There is a saying in the restaurant industry that with a good store manager, the restaurant is halfway to success.

The store manager is the centerpiece of the restaurant and the bridge between the store and the team. In order for the two to function effectively together, the store manager needs to play a variety of "identity".

The restaurant manager's "five identities" 1. representative: on behalf of the store and the team's image, shoulder the responsibility of the entire store operations 2. coordinator: command and distribution of the daily work, coordinating and dealing with the problem of contradictions 3. observer: meticulous records and analyze the daily business conditions and staff working conditions 4. trainer: inspire team morale, cultivating staff growth 5.

On the contrary, the first thing operators need to do before the interview is to make clear what kind of store manager they need, and at the same time, consider the functions that the store manager must play, "according to the map" to screen the alternate store manager.

2 look at the combination of ask interview is not difficult

Interview interview, is straight face + test. Straight face is to observe each other's appearance, the test is to ask questions to let each other respond. Both "look" and "ask" are indispensable for a successful interview.

1What to look for? Look at the demeanor

The store manager represents the image of the restaurant and is the leader of the entire restaurant team. Customers can tolerate inconsiderate waiters to a certain extent, but the expectations of the store manager are much higher and less forgiving. Therefore, in appearance, do not ask the store manager has a "high value", but from the speech and demeanor in line with the following points, so that the selected store manager can give customers a good initial impression.

Confidence is the basic trait necessary for a store manager. With it, the store manager is able to execute his ideas smoothly and open up effective lines of communication within the team and with customers. If you can pick up on these three traits from the interview, it means the person is confident enough. The eyes are firm and do not dodge the slower speed of speech, the tone of voice without too much fluctuation without too much, too fast or habitual body movements

Always with a smile catering industry is a service industry, the practitioners of the attitude of the requirements are very high. Smile is the best weapon of the service personnel, store manager as a store manager more need to smile in the face of all kinds of customers. Candidates in the interview may deliberately keep smiling, but the interviewer can still be based on each other's unconscious behavior when the expression to determine whether the other party has developed the habit of smiling. For example, observe the other person's expression when he or she enters and leaves the room, and observe whether the other person likes to frown when he or she is thinking about a problem ...... and so on.

Good listening Knowing how to listen is a prerequisite for efficient communication. This trait helps the store manager not to be confused by preconceived ideas and to make reasonable judgments after fully understanding the current situation. In addition, listening also helps to establish a friendly image of the store manager, to enhance the affinity when communicating with customers, and to promote problem solving. A good listener will follow the other party's eyes and body movements when they speak, nodding their heads to show that they are following the other party's thinking, and giving appropriate verbal responses.

2What to ask? Ask the experience of thinking

Store manager as the soul of the store as a whole, must be clear thinking, clear priorities. Problem solving, scheduling work progress, store long-term development planning, improve turnover and customer satisfaction, all of these need to store manager to do a structured analysis. This trait is difficult to observe, and needs to be expressed verbally by the interviewer. Effective questioning becomes a key part of the interview.

Experience ≠ KPIsAn experienced store manager can make a restaurant run smoothly.KPI performance is the most direct way to show the manager's experience, but it is too simple and crude. The store manager needs to "play" multiple roles, including not only turnover requirements, but also employee happiness, team cohesion and other requirements, which can not all be assessed by KPIs?

Questioning the future store manager, to avoid staying in the performance indicators and other "surface work", ask each other what to do, the more details of the question the better, according to the other side to solve the problem of the specific practices to evaluate. For example: the staff is negative, how do you motivate them? How did you decide on the supply of raw materials for the restaurant? Have you ever dealt with customer complaints? What was the process? What's the best way to keep sewage from collecting in the kitchen? How long does it take you to train your new recruits?

3Insure talent with soft power

Good store managers are hard to come by. The operator's thirst for talent is understandable, but good talent is never easy to obtain overnight. With the rising cost of labor, coupled with the ever-changing development trend of the restaurant industry, now a good store manager often need to spend a lot of money to hire, even if the "hand" after the store manager is not guaranteed to continue to jump ship or set up their own business.

How to keep a good store manager then, in the face of hard work "invited" excellent talent, how to reduce the risk of losing them? As the saying goes, "a good tree nests in a tree", operators in the assessment of the candidate store manager at the same time, but also to seek their own: their restaurants are competitive enough to attract good store manager? Restaurant operators may wish to score their own restaurant from the following points ~ 1. whether to do the daily operation of the restaurant's authority completely decentralized to the store manager? 2. whether the salary and wages are satisfactory to the staff? How about the mobility of the general staff? 4. Are the operational targets given to the store manager reasonable? 5. Do you have the confidence to give the store manager enough support in major events and crisis moments? 6. What are the prospects for the development of the restaurant? Can you provide enough development space for the store manager? Enhance their own competitiveness, so that the excellent store manager is attracted to the flash point of the restaurant, so as to ensure that the excellent store manager is not easily lost.