concierge confidentiality

'Tis the most (busiest) time of the Year'

noreply@blogger.com (Anonymous) — Mon, 22 Dec 2014 22:31:00 +0000

Forsaking William's silver pen this time, Giles has a festive theme for this post.

In hotels and restaurants, colleagues are like family. Actually, many hospitality employees spend more time with their colleagues, and are closer to them, than their own family!

At Christmas time, hospitality is one of the industries where you actually work on Christmas Day.
The festive season is a long, tough grind in the industry, with little time for festive cheer midst very long and demanding hours. Special festive events, endless corporate and family parties coming in, themed menus, last year's tired tinsel, trying to dodge the awkwardly placed Christmas decorations, and more mince pies than ever seen before are the order of December in the industry as hospitality workets try to provide others with a 'perfect' Christmas.

From that, however, a festive theme and cheer all of its own is derived. Although far from family and friends, although far from feeling merry and festive (more like exhausted and drained), from that arises a strong festive cheer and bond between colleagues in the hotel or restaurant

Although not with your own family, and working on December 25th- you are with your second family. The whole team is all together, celebrating Chrsitmas together. Thus creates a strong bond, and a feeling of great camraderie.

Although always a very busy, demanding, and long day full of hard work- overall it is great fun. Christmas Day in the restaurant comes with spirit, good cheer, camraderie, and a festive air it. Despite working on that day, rarely do you miss out on the festivities, or the goodwill (except when serving that thirtieth plate of turkey dinner, and knowing that the Chrustmas Puddings for the eight at Table 12 are waiting, as is the wine for Table 5- and will someone shut that screaming kid up!). It is indeed a joyous day- especially for the accountants, and for profit margins.

In addition to giving festive cheer to the guests- you get strength and festive cheer from each other. Especially after the last guest has departed in a haze of goodwill and mulled wine, and the carefully placed tinsel is now decorating the floor, and the door is firmly shut. That is when festive cheer really returns, as the staff get to unwind, laugh and joke, and take it easy as the restaurant is slowly, laboriously reset after the Christmas carnage. Indeed, quite often the staff will have their own (impromptu) Christmas gathering at that time. That is when hospitality staff really see the meaning of festive cheer, and being part of that hospitality 'family' really becones evident.

Wishing everyone in the industry this Christmas time a very Merry Christmas. Yes, it will be hard work, and long hours- but the spirit of Christmas will be there!

Shift Leaders: An Appreciation

noreply@blogger.com (Anonymous) — Fri, 05 Dec 2014 14:59:00 +0000

A person often overlooked in bars, restaurants, cafes and lounges is the long suffering Shift or Team Leader. However, the role they play is vital.

Quite a few paces for various reasons (mainly due to size of establishment and size of workforce) do not have one. However, either officially appointed or unofficially recognised as such, the Shift or Team Leader of real concern to the supervisor or manager.

The Shift Leader has often been working at that particular place for some time (given the turnover in the industry that in itself is no mean feat). Indeed, the good Shift Leader is of often themselves very experienced in the industry. They have an in depth knowledge of the industry and the establishment. They know who to turn to, who actually gets things done, how staff will react to certain requests (such as the standard hospitality request of staying late). In a hotel, they know who to talk to, or indeed how to actually get things done, in other departments. Often, they are the first ones in, and the last ones out. However- they also know all the secrets, and where the bodies lie. They know the rules, and how to get things done- they also know how to actually get things done, and how to circumvent the rules and procedures when necessary. They can also be a bit outspoken- but they have earned it.

A further point is their interaction with the staff. They are (nearly) always from the staff, as opposed to management. However, by virtue of their work, and character, they have earned the ability to take charge of their colleagues and peers- no mean feat. They easily walk the tightrope of assuming control of the place, without upsetting their colleagues, or treading on the toes of management- again, no mean feat.

They are listened to by the staff- a fact which any manager should realise early on. For a new manager gaining the trust of the staff and getting the staff to follow them is very daunting. However, the savvy manager will get the shift leader alongside first- and leave the shift leader to get the rest of the team on board. However, if an incautious manager should marginalise or side line the shift leader- they will most assuredly be in for a bumpy ride. Of course, the industry should not work like that- but many insiders know that it does work just like that.

Similarly, the Shift Leader will often be the confidant of management. Not only will they be one the manager will turn to to get things done- but matters which the staff do not necessarily need to know, or managerial tasks such as cashing up, and ordering, will often be left to them. As such, the shift leader is someone that management can also trust. Indeed, management will often confide in the shift leader in a wide variety of matters- and an good shift leader is the soul of discretion.

Being this pseudo ‘power behind the throne’ is a very tricky task- but, according to Giles, one of the most rewarding. ‘Ultimately, a lot of responsibility is thrust upon the shift leader; they deputise for management, who rely upon them to get things done. They work with the waiters and runners- who rely on them for direction, information, and solutions.’ He also emphasises the point of discretion. ‘Both managers and colleagues turn to the shift leader for advice and assistance, both work related and non-work related. Discretion, and tact, is a must for the role.’

