Showing posts with label training. Show all posts
Showing posts with label training. Show all posts

Tuesday, May 24, 2011

Online Ingredients for Success

Waiter Develops Restaurant Reason to Help Others Who Are Sometimes Forgetful

Last summer, a diner at Eatery asked a waiter what is used to make the mascarpone dumpling filling.
The waiter at the Hell's Kitchen restaurant stared blankly before offering this insight: "Mascarpone." Then he made up nine other imaginary ingredients—right as the restaurant's owner walked by.


"He heard me totally lying to these people," the waiter, Michael Mignogna, said recently. "I totally botched it."
The aspiring stand-up comedian-turned-waiter was given an ultimatum: Learn the intricate menu—or lose his job.

He decided to stay. Over the course of two weeks, Mr. Mignogna snapped pictures of every dish, developed a system to categorize information, designed a set of icons to specify everything from potential allergens to temperature choices and cobbled together a rough website that was made available to other waiters at the restaurant.

Then, six weeks ago, the 28-year-old Mr. Mignogna launched Restaurant Reason, a social-networking site that enables restaurants to train staff, do on-line scheduling and provide an internal discussion forum.
Instead of firing him, Eatery became his first customer.

"A light bulb went off in his head," said owner Sean Connolly, who has since purchased a subscription for his second restaurant, Whym. "Michael's really surprised us."

 Gone are the days when a waiter could simply say he recommends the catch of the day with the chef's special sauce. An increasing level of sophistication among chefs is matched, if not surpassed, by demands from diners, who expect detailed descriptions of where the fish was caught, how it was prepared and even its transportation mode to the plate. An array of dietary restrictions and food allergies have complicated menus further, restaurant owners and managers said.

Waiters are drilled in which salads contain gluten, and which sauces harbor sugar; they are trained to decode mysterious descriptions such as "pastrami-style salmon" (it has to do with the spices) and tested on which dishes contain nuts.

"Some of the cooks don't know all the ingredients [if it's not their station]," said Eatery chef James Henderson. Waiters these days, he said, "have to know a lot."

Most restaurants rely on tastings and printed packets that can run into dozens of pages and need to be reprinted as menu items change.

"They're printing up all this paper," said Eatery waiter Jeff Davies, "and there's always something wrong with every one."

The most high-end establishments still tack up schedules on the walls, requiring staff to come to the restaurant to view their shifts and stations.

"We're still there—low-tech," said Kevin Mahan, the managing partner at Gramercy Tavern, who estimated that each employee packet can run to 50 pages. "There just hasn't been anything presented that would make some of this easier or less paper, which would be nice."

Read the rest of the story here.

Friday, August 20, 2010

The Joy, and Freedom, of Cooking

Culinary skills prove transformational for inmates

 BILLERICA — With a laundry list of assault and battery and armed robbery convictions on his criminal record, Brian Moquin, 47, had lost hope.
Moquin came to the Middlesex County House of Correction last year after serving seven years in state prison, where he accumulated more than 80 disciplinary reports and assaulted a prison guard.
With his history of violence and substance abuse, he barely made the cut for the House of Correction’s experimental culinary arts training program in March.
But Moquin, who is scheduled to be released Thursday, surpassed all expectations and was recently offered a job at the Outback Steakhouse in Lowell.
“I was somebody I didn’t like, a monster,’’ Moquin said. “For 30 years, I’ve been a burden to my parents, to my community. Now I want to be an asset.’’
Four years ago, Middlesex County Sheriff James DiPaola piloted a 12-week cooking course accredited through Shawsheen Valley Vocational Technical High School in Billerica. Distressed by high recidivism rates at the House of Correction — almost half of inmates released in 2004 were reconvicted within three years — DiPaola recognized the need to equip inmates with the necessary skills to reenter the workforce.
“Life, like your food, is only as good as what you put into it,’’ DiPaola said. “We wanted to try and transform the negative energy they have when they come in into positive energy.’’
More than 120 inmates, most of whom were convicted of drug-related offenses and serve 2 1/2 years or less, have since graduated from the culinary program. Armed with 12 college credit hours and a ServSafe certificate, a food safety training credential required of most restaurant employees, many have found work-release positions at chain restaurants.
Not enough data are available yet to track reconvictions, but DiPaola estimated a recidivism rate of 10 percent for program graduates. A 2008 study conducted by Northeastern University’s Center for Criminal Justice Policy Research found that Middlesex House of Correction inmates enrolled in programs had a 37 percent reconviction rate within three years of release in 2004 compared to 50 percent reconviction rate for inmates not enrolled in programs.
Known to the inmates as The Deputy, William Bourgeois, a former chef, leads cooking classes with a firm hand and paternal encouragement.
Fighting is not tolerated, and accountability — which Bourgeois defines as their ability to “own up to their mistakes’’ — is drilled into daily instruction.
Cooking utensils are counted before and after class. Knives are tethered to the table, and the inmates are searched before leaving the kitchen.
“I tell them to call me for anything except bail money,’’ said Bourgeois, a graduate of the Culinary Institute of America.


Read the rest of the story here.

Wednesday, October 21, 2009

Mike and Andrea's Wedding

Congratulations to Mr. and Mrs. Michael Strong.

