of the
team and give them a tour of the store
and its operations. This includes showing
off everything from the dumpster
and bathrooms to where the schedule
is posted, where the coolers are located
and everything in between. We want
the new hire to feel like part of the team
@GalbaniProfessionaleUS
©2021 Lactalis American Group, Inc., Buffalo, NY 14420.
Galbani is a® of Egidio Galbani S.r.l.
from the moment they come aboard, so
it's important for them to see the layout
of the whole operation and to meet as
many of the team members as possible.
2. S.A.W.: Show. Assist. Watch.
It's our simple process for training in
common tasks. For example, let's say we
are teaching a new hire to stretch dough.
First, we show them how we stretch a
dough ball, step-by-step. Next, we do
each step together and assist them along
the way. Next, we watch them stretch
the dough by themselves, coaching
them as we go (in truth, the coaching
never ends). In addition to using
S.A.W., we also have a detailed training
packet (which we will share at the class)
that we guide each new team member
through depending on their position.
3. Evaluation and constant
coaching: The last phase might be the
most important. We meet with each
new employee on the last shift of each
week in their first four weeks for an
update on their progress and to simply
communicate with them. We listen for
feedback and we also give positive reinforcement.
This culminates in a final sitdown
in which we go over each line of
the training packet with them, hopefully
setting them up for success. Once this
process is complete, we repeat it over
and over for each new team member.
Following this process, we continue
to find and train great team members
- and I'm also able to get some sound
sleep!
Jokes aside, hiring and training is
right next to the quality of our product
in why we've been able to succeed at
Caliente. Customers truly can tell a difference
when employees and managers
are lacking in skill or training, so be sure
to join myself and Will for our workshop.
We're looking forward to seeing
you! n
NICK BOGACZ is the founder and
president of Caliente Pizza & Draft House in
Pittsburgh. Instagram: @caliente_pizza
Pizza Today - July 2021

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