For Giles, one again that quality known as trust arises; ‘both staff and managers must know that they can trust the shift leader implicitly. Earning and gaining that respect and trust, from both sides, is quite hard.’

A good manager will always trust and utilise their Shift Leader. Their experience, both of the venue, and he people who work there, amongst other things, is invaluable. Some in management fail to trust the shift leaders, and fails to utilise their ability and knowledge. However, over time, those latter managers will earn that the shift leader is there because they are dependable, knowledgeable, and, above all- trustworthy. They will get things done- and will have the manager’s back. All the manager needs to do is to realise that- and act accordingly.

Diplomat, confidant, logistics expert, problem solver, advisor: the Shift Leader.

'Education, education, education'

noreply@blogger.com (Anonymous) — Fri, 28 Nov 2014 12:23:00 +0000

Increasingly, the young of today are being encouraged and urged to get further education. Many turn to studying hospitality management, travel and tourism, and related courses, as a stepping stone to a career in hospitality.

Giles’ advice is simple: don’t study hospitality, or travel and tourism, or related.

Those courses will teach a lot of theory, and will introduce the student to a great many models, working practices, and give them a great sense of revenue streams, a knowledge of business, of advertising and media. However, those courses will rarely prepare the student for the realities of working in the sector.

In hotels and restaurants, what is often (admittedly not in all cases) more valued is experience. The practical experience of attending to customers for 18 hours solid. The practical knowledge of coffee service, wines, mis en place and table settings. The practical skills of juggling room allocations; those that need to be serviced and cleaned, those that are ready, those that need to be allocated to specific guest, what rooms can be given to those early check ins, and what rooms can be sold to last minute guests. Giles can (and does) give a whole list of things which are much better learned in practice than in theory- but those will suffice.

The interpersonal skills, pressure, time and financial constraints (to say nothing of allocating often scarce resources) and creative thinking needed when setting up a major event in a hotel can rarely be taught in the controlled atmosphere of a school.

Such practical knowledge is only gained by practical experience, and by being in the job day in, day out. Indeed, that experience, and the skills it brings, will give the hospitality worker a greater grasp of the industry, than the theory and overview taught be hospitality course.

However, Giles readily and willingly admits to being old school in that sense; ‘I never studied hospitality management, or similar. I do not even have a clue what they teach on those courses. I have worked with such graduate’s, though- and they are like a fish out of water on the floor, despite their education. I have, however, worked in the industry for nearly ten years, with no academic qualifications in the sector whatsoever. My qualifications are experience and more experience.’

As regards business practices, business models, regulations, logistics, and similar, such courses are often superior to learning on the job- and making classic mistakes along the way, which damage the business and the brand.

These days, getting a further or higher education is increasingly a gamble and risk- and an expensive one. Gone are the days when adding BA or BSc after your name was a golden ticket to a high flying career and high earning future. With too many graduates (not necessarily university graduates), the market for educated but inexperienced highly educated twenty somethings is saturated.

Increasingly, such education is an investment for the future. More and more graduates will only see the rewards of their education after several decades, when their earning and carer prospects will finally outstrip those of their non-graduate colleagues. In hospitality, the benefits of that theoretical, business knowledge will indeed greatly benefit the individual when they are at General Manager or Restaurant Manager level. Until then- they have a lot to learn, despite their education.

Giles instead offers different advice to the young hospitality hopeful- as blunt as ever. ‘Don’t waste two or three years, your early twenties, your effort, energies and money, on that hospitality course. It is not as valued as you think, and only gets you extra debt. Quit further education- and start working in the sector instead. That will teach you all you need to know.’ In this aspect Giles should know; he started out as a busboy in North America- and has stepped in as an Hotel Duty Manager in London in recent years.

Indeed, many in the industry (admittedly some do) do not have such qualifications- or any, for that matter. Further, many have a weird and wonderful knowledge and skill set; actors, musicians, history graduates, engineering students, dance teachers, freelance translators, single parents, and so on. The list is endless.

With so many students working in the sector to pay their way through increasingly expensive and worthless degrees, the sheer variety of academic and specialist skill and knowledge makes the hospitality workforce a wonderfully diverse, stimulating place to work. Everyone has their own niches areas of random knowledge, which makes the workplace more fun than if everyone had just studied hospitality.

As such, everyone can learn from each other- and not just customer service and mis en place. Indeed, this makes the average restaurant staff one of them most highly educated workplaces.

Cooks & Chefs: A Tribute

noreply@blogger.com (Anonymous) — Thu, 20 Nov 2014 19:57:00 +0000

Giles has learnt the patience and tact, and the ability to conceal his feelings that comes with several years in the hospitality industry. However, there are some things that really annoy him, and which he can be (quite surprisingly) vocal about.