Here are pictures of the happy couple, as well as my crew who helped cater the wedding reception:

Monday, October 6, 2008

The Chef Jeff Project

Chef Jeff Henderson is changing lives with food.

His new show The Chef Jeff Project, premieres this Sunday at 10pm/9c on the Food Network.

Wednesday, September 17, 2008

Tips On Finding Your True Career Calling

By Brian Tracy, Author of "21 Ways To Get The Job You Really Want"

In my courses on time management, I point out that the very worst use of time in life is to spend months and years at a job for which you are completely unsuited. Over time, people who are not following their true career callings begin to feel helpless.

Your aim is to become everything you are capable of becoming. Your job is to develop yourself to the point where every day is a source of joy and satisfaction. Your goal is to continually hold up a mirror to yourself and refuse to work at a job that doesn't allow you to utilize your natural talents and skills, while challenging you to work harder and advance in your career goals.

Success comes from being excellent at what you do. The market only pays excellent rewards for excellent performance. It pays average rewards for average performance. But excellence is a journey, not a destination. The market is always changing and what constitutes excellence today will be different tomorrow. So stay on top of the changes in your industry!

All really successful and happy people know that they are very good at what they do. If you are doing what you really enjoy, if you are following your true career calling, you will know because of your attitude toward excellence.

When you have found your dream career, nothing but the best will do. You will go any distance, pay any price, overcome any obstacle to develop yourself to the point where you are really good at your occupation.

When you find your dream career, you will have a continuous desire to learn more about it. You will be determined to join the top 10% of people in your field. You will be willing to pay any price that is necessary to rise to the top. You will be willing to start a little earlier, work a little harder, and stay a little later.

You will take additional courses on the evenings and weekends. You will see technology as an opportunity to do your job better. You will be interested in the various learning programs that you can install on your computer that can help you learn better and faster. You will be hungry for new knowledge in your quest to move upward in your chosen field.

But the fact is that you are where you are and who you are because you have chosen to be there. Nobody can help you or change your situation for you.

The one thing I tell people over and over again is that they must become very good at doing what they are doing if they want to move up. And if they don't have the inner desire to be very good at their jobs, it means they are probably in the wrong jobs.

If you're still not sure about your true career calling, ask the people who are closest to you. Ask them, "What do you think I would be the very best at doing with my life?"

Remember, you have within you talents and abilities so vast that you could never use them all if you lived to be a thousand. You have the natural skills and talents that can enable you to overcome any obstacle and achieve any career goals you set for yourself. There are no limits on what you can be, have, or do if you can find your true career calling.

Brian Tracy is the most listened to audio author on personal and business success in the world today. His fast-moving talks and seminars on leadership, sales, managerial effectiveness and business strategy are loaded with powerful, proven ideas and strategies that people can immediately apply to get better results in every area.

For more info go to: "21 Ways To Get The Job You Really Want".

Monday, September 15, 2008

Should You Attend a Cooking Academy?

When a new culinary school springs up (and there are currently about 750 in the U.S. alone), hundreds of prospective students flock to the campus, hoping they will become the next celebrity chef. But are these aspiring chefs making a wise career move or would they be better off forgoing school and getting a kitchen job in a real-world restaurant? Unfortunately, the answer is not a simple one and depends on the chef's level of experience.

The Novice Chef

With the surging popularity of restaurants helmed by celebrity chefs, high school students are enrolling in culinary schools at record rates. In fact, 38 percent of San Francisco's California Cooking Academy (CCA) applicants in 2004 were recent high school graduates, up from 22 percent in 1997.

Advantages

Most schools offer programs that range from a few weeks to several years and cover all aspects of the culinary arts: baking and pastry arts, hospitality and restaurant management, and wine studies. These schools also provide students with internships in culinary hot spots and the opportunity to operate all aspects of their on-campus restaurants. Needless to say, attending one of these cooking academies can be a valuable experience for a budding chef.

Students lacking either kitchen experience or culinary expertise will get the most out of classes from the second tier of cooking academies. Why the second tier? These often require little prior experience and cover all the fundamentals.

If and when students decide to attend one of these schools, they should steer clear of the common misconception that once you have a diploma, your restaurant career will take off. Therein lies the greatest disadvantage of any academy: unrealistic expectations.

Disadvantages

Many novices don't stop to think about the commitment necessary to succeed in the food-service industry. Even with training, it takes decades for a chef to master his craft. Plus, students who only have school experience will have trouble understanding how strenuous the day-to-day operations of a restaurant can be. Many chefs work 17 to 18 hours per day, 6 to 7 days per week, and finish each night doing the dishes, according to John Foley, a restaurant expert in Northern California and AllBusiness.com's restaurant advisor.

A second big disadvantage is cost. The CCA, for example, charges about $45,000 for just 15 months of instruction, and that's just for an associate's degree. In fact, a prospective student at a first-tier academy can expect tuition prices to be similar to that of a top university.

In some cases, students may amass a mountain of debt from a school that does not have a good reputation. Many cooking schools are built to make money and operate like a business, says Dan Watts, a former purchasing agent with the CCA. Students, he says, should realize that quality often takes a backseat to quantity in such schools, degrading the cooking academy into merely a diploma factory. Moreover, with the arrival of more schools and higher enrollment across the country, the weight a cooking academy diploma once held has been somewhat devalued.

