nus for every hour worked, as long as we beat sales and productivity or lower costs.

The savings of $320 from one employee equates to 1,200 hours of 25 cent bonuses per hour or 600 hours of 50 cent

Too often, restaurants and other businesses keep dead-weight or below average employees because it's hard to hire. Unfortunately, the good employees pick up the slack and often make about the same money, or less in some cases, as the problem employees.

It’s easy to say run short-handed, but if it’s not presented right, you can force even more work on the better employees. To further enhance the ‘Send Flowers to the Living’, you can save some money, and improve the culture by losing the below-average performers. The key is to recognize and reward performance!

If a below average employee makes $8 per hour and works full-time, they earn $320 a week. Lose that person! Now, go to the rest of the team and offer them a challenge: run the shift without this person and everyone receives a 25 cent bonus for every hour worked, as long as we beat sales and productivity or lower costs.

The savings of $320 from one employee equates to 1,200 hours of 25 cent bonuses per hour or 600 hours of 50 cent

or less in some cases, as the problem employees.

It’s easy to say run short-handed, but if it’s not presented right, you can force even more work on the better employees. To further enhance the ‘Send Flowers to the Living’, you can save some money, and improve the culture by losing the below-average performers. The key is to recognize and reward performance!

If a below average employee makes $8 per hour and works full-time, they earn $320 a week. Lose that person! Now, go to the rest of the team and offer them a challenge: run the shift without this person and everyone receives a 25 cent bonus for every hour worked, as long as we beat sales and productivity or lower costs.

The savings of $320 from one employee equates to 1,200 hours of 25 cent bonuses per hour or 600 hours of 50 cent

nd Flowers to the Living’, you can save some money, and improve the culture by losing the below-average performers. The key is to recognize and reward performance!

If a below average employee makes $8 per hour and works full-time, they earn $320 a week. Lose that person! Now, go to the rest of the team and offer them a challenge: run the shift without this person and everyone receives a 25 cent bonus for every hour worked, as long as we beat sales and productivity or lower costs.

The savings of $320 from one employee equates to 1,200 hours of 25 cent bonuses per hour or 600 hours of 50 cent

$8 per hour and works full-time, they earn $320 a week. Lose that person! Now, go to the rest of the team and offer them a challenge: run the shift without this person and everyone receives a 25 cent bonus for every hour worked, as long as we beat sales and productivity or lower costs.

The savings of $320 from one employee equates to 1,200 hours of 25 cent bonuses per hour or 600 hours of 50 cent

nus for every hour worked, as long as we beat sales and productivity or lower costs.

The savings of $320 from one employee equates to 1,200 hours of 25 cent bonuses per hour or 600 hours of 50 cent bonuses per hour for the rest of the team. How will these good employees feel when they get paid an extra bonus to help you make more money? Instantly, the attitude of those employees will change as they ramp up productivity and sales.

Notice we aren’t giving raises. Bonuses tied to performance goals ensure performance first. Raises don’t guarantee performance improvements. Keep the employees moving sales and productivity by turning the investment from a dead-weight employee into multiple bonuses for those who perform. They’ll appreciate it and so will your guests!