In hospitality, there are various different groups of people and workers. In the food and beverage side of things, there is front of house (waiters, managers, hosts, etc) and the kitchen (cooks, chefs, kitchen porters, etc). Since restaurants began, there has been a great divide between the two areas of food and beverage workers, with misconceptions as to the nature of the demands that both sides both face and put upon each other, and the different challenges each side faces. Often, the same situation will be perceived totally differently by kitchen and front of house.

Over time, such misconceptions and resentment between the two areas of the average restaurant have come to stay. Giles gets annoyed about this. ‘I have worked at all levels front of house. I have run in and out of too many kitchens too many times not to notice a few things about the kitchen. Essentially, that fat, bearded, tattooed, sweating man (or woman) behind the kitchen yelling at you is a cook or chef.’

‘That means that he or she is a professional, just as much as the smooth, suited lawyers, accountants, administrators, HR workers, and similar sitting in the restaurant. That cook has been to culinary school, and has learned and acquired a skill and trade. Working in a kitchen is brutal, and tough. It is not for the faint hearted. To want to enter that kitchen, you must have a set of cojones, talent, skill, creativity and above all passion. A keen eagerness to want to be a cook drives you through every day’s endless service. It is such passion and driver that makes them want to go out and spend thousands on a decent set of (jealously guarded) knives and similar equipment, and to treat those knives like they were Smeagol/ Gollum’s ring. To call someone a cook is to recognise their sacrifice, their dedication, their hard work and their desire and drive to want to enter, compete, and succeed in the industry.’

'As such, of course they are going to short tempered. Of course they are going to be annoyed with the front of house divas and prima donnas. Annoyed with crazy guest requests. They are professionals- and don’t like having to alter their creations. However, that fact that they can, and (albeit grudgingly) do, and above all are able to rapidly think of a way to alter a dish to accommodate even the strangest of guest requests (all the while cursing to make a sailor blush) only shows their talent and ability.’

Giles could go on about this for ages (indeed he does). However, I have to cut him short; this is a blog, not a book. To finish, Giles summarises that ‘I have been in the industry for a good few years. I like to consider myself a food a beverage professional. However, I am front of house, and always will be.’

‘I take one look at the mayhem and tension in the kitchen, and think that I am lucky to be this side of the line. I could never, ever do what those cooks and chefs do. However, from observing things in too many kitchens, I have come to appreciate and respect so much the incredible work and effort of the cooks and chefs. They are true, hard working professionals- and often real characters outside the kitchen as well!’

'There AreTwo Types Of Manager...'

noreply@blogger.com (Anonymous) — Tue, 18 Nov 2014 15:25:00 +0000

Several years ago, a as relatively new food and beverage supervisor, Giles had the opportunity to work under a very unorthodox F&B manager. He was only at that hotel for a few months, but he learned a great deal from Mr. C. He still remembers several management principles and words of wisdom.

Once such expression Giles recalls even today. ‘Mr C told me once that there are two types of manager; those that entered the industry and made their way up the ladder so that they could call themselves ‘managers’ and are able to say that ‘I work in management’. The others entered the industry, and learned about the hospitality industry as they made their way up the ladder, and took the time to understand how the industry works and operated. After their slower climb up the ladder, they become leaders, not managers, and their insight and understanding of the industry is invaluable.’

Giles also goes further with Mr C’s words of wisdom. He ventures that the “two types of managers” theorem can be expanded, and goes so far as to engage with theories of leadership and management.

The matter of good leadership, people management, and essentially what makes a good leader has been debated over centuries by theorists and professionals alike, across all industries and sectors. The head accountant is as eager to be a good leader as is the Army General. Politicians would benefit from leadership master classes just as much as a hospital consultant would.

For Giles, the ‘different kinds of manager’ question is simple; those who treat their staff well, and those who don’t.

One type of manager is business focused. They put profit before all else- quite rightly so, because they are running a business. Working hours, working conditions, holidays, staff issues and requests go by the board, as the restaurant or hotel simply needs to turn over tables, and to get people staying there, and dining there. Staff know that their issues will not be listened to, or if they are, they will take a back number to the needs of the business. All that matters to the manager is the staff turning up on time for their shift, working hard, then going home after many hours of overtime. However, the business is successful, and that manager gets a pat on the back for his profit margins and productivity.

The other kind of manager is the opposite. For them, the needs of the business are secondary. Their staff are treated well, and are put first. They will always have time for their staff, will always be there to help them through tough times, will always have their back in any work related issue or dispute. For those mangers, an after shift drink is important for staff morale, instead of an expense to be accounted for.

Giles recalls one Central European manager he worked for once with great pleasure. ‘He was inspirational. He was very open about putting his staff first, and in being there for them, both at work and out of work. He stated that the customers were our responsibility and job, and that his job was us. That was his philosophy.’ That manager benefited from staff who were dedicated and loyal to him, and would go that extra mile for him, knowing that he was there looking out for them. As such, it was a very happy and dynamic team, a team that smashed every challenge handed to them by the hotel’s management, and generated a healthy profit for the hotel.