To learn of a school's reputation, students should ask restaurant professionals if they would hire a graduate from the school they are considering, trying to find a consensus. There's also plenty of useful information on the Internet.

The Experienced Chef

A prospective student with an abundance of cooking experience can benefit from a first-tier school, where they will be able to sharpen kitchen skills as well as learn the financial side of the restaurant business.

Advantages

Experienced chefs are more likely to be accepted into a top school such as the Culinary Institute of America (CIA), which, in turn, may help them get a job at a top-tier restaurant. Part of the reason the CIA has maintained its reputation despite the proliferation of cooking academies is its nonprofit status. The school, with campuses in both New York and California, continuously reinvests its profits, building elite facilities and hiring only the best instructors. Also, the CIA and other comparable institutions offer their students the ability to pursue a bachelor's degree as well as an associate's degree.

With years of experience hiring and firing staff, John Foley swears by the graduates he's hired from the CIA. In 1991, Foley hired a Wisconsin dairy farmer turned CIA graduate to be his new chef. "He taught me so much about food, the procedures, the workings of a line, and how to serve 450 people on any given night," he says.

Foley, however, isn't nearly as confident in the CCA graduates he's dealt with. Ten years after that very successful hire, Foley interviewed a CCA graduate and asked, "Where did you learn to cook?" The interviewee answered, "I went to school at the CCA." Foley sighed and said, "Yes, but where did you learn to cook?" The difference in the quality of schools, according to Foley, is that the first-tier schools like the CIA give students incomparable instruction along with a realistic picture of the restaurant business.

While experienced chefs may already have excellent kitchen skills, they may not have the necessary business know-how. Schools such as the Restaurant School at Walnut Hill College teach students how to start a small business. Classes focus on the financial side (accounting, marketing, purchasing) as well as management (human resources, supervision).

Disadvantages

There are few downsides to attending a top-tier school, but the financial burden can be significant. In addition, there's always the trade-off of spending a year or so in school versus continuing to gain valuable experience in the real world. Poor instruction is also a risk, though the more elite schools are almost always staffed by experienced and capable instructors.

Attending a cooking academy can be a smart career move for both the experienced and the novice if the student is realistic about the hard work that follows graduation.

A student's dedication will make or break the journey; a cooking academy degree won't.

Saturday, July 26, 2008

Shelter Program Teaches Women Classic Cuisine

Chefs at Village Kitchen start from scratch

The women -- some just out of prison, others recently homeless -- have been given a chance to succeed, learning the techniques of fine cuisine at a Los Angeles cafe operated by a homeless center.

By Scott Gold Los Angeles Times Staff Writer

July 25, 2008 - Not long after Felicia Cuellar started working at The Village Kitchen, she began to suspect that the purple potatoes she'd been roasting had been dyed. The red carrots, too. Aren't carrots supposed to be orange?

Indeed, most everything she knew about food she'd learned from the drive-thru. She didn't know the proper way to hold a knife, much less how to distribute butter in batches of scone batter to keep them from spreading out like pancakes in the oven.

From her first day, however, Cuellar was an expert on the scale. She was so good, she barely needed one. Whatever the recipe called for -- 11 ounces of flour, 14 ounces of powdered sugar -- she'd squint one eye, size up her target, plop it on the scale and, more often than not, come pretty darn close. That's because back home in Lancaster, she'd used the same kind of scale for years. "To weigh dope," she said.

If you like your sandwich with a nice story on the side, think about stopping in at the new storefront cafe at 1667 Beverly Blvd., just northwest of downtown Los Angeles. The cafe is the latest project of the Good Shepherd Center for Homeless Women and Children. Over the last 25 years, the organization has provided thousands with food, clothes, housing and counseling, all under the steady hand of Sister Julia Mary Farley, its founder and a saintly sort in local social work circles.

Good Shepherd occupies nearly an entire block in a stretch of town otherwise peppered with cheap motels, union halls and lavanderías. Its latest addition is a $13-million building with 21 transitional apartments -- and this tiny cafe. The cafe is staffed by 10 women, nine of them mothers, all of them recently homeless, imprisoned or both. There are former addicts, dealers, thieves and old-fashioned down-on-their-luckers -- some of whom have eaten out of garbage cans -- being trained in classic cuisine and, on the best days, learning to love themselves again.

"This is the answer," said B.J. Daniels, 51, a single mother who grew up in Long Beach and had a stable life until a transportation company furloughed her job three years ago amid budget cuts.

Daniels stayed with relatives as long as she could, and then, out of options, landed at Good Shepherd. This summer, she signed up for a work program at The Village Kitchen, undergoing 80 hours of wage-free training. Now fully employed, she hopes to introduce some of her family recipes, including seafood gumbo, to the menu.

"This is an expression of our pride," she said. "People will see that we treat them with care. I think that will make it prosper." The idea, said Pasquale Vericella, owner of Il Cielo restaurant in Beverly Hills and a longtime Good Shepherd board member, was to use the cafe as a teaching tool to give the women "a craft and a sense of belonging."

But even the best ideas come with red tape and permitting snarls, so the cafe has been nearly 10 years in the making. It didn't get any easier once Executive Chef Jaime Turrey, a former Bay Area chef, was hired last fall. During much of the training and menu design, Turrey, 32, had only a shopping cart and a broom closet to store his equipment -- and many of his cooking tools, including muffin pans and his best knives, were taken from his own wedding registry.

