how to monitor empolyee

How can your restaurant business benefit by monitoring your employees?

Employee monitoring benefits for restaurant business

Many people do not agree with the latest trends of employee monitoring at the hands of the company’s management. They believe it to be an outright violation of human rights and an encroachment on the basic need to privacy. But if done within the limits, it can actually do more good than harm.

Recently a study was conducted on various companies to find out the co-relation between employee misdemeanor and the overall performance of the company. The research was carried out on some popular restaurant chains and the aim was to unveil the acts of disloyalty on behalf of its employees including the managers, servers and bartenders. After all, theft of property and stealing of money on a daily basis can drastically affect the profit loss ratio and stunt the growth of the company.

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5 famous food chains, operating at 392 locations across the country were selected for this purpose. The study compared the results of the use of Restaurant guard, a theft detection software by NCR. This was made possible by collecting statistics of the organizational profits before and after the company started using the application. The results were shocking and surprisingly positive.

The software was installed on the main sale counters, through which daily sales were executed. The program generated automated reports and detailed records of transactions made through those terminals each day. As all the staff necessarily had to use these terminals to get things done, the system provided the management with a proper, detailed record of the activities that took place. NCR itself probed the data and generated statistical reports and alerts for the users of this software.

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Once the software was up and running, thefts seemed to decline, however not as much as expected. According to reports, the average amount of fall in thefts registered across different locations was only a little less than $25 per week. However, the pleasant aspect was that a sudden boost in productivity and performance was seen in parallel. The revenue generated on a weekly basis soared up by as much as 7% of the initial revenue. Although the figures may seem insignificant but when seen in context of the total revenue generated, the amount is high enough to make a material difference in the profitability of the location. Surprisingly, the progress remained consistent and didn’t even fade months after the adoption of the software.

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The question arises as to what was the real factor behind such large differences in profits? Obviously not the thing that the dishonest staff was fired and replaced by honest people as there was no increase in the rate of staff turnover during the time when software was being utilized. Then what? What we can imply from such statistics that the fear of being caught made mischievous elements more conscious of heir misdemeanors and behave more responsibly at work. Once the corrupt elements realized they could no longer go about engaging in the same fraudulent behavior, they felt that the best way for them to make more money was to do a better job and become a better employee. They thought another way to recover the difference was by offering better services and making more TIP money. It is difficult to imagine how this would have happened had the employees become angry or disgruntled over the fact that they were being monitored. In contrast they started doing things the right way. This was certainly a good outcome and surely deserves an applause.


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