Indeed, there was another manger, of the first category, that Giles also recalls. She was very much working in a world of her own, he recalls. She was driven by profits, and in balancing the books. However, to her credit, the records on paper that she achieved, the productivity and the profits made were impressive. However, one look at her hotel restaurant told a different story.

The staff held her in contempt, and actually often concealed information or issues from her. They knew that involving her in matters was often detrimental, so they banded together, and worked together, often excluding here. ‘The relationship between staff and manager was very cordial, but it was also very strained, and tense. She, however, could not see that.’

Giles ventures that there are two other types of managers in addition. When I query as to what those styles of leadership are, he smiles enigmatically.

‘Another time, William. That is for another post.’

'Is service charge included?'

noreply@blogger.com (Anonymous) — Fri, 14 Nov 2014 19:20:00 +0000

Tipping; the source of many heated discussion in the industry. Tipping (including tronc, service charges, gratuities, auto grats, and all the other forms of tips) varies from establishment to establishment, and from country to country.

In the UK, and other parts of Europe, it is a very discreet affair. A few coins left on the table, or a few pounds added to the bill. It is not that those in the UK, Australia, and other parts of Europe are stingy; it is rather that tipping is not in their culture.

This is a huge contrast to the Americas, north, central and south. Tipping (and quite generously) is a cultural and societal norm. Indeed, many trades and industries receive tips as standard (unlike in more reserved Europe). Servers and bartenders know that they can go into work expecting to leave a few hours later with (on a good day or night) a few hundred dollars in cash. However, their pay check a few weeks later can be comparatively disappointing. By contrast, over the European side, service staff see tips as a welcome extras, being dependant on that pay check slightly larger than that of their American colleagues.

The Great Tipping Debate and related discussions can be heard (quite heatedly at times) being discussed by waiters, bartenders, back of house staff, chefs and managers all across the world. In Europe, the question is often how to fairly divide the serviced charges and tips that are received. Indeed, it is usually the front of house divas who receive such tips. Back of house rarely gets a look in. Many front of house cite that they work for their tips (and often earn them through hard work), not the kitchen. And the fact that cooks and chefs often get paid more than waiters. Back of house promptly fires back that it is because of the food they produce that the waiters are able to work, and make the restaurant, bar or hotel money. And so the battle lines are drawn.

To Giles, he is of the opinion (shared by few front of house) that back of house should get a cut- albeit a reduced share. To him (and to some others) it seems only fair and right. Others in the industry would vehemently disagree, citing trips as the prerogative of front of house. Indeed, in many establishments (particularly in North America), servers and bartenders regularly ‘tip out’ their support staff (bar backs, back of house, food runners, etc) as an industry cultural norm. In that way, everyone walks away with something, and everyone is happy. The largesse is shared amiably. It is a pity that such an admirable system has yet to catch on in Europe. A few places have introduced such a system- but it is by far an industry cultural norm.

The whole industry agrees that tipping, be it for a few pennies in the UK, or a fistful of dollars in the US, does indeed act as an encouragement for front of house. Work hard, please the customers, give it your best customer service smile and attitude (even if the request or issue is remarkably trivial or petty), and you pocket will be rewarded. Conversely, a stingy tip is the customer’s ultimate way of expressing disapproval with poor service.

The industry also seems to agree- to disagree. There are many strongly held opinions about tipping, but everyone agrees that there are different philosophies, and cultural norms. Quite often, in attempts by management to make the system fair and open, they only confuse the matter, and accidentally makes the system less fair. Cue the mutterings after a long service over that much needed post shift drink.

Another source of consensus is that tipping, (be it generous or not) is an expectation; woe betide any customer who fails to make any small gesture towards a tip. This was neatly nailed in Steve Buscemi’s hilarious riff on tipping in Reservoir Dogs.

Neither Giles nor William can think of anything better to end this riff on tipping than to hand over to Quentin Tarantino:

Cooking: A Man’s Job?

noreply@blogger.com (Anonymous) — Tue, 11 Nov 2014 16:05:00 +0000

In a characteristic hot headed and frankly honest manner typical of many top chefs, Tom Kerridge raised more than the temperature of the kitchen with some remarks he made during the Cheltenham Literature Festival in October.

The two Michelin starred chef, and television chef and judge, when asked why he thought there were few women in top catering roles, gave a devastating answer; “I like girls in kitchen a lot: it does bring that testosterone level down a little bit, it makes it not so aggressive… But then at the same point a lot of that fire in a chef’s belly you need, because you need them to force themselves to be ready for dinner service. That’s probably why there [are] not so many female chefs."

Mr Kerridge went on to heap great praise upon the senior female chefs in the industry, however adding that "they are out there; it’s just whether it’s the industry for them. I’m not sure, at that level."