Many of the women, meanwhile, had no understanding of cuisine. What they did know about food -- making "prison tamales" with crushed tortilla chips wrapped in newspaper, for instance -- wasn't much help. Everything is made from scratch -- a point of pride but also debate; Turrey spent an hour last week demonstrating that fresh mayonnaise is yellow-tinged, not bright white like at the grocery store. Math was another problem; hand-written equations ("11 1/4 oz X 2 = 22 1/2 oz") are scribbled all over the kitchen.

"I'm not training them for this job. I'm training them for their next job," Turrey said. "I don't want them to learn to pop something in the oven. I want them to be able to go to a nice restaurant and meet the expectations of that job from Day One. If the manager says, 'Blanche me some haricot vert' -- French green beans -- "they will know what that means. These women are ready for anything."

By now, Turrey is mentor, brother, counselor. On a recent morning, one chef needed to send a postcard to the father of her child; the father had recently been jailed. Turrey made four calls to locate free postcards. As soon as he hung up, another chef brought over a batch of dough and asked him to test the consistency. He gave it a pinch and approved. The kitchen was humming. There were meatballs sizzling in a sauté pan, red and purple potatoes in roasting pans, and beets cooling in a huge bucket of ice. Chefs emerged from the walk-in freezer carrying cheese bread doughs and fresh tomato sauce, their breath still steaming from the cold.

"You would never know," Cuellar said as she patted roasted walnuts into the frosting of a carrot cake. "What?" asked Kimberly Ferguson, 43, another chef. "You know," Cuellar said without looking up. "That we're convicts and stuff."

Theirs is not a tale of unadulterated salvation. It would be too simple to suggest that working at the cafe has marked a clean break for everyone. There are women here who merely fell victim to a sorry economy. But there are also women who ripped copper wiring out of strangers' houses and sold it to buy drugs -- not all that long ago, either.

There are gambling addicts who, when they appear to be contentedly shearing stalks of cilantro, are quietly fending off urges to make a run for a casino. Some don't regret what they did, only that they got caught. Some aren't convinced they won't do it again.

Cuellar, 32, has a kind, easy smile and is a mother of three girls. She spends much of her time fretting because her oldest daughter just started dating boys. It's easy to forget when she's showing off pictures of her kids that she had her first taste of methamphetamine when she was in the third grade; a relative stirred it into her milk, and they stayed up all night making beaded earrings together. By 12, she was snorting it; by 16 she was smoking it. Cuellar began dealing to support her own drug use, then to make money -- gobs of it, which she spent as fast as it came in. She sold drugs to friends, to neighbors. She stopped paying cash at fast-food restaurants, just handed over a few crystals of meth instead. She sold to gangs, including white-power skinheads who presumably didn't think much of her Mexican-Native American heritage. "Just business," she said.

After she helped savagely beat a man who had robbed her -- mostly to make sure that no one would think she was "weak," she said -- she was convicted of assault and sent to Valley State Prison for Women in Chowchilla for two years. She was recently released to a transitional treatment center in Los Angeles, where she was approached about becoming a Village Kitchen chef. A life like hers, she pointed out, doesn't get cleansed by baking a batch of muffins. But there is a sense here of new beginnings. Cuellar used to dream of building a massive house -- with no kitchen. No need for one of those. Now she's broke -- the government seized her assets -- and she's pretty much OK with that. She's hoping to work at a hotel restaurant back in the Antelope Valley.

"I feel . . . I don't know . . . free or something," she said. "I never thought in a million years I would like this. But I do. It's cool. It's really cool." She turned back to her carrot cake. "This," she said, "is going to be beautiful."

Thursday, June 26, 2008

Cooking Up A Storm Branches Out

The introductory culinary program of The Jonathan Thompson Performing Arts School, Cooking Up A Storm, is designed to introduce students to basic culinary skills and to enhance their interest in education and career opportunities in the culinary or foodservice industries.

Class instruction, led by Chef Carl G. Conway with assistance from graduates of the Second Helpings Culinary Job Training Program, provides for interactive participation and is designed to teach basic culinary skills and nutrition, empower participants to make better and healthier food choices, explore educational and career opportunities in foodservice, and aid character development in young participants, all while having a lot of fun.

Chef Conway and company will offer a twelve week culinary experience for teens ages 14-19 starting Thursday, June 12th, 2008. Sessions will be held every Thursday from 6:00 to 8:00 pm at the C.A.F.E. Center, located at 8902 East 38th Street.

See our registration page to sign up, or (317) 890-3288, extension 19 for more information. We look forward to seeing you there!

Friday, June 13, 2008

Kroger and Second Helpings Partner to Feed the Hungry

INDIANAPOLIS, IN – At a Sunday evening June 8th dinner in honor of Second Helpings' 10th anniversary, Kroger Central Division Public Affairs Manager John Elliott announced a major perishable food partnership between Kroger and Second Helpings as part of Kroger’s national Perishable Donation Partnership (PDP).

"For far too long food banks, food rescue organizations and local food pantries have operated with the food that people choose to donate, rather than being able to provide enough healthy, nutritious meals that include meat, seafood, fruit, vegetables and other perishable foods," said Bob Moeder, president of Kroger Central Division. "Just because a family is temporarily unable to purchase their meals in retail food stores, that should not mean they have to accept a lower quality standard or inadequate nutritional value."

