@ Coffee shop owner: the barista resigned, just like throwing money into the sea!

High staff turnover has always been a problem that can not be ignored in the coffee industry.

Perhaps many coffee shop owners will think that it is because the younger generation is not determined to stick to one thing, so they want to resign in a couple of days. Although there is this factor, but as a coffee shop manager, do you also consider that you are also a part of the factor? Many coffee shop managers are talking about recruitment, always shaking their heads and sighing that my salary is already higher than that of many coffee shops, but there is still no way to make baristas have the idea of staying for a long time.

A coffee shop manager and code clerk once shared that he had hired a young man who could do a good job in coffee knowledge, technology and customer service. At that time, many customers came because of this barista, and many of them became regular customers in the store.

For his performance, the manager said he was very satisfied. In order to keep him, he also offered good salaries and benefits, hired other baristas and worked part-time, and then took care of other businesses himself. As a result, the store manager applied to resign within a few months because he was tired.

When leaving the store, the manager explained that although there were enough people in the store, other baristas could not help in operation management and training except for production and customer service. Part-time customers' complaints and some unexpected small things could not be handled well. From opening to closing, all kinds of problems need to be solved by him.

When the manager returned to the coffee shop management, he found that he could not take over the management job, even though the owner of his own shop. Because of the different ways of management, other former baristas and part-time jobs have also left one after another. Later, a new store manager was hired, but the management and production of the new team could not keep up with the previous model, the new barista left after a month or two, and the regular customers seldom came back because of the manager's departure, and the turnover began to decline.

Although this is only a personal experience sharing, some of the problems are the wrong decisions made in the management of many coffee shops. One is 100% decentralization, I know nothing about the operation of the coffee shop, the other is to focus on one person, and there is no relevant training for other personnel; one is that the new manager does not make appropriate adjustments to the original mode of operation and management in the store.

As a coffee shop owner, that is, the person in charge of the coffee shop, he must be aware of all the operations and products in the shop! Hiring a manager is just a role to assist in operation and management. No matter which industry it is, the loss of employees is inevitable in the end, so as a boss, you must be prepared in advance to take over the job immediately.

When a cafe needs to hire a manager to assist in its operation, the first thing the manager should do is to develop a stable framework, set up general operational requirements and production requirements, and need to know what every employee needs to know. Then ask the manager to refine and adjust (optimize requirements), train, and correct problems in a timely manner when problems are found.

This can ensure that after other personnel assist the manager to leave, the ‍ will not be "scattered", and the manager can immediately dock the work and record the existing optimization plan. Only in this way can you take the shortest time to get to know the team and continue to stabilize morale when the next co-manager appears.

Training cannot be entirely dependent on one person. As the manager of the coffee shop, he must know how to make all the products and the requirements for the production. only when he has done it, the people behind him can do it well. All the training begins with the manager, who decides whether there are good or bad production habits and whether or not there are requirements for each product.

For example, if a trainer does not do a good job in the training process and the manager does not correct it in time, the wrong thing will only go wrong all the time. Product stability has always been the core thing of a coffee shop, do not think that guests can not drink it, when the matter is serious, it can directly affect the reputation of a coffee shop.

In addition to coffee shop management, if you want to have more development in a coffee shop and retain more baristas who can help the brand develop, the manager needs to understand the different expectations and needs of each person in terms of career development.

Each person applies for a job for different reasons and needs. When you meet people who are passionate about coffee, the person in charge can give them the right guidance and give them a sense of belonging in the team, so they will perform better at work and have the idea to stay and develop.

It can make people feel a sense of belonging in the team, which will affect consumers. Baristas are brand ambassadors of coffee shops, so if they can be valued and encouraged, a positive attitude can not only maintain a stable quality of products, but also increase customers' trust in the brand and the repurchase rate. The continuous repurchase rate is the key factor for the sustainable development of the brand, and the repurchase rate can not be separated from these brand ambassadors.

Many coffee shop managers think of the frequent turnover of baristas in this way: resign and resign, and there is no shortage of people applying for baristas. The high turnover rate can be said to be harmless to the staff themselves, but it is an invisible killer to the coffee shop.

Trainers need to invest the cost of time, personnel and materials, and recruitment also requires the cost of time and energy. At the same time, how much profit will it bring to have baristas who can produce stable products and provide quality service? The turnover cost of a person is much higher than what he wants. These losses are invisible, but they will continue to occur.

So if you really want a coffee shop to continue to develop, you can't fight alone, and what a person can do is very limited. When there are people who can assist in development, they should employ their talents, give them opportunities, delegate power properly, and work together.

The manager can't ask everyone to fight like you, but they can make everyone willing to work with you to make the brand better.

Photo Source: Internet

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