Admittedly, the average kitchen (let alone a top kitchen with stars and rosettes to its name) is a very tough, demanding, testosterone driven atmosphere and workplace. It takes no prisoners, has a certain working culture and (lack of) work life balance. According to Mr Kerridge “testosterone is probably the wrong word, but [it’s about] that dynamic of getting things done, that ability to dig deep and be put under pressure… To go to the extreme where some kitchens go to – where it’s very uncomfortable, where at some point there is perhaps violence, where it perhaps feels threatening – that is taken away a lot by having girls in the kitchen.”

Giles gets angry at this- and absolutely strongly disagrees. He has worked with chefs and cooks for a very long time; ‘I don't know what kind of female chef Tom Kerridge knows or has worked with but the ones I know are not your average girly girl- and even those feminine ones are anything but lipstick and inane giggles. The women chefs I know are just as talented and skilled as their male counterparts. They are just as tough and driven, and just as vocal and verbally combative. For front of house, they are just as daunting as their male counterparts! Indeed, the female chefs I know are absolutely treated and welcomed as one of the lads.’

Mr Kerridge seems to think that being female makes someone ill equipped to perform in the kitchen. ‘The kitchens I and many others have worked at value hard work, the ability to perform, talent and determination far more than gender, sexuality and so on. Mr Kerridge claims they women do not have the 'fire in the belly' to compete; the women I know in the kitchen have plenty of that- and enough left over to give top professionals a run for their money!’

It is an old problem of industry attitudes. Kitchens have always, until recently, been a male dominated place, rife with male testosterone and drive. Breaking into such a male environment has been tough for women, but break into it they have. However, at the top end of the profession, there are still many old school chefs, with certain attitudes and opinions. It is no fault of them; they entered the kitchen a decade or so ago, when attitudes were different. The workplace and kitchen has moved on- but some of the old school chefs have not.

Overall, luckily the modern kitchen is gender equal, and has little time for such opinions. However, the older chefs still think that way. Until they retire or leave the industry, they will retain and adhere to their old school approach. However, following them is a new generation of head chefs, including many women. Those women are both talented, and respected and treated as equals by their male peers.

Giles understands why such an old school chef like Tom Kerridge would say that - but absolutely cannot agree with him at all. Indeed, his experiences of the industry have shown that gender is not even an issue in the kitchen, and never remarked upon. After all, as the waiter venturing into the kitchen, ‘I have been yelled at and criticised by chefs males and female with equal fervour and bad language. Oh, and getting to know the female chefs as well as the male chefs has seen the females to be just as colourful!’

As a parting shot to Tom Kerridge and those senior chefs with similar attitudes, Giles asks me about the head chef at the White House.

Upon investigating this cryptic remark, I discover President Obama’s chef to be Cristeta Comerford, 51. Of Filipino background, she has been at the White House since 1995, and has cooked for three presidents, being made Head Chef by President Bush in 2005. In an America which only in the 1960’s and 1970’s emerged from racial segregation and prejudice, 2014 sees a female Filipino immigrant cooking for a black male President.

That speaks volumes for the industry, and how far it has come as regards gender equality. Unfortunately, the attitudes of some old fashioned head chefs like Tom Kerridge means that there is still a great deal to be done as regards gender equality in the kitchen- which Giles and many other front of house still find annoying.

Lunch for Two- with a side order of Security

noreply@blogger.com (Anonymous) — Thu, 30 Oct 2014 15:04:00 +0000

In hotels, the guest is always king. Whatever their requests, requirements, or demands, they are always complied with, to the best of the staff’s abilities, though. Nothing is too big, or too small. Be it a coffee to be made to exact specifications, or a music mogul’s PA sending over a 30 page memo of her principal’s’ requirements, hotel staff are always happy to oblige even the most strangest of requests.

Such requests can be banal, trivial, complex and complicated, downright bizarre, or just strange. Giles has a whole range of such requests from his years in the industry.
However, there was one rather mysterious request and episode which sticks in his mind. Normally, Giles and I have agreed to redact or alter names or details. However, in this instance, that will not be necessary; no names were known or given to the hotel staff.

It was set to be a very quiet lunch service that day- but there was one catch. A table for two had been booked- along with an unprecedented number of bodyguards. No one (not even the GM or the Front Desk who had taken the reservation) had any further details. Consumed with curiosity, several possibilities for tables were considered- and several possibilities for the identity of the heavily protected lunchers were discussed in hushed whispers.

The two lunchers turned out to be totally unknown people; and the last type of people who would need such heavy protection. Giles happened to have knowledge of, and training in, security; “the car they arrived in was a very classy car, shall we say. However, it was very heavy; obviously, adapted and armoured. Only two or three bodyguards accompanied their principals inside. However, a cursory sweep of the lobby and surrounding area made me detect three others. Stepping out of the staff entrance for a few moments, made me detect five or so others. However, there were still over ten other guards to be accounted for.”