Second Helpings and Gleaner's Food Bank will share access to a significant quantity of healthy, nutritious perishable food donations from nearly 50 Central Indiana Kroger stores. Second Helpings and Gleaners have just completed a successful pilot of the program for Kroger's Central Division, working with four stores each. Prior to the pilot, both organizations had to undergo thorough evaluations, including food safety evaluation and other certifications.

Kroger's cash contribution on June 8th includes $5,000 in support of Second Helpings' highly respected chef training academy, as well as $5,000 that is unrestricted. Kroger made a contribution of $15,000 earlier this year to underwrite costs associated with a special insert in "Indianapolis Woman" magazine promoting the mission and programs of Second Helpings.

The partnership with Second Helpings' Culinary Job Training Program, headed by Chef Carl Conway, will include Kroger's hiring graduates of the program, supporting curriculum and content of the training program, access to Kroger stores during training sessions and other shared expertise in what is projected to be a mutually-beneficial exchange of talent and ideas.

Kroger enthusiastically supports helping organizations that provide food to those in need. The donations of nutritious perishable food will be especially important to children for healthy growth and development.

According to Mr. Moeder, "Kroger does not do this alone. We rely heavily on partners in every community to feed the hungry. I personally visited Second Helpings and share my colleagues' great enthusiasm for the quality and effectiveness of their organization. We were so impressed that we sought special approval from our corporate headquarters in Cincinnati to allow Second Helpings to be the first food rescue organization in the nation to participate in the PDP. I am especially pleased that our division’s leading expert on food safety, Melissa Miller, has agreed to lead this PDP for us. Kroger is very committed to making this perishable food program just as successful as the many other programs comprising our 125 year history of feeding the hungry in our local communities."

Cindy Hubert, CEO of Second Helpings added, "Second Helpings is honored to have been chosen to be part of Kroger's perishable food partnership and receive the wonderful financial support from Kroger. The confidence Bob Moeder and Kroger's leadership team have shown to Second Helpings to allow us to be the first food rescue organization certified within the nation is priceless. We are looking forward to a long and rewarding alliance with Kroger to feed the hungry within our community."

Background:Nationally, 40% of the $160.5 million Kroger donates in local communities goes to hunger relief. These donations are primarily dry grocery products and can goods. "This is an exciting opportunity to bring even more food and hope to hungry people," said Lynn Marmer, Kroger’s Group Vice President of Corporate Affairs and a member of the national board of directors of America’s Second Harvest. "This initiative not only increases the amount of fresh food Kroger donates, it will help improve the diets of individuals and families who depend on hunger relief programs by giving food banks access to a variety of nutritious meats, fruits and vegetables."

Kroger has launched the PDP as a company-wide project to increase the number of stores that donate safe, perishable food to America's Second Harvest food banks across the country. As part of the PDP program, Kroger has dedicated a senior staff person in the corporate headquarters, Kathleen Wright, as Director of the Company’s PDP. Under Wright’s leadership, Kroger’s PDP will expand to include not only the current 30 million pounds per year of non-perishable food donations, but an additional 50 million pounds of nutritious, fresh food to food banks across the country. In terms of meals, this represents an increase from 22 to 59 million meals annually. The safe handling of perishable foods will make food bank and food pantry operations more complex, so Kroger’s efforts will include expertise and resources to prepare local food banks for the safe and efficient handling of perishable foods.

Kroger's Central Division, based in Indianapolis, supported six food banks in Indiana and two in Illinois during 2007 with more than $2 million in cash contributions, donated transportation, event support and donated food. Kroger actively engages its customers and the communities in which its employees live and work in its hunger relief efforts by supporting food drives throughout the year. Kroger is a major sponsor of the Boy Scouts of America's "Scouting for Food" program and leads a "Share Your Feast” food drive during the Thanksgiving and Christmas holidays each year. Kroger’s financial contributions are reinforced by substantial non-cash support such as donated equipment; professional expertise and considerable volunteer hours.

The Kroger Central Division has 154 food stores, 129 pharmacies and 51 fuel centers operating under five banners; Kroger, Scott's, Owen’s, Hilander and Pay Less, with locations primarily in Indiana and Illinois, in addition to five stores in Missouri, one in Michigan and one in Ohio. Kroger Central Division is dedicated to supporting every local community it serves, contributing more than $7 million annually to local organizations, primarily focusing on hunger relief, K-12 education, health causes and diversity. At Kroger we value: honesty, respect, inclusion, diversity, safety and integrity.

Source: The Kroger Company- Central Division

Sunday, February 24, 2008

Serving up Second Chances

BALTIMORE, Maryland (CNN) -- "Heroin, cocaine, alcohol...whatever was on the table, I wanted it," recalls Baltimore native Tyrone Lewis, who struggled with drug addiction for most of his life.

His addictions made it impossible for him to hold a job very long. For a time, he was homeless.
"After a while you just feel ... alone," says Lewis. "That made me want to give up. "

But that all changed when he met Galen Sampson, a five-star chef who offered Lewis the chance to join Chefs in the Making, a culinary training program that offers jobs and education to people who've been homeless, or have struggled with addiction. For Lewis, it was the chance of a lifetime.

