If you want to know how to change or improve things, don't ask a middle manager. Ask the people on the front line,'' says Steinle, whose insights and advice enrich the 200-page training manual she updated for the Wente family. Frequent communication with employees and constant evaluation of training ensures consistent service at the 300-seat restaurant, open seven days a week for lunch and dinner. After two days and with approval of the trainer, they move on to expediting, prep-cook line, bussing, serving and bartending. Such training is done to expose everyone to the dynamics of the restaurants, from prep cook to hosting.
Matriculation depends on the trainer's performance reviews and daily verbal quizzes.
Training time at each position is usually two days, but that is flexible. Daily evaluation catches misinformation before it becomes habit. Recruitment at Wente is by word of mouth, and staff includes many siblings and relatives. Cross-training fosters a spirit of teamwork, says Steinle. Every month, employees are asked to create their ideal work schedules and negotiate requests in advance of the master schedule.