It was lucky that the lunch was quiet. “We only had a three or four tables in that day, I seem to recall. The protected lunchers had a whole section of the restaurant to themselves; complete with an ice cold, ice blonde lady with a glass of water sitting at a place where she could command entrance to the section of the restaurant. Another man, very casually dressed, was standing and hovering around the table. Despite his very casual dress sense, let’s say that he had ex- Army stamped all over him, with a physique to match. Oh, and an earpiece not very well concealed.”

The professionalism of the hotel staff was only matched by the professionalism of the bodyguards. The first few times the staff entered that area of the restaurant, it was clear that they were being watched. Soon, though, the bodyguards realised that we were hotel staff, and relaxed a bit whenever they passed or entered. However, when one other lunch guest decided to take a look around the rest of the restaurant- he swiftly found the ex-Army gentleman at his elbow, and made a swift retreat to his own table again, with no words being spoken by guard or guest.

During service (as so often happens) a plate was accidentally dropped. The reaction of the security detail was instantaneous; it speaks volumes to their professionalism that in a less than a few seconds, they were able to work out that the source of the disturbance was just a clumsy waiter, and that there was no threat to their principals- who were enjoying their lunch unconscious of the dynamic between hotel staff and guards unfolding around them.

“One of the most bizarre and interesting lunch services ever,” states Giles. “We had limited interaction with their security, and just left them to it, which is absolutely what they wanted. However, the two principals enjoyed their lunch, and withdrew with as much discretion as they had arrived. Their guards were the silent type, but true security professionals.”

“To this day, we still do not know who those two were- nor do we want to know. In high end hotels, you know when to ask questions, and when not to enquire further.” A policy which no doubt the bodyguards had also learned- along with a waiter’s tact, discretion and patience.

Be it duck feather pillows, or excessive security- the guest is treated like royalty in high end hotels as a matter of principal.

The Economics of Eating Out

noreply@blogger.com (Anonymous) — Tue, 28 Oct 2014 15:23:00 +0000

Amidst the last few years of economic doom and gloom, politicians and economists of all persuasions have been earnestly trying to convince the British public of the same thing.

In various different forms, be it from Chancellors past and present, CBI executives, Mark Carney and the Bank of England, or other groups or analysts he message had been similar. Economic growth and recovery is happening, but it is slow, and tentative. Act carefully, and be prepared for more austerity whilst the economic recovery really gets into motion; however, the worst is over. Recovery is happening, but painfully and gradually.

There have also been other additions to such familiar statements. Firstly, the housing market is “overheating”, or there is a “housing bubble”. Banking scandals have followed each other with monotonous regularity, resulting in the Financial Conduct Authority under Martin Wheatley reining in financial institutions like a sheriff in the old Wild West.

The other fact noted (with what many sense is a degree of surprise and awe amidst economic and government circles) is the startling success of the services sector.
Encompassing hotels, restaurants hairdressers, beautician and similar, the sector has seen an unprecedented time of growth over the last 21 months. Whereas construction and manufacturing have seen tough times, the PMI of the UK services sector has continually been hovering in the 50’s or 60’s. August, for example, saw the PMI at 60.1, an increase from 59.1 in July. The Purchasing Managers Index (PMI) is a monthly survey of private companies in specific financial areas. The resulting assessment is used as a guide towards economic strength and purchasing power, with a PMI in excess of 50 indicating growth in that sector.

September, however, surprisingly saw a dip in the services sector. The PMI fell to 58.7. Although a small slip economically, it had economists surprised (yet again) - but overall not concerned. Given the strength, both past and present, of the sector that encompasses nearly three quarters of the UK economy currently, many economists are certain that it is a momentary dip in the sector, with all comers predicting the PMI and other indicators to still reflect growth. With the busiest season of all coming up with the inevitability of rain in August, the industry itself knows that output, employee hours, food and drink bought and consumed, hotel rooms booked, and Christmas parties organised, are all about to show an steady but ruthless climb. That is by far a better indicator for the industry than the economist’s revered PMI.

A side effect of the strength of the services sector has been employment. Unlike other sectors, hospitality still enjoys very low unemployment, and indeed has been responsible for a great deal of job creation. Indeed, with more job seekers the last few years, and resurgence in the British culinary scene, along with increasingly ambitious hotels and resorts, the employment prospects in the sector have never been brighter. Retention, turnover and progression still remain endemic issues in the industry, however; but that is a matter for a post all of its own.

Indeed, that healthy employment figure has, in turn contributed to data that shows that UK employment overall has shown a decline. That last point, however, remains heatedly debated by several concerned parties. Despite being pleased with such results from the services sector, the Bank of England is still waiting, and hoping, for the employment prospects opening up, and the slow but steady recovery, to translate into an increase in real wages.

That last remains to be seen, and will probably not happen for a very long time. What is not disputed is that the UK services sector remains very strong economically, and will no doubt continue to lead and contribute greatly to the national economic growth.