"He was offering me a free education," Lewis says. "What he was doing gave me hope."
For many years, hope has been in short supply in parts of Baltimore. While some areas have been revitalized, much of the city is plagued by crime, poverty and drugs. According to the Census Bureau, nearly 23 percent of residents live below the poverty line and the city has an estimated 60,000 addicts.

As a chef at one of Baltimore's elite hotels, Sampson often saw his employees struggling with these problems in their own families. When he met his wife, Bridget, a writer who ran literacy programs in the city, he got involved with her work and wanted to do more. "I was a chef; that's what I was good at," Sampson recalls. "How could I apply what I did to help?"

Sampson had always dreamed of having his own restaurant. So in 2005, he and Bridget decided to create a socially responsible business that could address some of Baltimore's problems. They decided that part of their restaurant would be a training program, and Chefs in the Making was born.

In many respects, Chefs in the Making is run like any other culinary school. Apprentices take classes four hours a week and the rest of the time, they work at The Dogwood, Sampson's restaurant, which also includes a deli and catering business. Students not only earn a living and learn a trade, but they also build a job history.

The program has partnered with other programs to give apprentices additional support; there's even a counselor on staff who meets with them every couple of weeks. For Tyrone Lewis, the restaurant itself is a refuge.

"Here there are no secrets," Lewis says. "Most of us just know we are people who are trying to get our lives back together. "

Sampson admits this unorthodox approach had its skeptics. "A lot of people think we're crazy. We've pretty much put everything that we have into this project," he says. But for Sampson, it's well worth the risk. "To see what our apprentices have been able to do here has been very rewarding. I think we're setting the foundation for something good," he says.

In 2008, Chefs in the Making intends to provide training/jobs to more than 30 people. Apprentices make up about 25 percent of the restaurant staff and Lewis' own situation suggests what potential the program has to change lives. "Ten years from now, I see myself owning a home, maybe owning my own business," he says.

It's a future that he wouldn't have dreamed was possible before meeting Sampson. "A lot of people say they want to help," says Lewis. "Galen actually makes a difference."

Wednesday, February 13, 2008

Student Chefs Dig Into Their Field

Marty Meitus, Rocky Mountain News

Joan Brett has no interest in buying raspberries out of season. The cost is too high - and she's not talking about the price at the store. She's referring to the environmental impact of bringing in those berries from places like Chile.

"The fact that we're screwing up our planet, I don't need those raspberries," she says. "It's only six to eight months of the year (when you don't have them) and it makes them special."

Brett is doing more than paying lip service to the cause. Owner of the Culinary School of the Rockies in Boulder, she has added what may be the first outside-the-classroom program to incorporate the concept of farm-to-table training for would-be chefs. Students will spend five weeks outside the classroom, first in the North Fork Valley, then working at Leroux Creek Inn Bed and Breakfast and Winery near Hotchkiss, then going to Sustainable Settings, a 250-acre nonprofit center and ranch in Carbondale that teaches sustainability.

When Brett took an exploratory trip to the North Fork Valley, "I was met with such excitement and enthusiasm about moving the farmers' vision into the restaurants."

Students will help with winemaking, cheesemaking, learning about soil and composting, harvesting and preparing menus from what they've gathered.

"We're a cooking school, not a farming school, but the experience is going to make these students aware of where the food comes from. (They'll gain) an in-depth knowledge of soil and what it takes to put those ingredients on the plate."

Back in Boulder County, they'll "get steeped in where food comes from" at various farms, with a community dinner at the end. Brett says the program will have lasting benefits.

"It's multilayered because it's going to affect consumers and the community, and I think these students will wind up being ambassadors for dealing respectfully with food."

The local push helps farmers who at one time might have had to abandon their livelihood because they weren't able to produce enough for the wholesale market. But, she says, "by selling to restaurants and the public, a lot of them have turned around."

Not so many years ago, "eating local" meant heading out for McDonald's up the street. But now consumers are tuning in. "It's not going to be overnight, but it's exciting to be part of it."


Rocky Mountain News (Denver, CO)

Tuesday, January 29, 2008

Would You Like A Diploma With That?

In Britain, the Government is pushing the boundaries of traditional education.

Fast food chain McDonald's will now be able to award high school diplomas for courses it conducts in-house, and companies like budget airlines will be able to provide the equivalent of university degrees to their workers.

By some measures, as many as four in five jobs in Britain are in the service sector, so it is perhaps not that much of a surprise that the Government would look to McDonald's and the planes packed with budget holiday-makers as the training colleges of the future.

Prime Minister Gordon Brown says a skills deficit, particularly amongst low-income workers, is the biggest barrier to full employment in Britain now and in the future.

McDonald's already has a basic shift manager course. A staff member learns all there is to learn about running an outlet, including marketing, customer service and stock control. With government approval, that course will now have the same status as school A-levels, the equivalent of the HSC (Higher School Certificate) in Australia.

The chairman of budget airline Flybe, Jim French, says his company will go a step further, offering a course equivalent under British law to a bachelor's degree. "So many people think of cabin crew, 'Oh, they're just trolley dollies'," he said. "Think of the people who were evacuated from that aircraft last week at Heathrow. They weren't evacuated in seconds by accident. "They were evacuated after the result of years of training, of management expertise and management development."