Hospitality as a Career

noreply@blogger.com (Anonymous) — Thu, 23 Oct 2014 11:49:00 +0000

Inevitably, our talks turn to hospitality as a career choice. Giles laughs at me; ‘William, you could write a whole blog on that one alone’.

‘Interesting idea that that is, Giles, but for the time being shall we just limit that to a post or so. Say, 500 words?’

'I’ll try.’

'So, how did you end up working in luxury hospitality?’ Giles reflects for a bit.

'I sort of fell into it, is the short answer, like so many in the industry. And just carried on.’ Not wanting to write more about Giles’ work history as he declines to be identified, I left him to press on.

'It’s an interesting industry to work in. Firstly, it is more of a lifestyle choice than anything else. The hours are very unsociable and long. Public holidays and weekends are the times that you work. The work is very hard, and the restaurant or hotel you work in all consuming. Your colleagues become closer to you than you family.’

'People in the UK do not see it as a career choice. By contrast, in Europe (France, Germany, Italy, etc) it is a very traditional industry, and the choice of many. However, they have a culture surrounding fine dining and hotels that we in the UK do not have. In North America, it is perceived (how?) as a glamourous and challenging career, with many seeking to enter the industry, and climb the industry ladder. It is on par with airline stewardesses and similar as regards glamourous carers. Over here in the UK, however, hospitality is looked down upon, and seen by many as a stop gap career or job, or as an industry staffed by either students or foreigners, or by those who cannot find anything else.’

It is, according to Giles, a self fulfilling prophecy. ‘Due to the social and cultural conceptions of the hospitality sector, few people desire to enter it. As such, it remains staffed by students who need to finance their studies, or by foreigners seeking employment. And society continues to look down upon the industry. However, that is not totally fair upon the industry.’

‘There are those in the UK who decide to make hospitality their career. There are so many who are very professional, and who take pride in being (sic) hospitality professionals. However, that is at the upper end of the industry. At the other end of the scale, the small cafes, bars and local restaurants still remain staffed by students and foreigners, who care little about the industry, and who have little experience. Even worse, some places use staffing agencies. ‘

‘In the UK, to say you work in hotels or restaurants (unless you are a Gordon Ramsay or similar) will most likely get a raised eyebrow of a response. That cultural perception of hospitality is not necessarily damaging, but it does us no help either. Above all, it is not a fair reflection of the blood, sweat, tears and time that so many of us dedicate freely to our respective restaurants, bars and hotels.’

As greater awareness of cooking sweeps the nation after so many celebrity chefs and cooking shows, Giles thinks that that negative perception of hospitality as a career will change. Slowly, over time, like a good joint of meat.

45 Years of WSET

noreply@blogger.com (Anonymous) — Tue, 21 Oct 2014 14:33:00 +0000

This week sees the 45th birthday and anniversary of the Wines & Spirits Education Trust (WSET). For the last 45 years, WSET has been providing world class quality training and education in all aspects of wines and spirits, and has become very well respected in the industry. Top industry professionals either have, or employ those who do have, qualifications from WSET, or training with them.

The story of the last 45 years for WSET has been one of industry excellence, and in earning a very prestigious and respected reputation through their high standards, and quality training. Mentioning that training, some 48,000 people went through WSET training in 2013, and sat their professional exams. Being a sommelier, or a wine expert, used to be very much up to the individual’s own experiences in the industry. With WSET, a gold standard arose for such experts and professionals. The effect has been to the advancement of wine standards and knowledge, and to the undoubted benefit of trained wine experts and the industry as a whole.

Over the last 45 years, WSET has not just managed to impress and get the industry on board. It has also navigated the serpentine ways of the UK government’s awarding and qualifications body, the QCA. As a result, it qualifications and exams are government accredited, and meet the necessary standards of the government’s exams regulator. That in itself is quite an achievement, given the highly technical and ‘unique’ nature of a wine qualification.

The first 45 years have shown WSET going from strength to strength. Admittedly, no institution or academic body is perfect, with WSET being no exception; however it has become a benchmark for the industry as a whole.

So, let us raise a glass of the finest Italian Pinot Grigio, or New Zealand Pinot Noir, to WSET. Happy 45th Birthday- and may the next 45 years see WSET go from strength to strength!

Pre wedding tension- for the staff, not the guests!

noreply@blogger.com (Anonymous) — Thu, 16 Oct 2014 13:39:00 +0000

In some hotels, sometimes the boundaries between roles and job descriptions can be very blurred indeed. In smaller hotels, one person can end up doing several roles.

Giles illustrates this with a humorous anecdote from his days at a small national chain of boutique hotels. A wedding been laboriously arranged. Hosted in the hotel itself, as per the package agreed, many of the party were staying ion the hotel itself, with various function rooms given over to the wedding itself, the reception, etc.

Inevitably, the previous night had seen heavy drinking and partying. The men, however, had elected to drink outside the premises, and had returned in good order, merry and having enjoyed the evening, but still responsible. The women, however, were a different story.

The wedding was taking over a large part of the hotel. Working in the restaurant over lunch, Giles was finding the day fairly straightforward. This contrasted with his colleagues working frantically for the wedding, or those running an over booked afternoon tea service. Upon seeing the (slightly harassed, but hiding it with great professionalism) Deputy General Manager (DGM), Giles enquired as to how things were. It proved to be the wrong question.

Five minutes later, Giles found himself leaving his restaurant in the sole hands of the Duty Supervisor, and sent to the room where the bridesmaids had been. Upon entering, he found the room swarming with staff. The bridesmaids had spent the evening and night partying there, before using the whole suite to get ready. As such, the room was giving the impression that it has been struck by a guided missile. The problem was that room had been sold for that night, and was needed in little over an hour. It was all hands to the pumps to clear, clean and prepare the room. When the Duty Housekeeping Supervisor is picking up litter, and the DGM is frantically folding collapsible beds together, you know it’s an emergency, Giles laughs.

The other factor was that the bridal couple had been given a suite the other end of the hotel. As such, all of the bride’s things had to be located and placed in the suite, along with the armada of wedding gifts and paraphernalia that was around, it was a fairly hectic hour or so, recalls Giles, with the bridesmaids making an appearance to collect items, to offer and try to help (coldly but politely rebuffed) and shamefacedly apologising for the disgraceful mess they had made of the room. An entire trolley was necessary to place all the F&B plates, cutlery, plates, glasses, bottles, etc that had somehow made their way to the room.

In the end, the job was done. With the mess cleared up, and the room cleaned, now the housekeepers had around an hour to get the room to the required standard prior to check in (not a long time for such a task). The bridal suite was also ready, as the DGM pronounced with satisfaction. As Giles returned to his (nearly empty) restaurant with a stacked trolley, the wedding reception was getting underway.

To the outsider, perhaps that was a great feat, accomplished against the odds, reflects Giles. However, in the industry, such things happen all the time. The only thing is, guests do not realise at all the work that goes on behind the scenes. They just see an immaculate, prepared room upon arrival, or a wedding reception or similar. These little things, however, take a great deal of effort and time, to get not right- but perfect.

The view at the formal end of restaurant service

noreply@blogger.com (Anonymous) — Tue, 14 Oct 2014 13:31:00 +0000

Giles (not his real name, but he prefers Giles to revealing who he really is) has spent the last five or more years working in upmarket, upscale hospitality. His journey has taken him to both hotels and restaurants, via bar, cafes and the like. He is no stranger to the strange world of luxury hospitality, even stranger guest requests, and the long hours and hard work that goes into formal dining or a great hotel stay.

It is that point of fine dining that has him annoyed as we meet. He (and a great many others in the industry) are formally and classically trained. Experience and in some cases education and training has focused on very traditional, upmarket guest service, and old fashioned restaurant skills. Crumbing down a table, or offering several different types of bread, sliver service come naturally to Giles and others- and indeed they are comfortable with it, and understand it.

Such skills are seen as part of their trade, and people like Giles live and work for that air of formality, and the finer aspects of fine dining. Not any more, apparently.

Recent Michelin stars and critiques of UK restaurants has shown a shocking reversal in that tend. This goes along with recent trends in the industry, and with a wave of new openings. Increasingly, customers don’t want or like that formal part of fine dining; rather like wanting to be a doctor, providing you don’t have to treat patients. With the boom in the service industry, eating out is on the rise- but although customers are becoming more discerning an conscious as regards what they eat, the formality of fine dining is not the menu of these new enthusiastic diners.

The chefs can create their masterpieces, with all the finesse and creativity that the top end of the profession demands- but is has to be served by waiters wearing chinos, treating the diners like friends as opposed to guests. Forget fiddling with tongs for silver service, razor sharp creases in napkins; those skills are no longer required.

Of course, if that is what the customer wants, then the customer shall receive. Much to the upset of professionals like Giles, who want to serve the guest with all the formality and attention to detail that they know how. Those experts of the catering world all of a sudden have to change into more casual versions of themselves. For some, that is a very hard change.

The good news is that that there is s still a class of diners who enjoys and wants the traditions of fine dining. As such, luckily the likes of Giles don’t have to replace their bow ties and waistcoats just yet. Some informal formal restaurants (indeed, such places do exist) have managed to reassert that formality which both diners and staff so crave, despite the protestations of the proprietor with the new ‘business vision’.

Whatever the up and coming trends in the UK restaurant industry, some things do not change. Informality, garden cuisine, open kitchens and so on may be all the rage now- but the archaic formality of the nineteenth century will never be totally absent from even the most informal of formal establishments. Indeed, as well as listening to their customers, sometimes managers and proprietors should listen to their staff in this regard as well.