And it gets even better with Network Rail, the company that owns the nation's railway tracks and signal boxes. The training it gives some of its track engineers will give them a qualification equal to a PhD. Mr French says that industry and universities need to do more together.

"We recently interviewed 150 engineers. Only 30 per cent were appropriate, ie. they had the right skills for the job," he said. "Rather than people spending seven years and come out and be unemployable, they actually spend four years coming out with an engineering qualification, a foundation degree and skill that you can go straight into a job."

Academic critics say the qualifications will raise false hopes among those who receive them because other companies will not value them. They also say it will cheapen traditional academic and vocational qualifications.

Monday, December 3, 2007

Banana, Anyone?

The ‘monkey see, monkey do’ mentality among staff leads to mediocrity, drives owners bananas

(Dec. 03) I didn’t invent the hypothetical situation, but let’s just suppose for a second that I did.

Put five monkeys in a cage. Inside that cage, hang one banana on a string and place a ladder under it. Keep a garden hose nearby. Soon one of the monkeys will spot the banana and start to climb the ladder to get it. When he does, spray all of the other monkeys with cold water. Now, replace the banana.

After a while another one of the monkeys will probably go for the banana. Again, spray all of the other monkeys with cold water.

Monkeys are relatively smart, so pretty soon, whenever one of the monkeys attempts to climb the ladder, all the other monkeys will try to prevent him from doing it. When that happens, put away the cold-water hose. Remove one monkey from the cage and replace it with a new one.

Now hang a new banana over the ladder.

The new monkey will spot the banana and head for the ladder. To his surprise, all of the other monkeys will spontaneously attack him. After several more futile attempts, all of which will result in further beatings, the new monkey will no longer try for the banana.

Remove another of the original monkeys and again replace it with a new one. Now replace the banana. Again, the new monkey will make a grab for it. Like his predecessor he will be stunned to discover that all the other monkeys attack him. In fact, the previous newcomer will most likely take a particularly enthusiastic role in his replacement’s punishment.

One at a time, gradually replace all of the original monkeys with new ones. Each of the newcomers will go for the banana. Each one will be attacked by the other four. Most of the new monkeys have absolutely no idea why they were not allowed to climb the ladder, or why they are participating in the assault on the newest monkey.

When all of the original monkeys have been replaced, none of the remaining monkeys have ever been sprayed with cold water. Nevertheless, not one of those monkeys ever approaches the ladder. Why not? Because as far as they are concerned that’s the way it has always been done around here.

And that is how corporate culture and company policy begins.

A friend sent me that parable, and though the author is unknown to me, the moral is quite clear.

If your best employees keep leaving and only the least valuable remain, you’ve got to start challenging the policies and processes that made you successful in the past.

Carolyn Straub, human resources administrator for Runza National, a Lincoln, Neb.-based regional restaurant chain that is known for its overstuffed sandwiches, agrees. “If you tolerate employees and managers that have accepted mediocrity as the standard level of performance, each go-getter that you bring into your restaurant will be dragged down by the middle or bottom groups,” she says.

“Accepting mediocrity and poor performance accelerates turnover among the good performers and leaves you with only the poor ones. The water in this story symbolizes every time that a manager compromises standards, accepts poor performance, or douses an employee’s ideas, improvement suggestions, or eagerness to go above and beyond.”

I couldn’t agree more. If performance is slipping at your operation, every manager and operator should first look themselves in the mirror before they blame the economy, the competition, the customer, or the “quality of help these days.”

Do you hire people prescreened to fit your culture or do you hire anyone and try to fit your culture to them? Rookie mistake. Maybe you quickly hire average performers and hope that “training” will fix them. But there is no right way to develop the wrong person. Do you make it a privilege to join your team, or are you surprised when once-profitable units underperform?

There is no such thing as a great team in a bad store.

Are your general managers so busy managing numbers that they’re failing to recognize performers, as well as the performance? Remember that brains, like hearts, go where they’re appreciated.

Mediocre managers will not take the time to methodically challenge the process and search out root causes of operational problems. Instead, they blame the monkeys, and determine that it must be the reward that’s wrong. So they decide to exchange the banana for an orange. Sound familiar?

If you want to get better, challenge your policies, procedures and processes daily. Ask: What makes our day difficult? Why do we do it that way? What if we didn’t? What was the origin of the policy? Does it still make sense for us, for our customers? Does the process or policy make it is easy for customers to do business with us? If not, why? Change it. Does it make it easier for our team to do business with us? If not, why? Change it. Does our hiring and training program assure us better performers than the competition? If not, why? Change it.

And if this discussion makes you uncomfortable, you’d best ask yourself one last question: “Which is stronger in our company: our willingness to change or our resistance to it?”

Banana, Anyone?

Jim Sullivan’s newest book and audio-book is called “Multi Unit Leadership: The 7 Stages of Building High-Performing Partnerships & Teams.” You can order it and get his free monthly e-newsletter of best practices at www.sullivision.com. For a podcast of this column go to nrnpods.podshowcreator.com .

Thursday, November 22, 2007

This Thanksgiving, his plate is full

THE Los Angeles Mission will serve Thanksgiving dinner today (a day-before-the-holiday tradition for decades) to anyone who wants it. More than 3,000 guests are expected, an estimated 500 more than were served last year, says Herb Smith, chief executive and president of the mission. The economy has been rough. But hard times aren't the only reason for the surge, Smith says: "We have the best food on skid row."

The menu for the feast here, like Thanksgiving menus everywhere, has treasured traditions -- dishes and gracious gestures the guests anticipate. The centerpiece of the meal, a big, meaty smoked turkey leg on each and every plate, is a symbol of abundance created by executive chef Chris Cormier four years ago.

"Our guests come here looking for connections, rituals, a diversion from an otherwise gray existence," says Cormier, 47, who was once homeless himself. "We have fresh flowers on every table and serve food we'd be happy to feed our own families."

Cormier first came to the mission because of the food. Of all of the soup kitchens where he'd eaten, this was the place that took pride in what was served, he says. One reason: The kitchen is staffed by students in the mission's chef training program. After coming for the food, Cormier stayed to work his way up through the training program he now runs.

The Los Angeles Mission, founded in 1936, moved into its current facility on 5th Street in 1992. The 394-bed shelter is now one of the nation's largest providers of services to the homeless, offering three hot meals a day as well as vocational training and continuing education. The Thanksgiving tradition, its most visible public event, takes place on 5th Street by the mission between 11 a.m. and 3 p.m. It's a block party, with that section of 5th Street closed for the day so that dining tables can be set up in the street.

Because no one stands in line at home to be served Thanksgiving dinner, the mission's guests are served by 450 volunteers who have made this meal part of their Thanksgiving tradition. Guests sit with their friends, other members of the all-too-stable population living near the mission.

On each plate, that smoked turkey leg is accompanied by homemade mashed potatoes with country gravy, candied yams, mixed vegetables, cranberry relish and buttered rolls. There's pumpkin pie for dessert. The pies are donated, but the rest of the recipes have been developed by Cormier, who learned banquet-style cooking from "a couple of guys who used to run kitchens in Las Vegas," he says. "I like to use buttermilk in the potatoes to give them that extra flavor without loading them up with too much fat."

Cormier and his second in command, David Thomas, supervise cooks Carlos Castillo, Harold Reed and Nick Bautista and a rotating support staff. The crew cooks all day today, guaranteeing that everyone gets a hot just-cooked meal. The mission's well-equipped professional kitchen is "controlled chaos" during the event, Cormier says.

"Our friends and neighbors look forward to Chris' food," says Smith. "And not just on Thanksgiving. He makes a mac and cheese with three cheeses for Christmas dinner that people talk about all year. His food brings people to our door and we'll get to know someone. Hopefully, that meal will lead them to want to change their lives.

"Cooking is a bridge to self-sufficiency for the students working under Cormier. He shows them what he wants, then lets them learn by doing the work themselves.

"It was my lifeline back," Cormier says. "It inspired me to dust myself off and carry on.

"With a mother born in Jamaica then raised in Panama, and a father from Louisiana, Cormier's childhood in El Sereno revolved around the dinner table.

"My mother's gumbo was fantastic. She could make chicken wings a gourmet dish," he says. "I'd have cooking competitions with my friends to see who made the best chili or jambalaya." By the early 1980s he was a cook in Redding.

"Then I had my battles with addiction. I thought my life was over. I told people to just take me downtown and leave me," Cormier says.

Still, a man's got to eat. Cormier made the rounds of skid row's soup kitchens, sizing them up. "No matter how bad things get, if you know good food, you go looking for it," he says. "It's no different than music to a musician or a painting to a painter. Food inspires."

Cormier soon joined the mission's kitchen staff, moving on to work in the kitchen at other missions, straightening his life out along the way. He returned to Los Angeles Mission in 1997 and by 1999 was overseeing a revolving group of 30 students in the mission's kitchen.

"The beauty of it is seeing students who don't know anything when they come here and then they are able to go home and make dinner for their mom. Or get a job at a hotel, work at a grocery store deli counter, be a caterer," he says. "I get to teach these kids to go to the next step."

Participants in the mission's chef training program have the opportunity to earn their ServSafe Certificate, an accreditation by the National Restaurant Assn. that says the person knows the food safety rules for operating a commercial kitchen. "When they move on, they are able to get work, to get on with their lives, to return home."

And it starts with sitting down to eat a smoked turkey leg. Since Saturday, Cormier has been supervising revolving crews on the two refrigerator-shaped smokers in the mission's parking lot. His students have taken turns stoking the mesquite fire, spritzing the turkey legs with apple juice and rotating them to make sure every one is cooked perfectly.

Cormier made the smokers out of old transit cabinets, the 6-foot-tall metal storage racks that caterers use to wheel around trays of food. He drilled a line of holes along both sides near the bottom to let in oxygen to keep the mesquite wood burning. Another line of holes along the top and a few in the middle keep the air circulating. Dented metal restaurant trays hold the coals in the bottom of the cabinets. The turkey legs are lined up on wire baking racks that slide in, 5 inches apart, throughout the cabinets. There's just enough room for the smoke to surround each piece of meat.

Dropping a thermometer into one of the "breather" holes, he checks to make sure the smoker stays at 200 degrees Fahrenheit. At that temperature, it takes three hours to cook 65 legs. And four days to cook 3,000 legs.

Today, when Cormier looks down the long tables at his guests, he says, he'll be inspired all over again. "To see someone take joy in what you've created, it's beautiful."