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    • What does a bartender do at a bar?

      • Bartender, Skyline Hotell Malmö, 1992. A bartender (also known as a barkeep, barman, barmaid, or a mixologist) is a person who formulates and serves alcoholic or soft drink beverages behind the bar, usually in a licensed establishment. Bartenders also usually maintain the supplies and inventory for the bar.
  1. May 22, 2015 · If a bartender runs out of something or wants to get rid of it, she may tell other barstaff to 86 it. Likewise, a bartender can 86 a customer who’s had a bit too much by kicking them out.

  2. May 02, 2020 · In order to hide their giving out unauthorized free drinks, bartenders have been known to do any number of things to offset the cost. Actually, the list is endless, and bartenders constantly come up with new ways to make a few extra bucks. Overcharging other customers, short-pouring, ringing food up on the liquor keys, etc.

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  4. en.wikipedia.org › wiki › BartenderBartender - Wikipedia

    Bartender, Skyline Hotell Malmö, 1992. A bartender (also known as a barkeep, barman, barmaid, or a mixologist) is a person who formulates and serves alcoholic or soft drink beverages behind the bar, usually in a licensed establishment. Bartenders also usually maintain the supplies and inventory for the bar.

  5. If a bartender runs out of something or wants to get rid of it, she may tell other barstaff to 86 it. Likewise, a bartender can 86 a customer who’s had a bit too much by kicking them out. Why do bartenders knock on the bar? Sometimes the bartender may knock on the bar when you tip him. This is a signal that he appreciates the tip.

  6. Dec 23, 2018 · Bar-back: An assistant to the bartender. A bar-back usually runs glasses through the dishwasher, stocks the coolers and liquor bottles, and pours beer, wine, and non-alcoholic drinks for the waitstaff. A bar-back can also double as a busser (below). Bussing: Term used for clearing off and resetting tables after guests have left. In busier ...

    • Theft
    • Lying
    • Harassment/Disrespect
    • Failure to Meet Expectations
    • Drunk/High on The Job
    • No Bad Blood

    Over the years, I’ve worked with people who have stolen from the place of employment. Some were so good at it, that it wasn’t until either they had already quit the bar that we discovered thousands in loss both in liquor and cash. Theft isn’t just taking money out of the cash drawer either. Theft is also giving away drink or food without permission. Theft is also purposely not ringing in an order and pocketing the cash. Theft is also staying on the clock while not doing work like being on your cell phone or taking a lot of smoke/bathroom breaks. Theft should always be a one-strike policy. There is never a “good reason” for stealing from a business. You don’t owe an employee an explanation beyond letting them know they’ve been caught stealing and do not qualify for unemployment. Theft is written into law, while you can put it into your employee handbook/training as an extra precaution, this policy is backed up by the legal system. As I got to know more about the industry and finances...

    You’ve got an employee who called out sick so you’re down a bartender. As bar manager, instead of doing inventory, you’re now working an unscheduled shift for the sick employee as well as inventory. The next day, one of your other bartenders is talking about where they were last night and mentions the “sick” employee was also out with them. Turns out they weren’t sick, they just really wanted to go to a concert. This should be a two/three-strike policy. The first time should trigger a conversation that talks about company expectations on behavior and accountability. Call in the employee before their shift and sit them down. Make it clear that, when they are scheduled for a shift, it is their responsibility to get the shift covered. If they aren’t actually sick and lie about reasons why, explain that it damages the trust between them and everyone they work with. For repeat offenders, this conversation should already have happened, and, if they choose to do it again, hold them account...

    Harassment can be verbal, physical, sexual, and it’s often subjective. Which is partly why it’s so difficult to identify and coach. Whether it’s the chef making a sexist remark in the guise of a “joke” to the female bartender grabbing food from the window or an employee labeling customers by their race on the POS screen, there’s a line that shouldn’t be crossed and, too often, we are guilty of letting these issues go. I have a general rule of thumb for harassment: if you wouldn’t say or do it to/around a kid, then don’t do it. I’d be naive if I didn’t acknowledge that us hospitality folk are notorious for our raunchy senses of humor, but there is a difference between a joke that everyone is in on, and a joke that makes someone, or someone’s identity, a punchline. I’ve also generally found that people who demonstrate harassing behavior also tend to disrespect management and their coworkers. This is another one-strike policyfor me. Harassing behavior comes in many forms and, often tim...

    It’s always tough when someone you hired fails to meet the technical job requirements after significant time and training, but it does happen. I generally give new hires 2-3 months of on-the-job learning to get into a flow. But some employees aren’t ready for the technique needed or aren’t able to multi-task fast enough and it costs labor hours. You can like everything about the employee, but they are costing your business money and underperforming compared to the rest of the staff. Underperforming staff can create resentment among the other staff because they’re working extra hard to make up for the weaker employee. Once resentment sets in, poor morale impacts customer service and you’ll find you might also lose those other employees. Don’t pull weak employees off the schedule or send them home early because you don’t have confidence in them. If you’re going to do that, you may as well just fire them. If you aren’t willing to coach weaker staff, then own that. Don’t make excuses. C...

    According to the U.S. Equal Employment Opportunity Commission, an alcoholic is a person with a disability and is protected by the Americans with Disabilities Act (ADA) if he or she is qualified to perform the essential functions of a job. In such instances, an employer may be required to provide an accommodation to the individual. However, an employer can discipline, discharge or deny employment to an individual whose use of alcohol adversely affects his or her job performance or conduct. Do you know your employee? Don’t treat alcoholism as a problem, but then chuckle at the hangover from the employee who went binge drinking the night before. This is often another one-striker. Intoxication/inebriation of any kind while doing one’s job is grounds for termination, especially if it’s stated in the employee handbook. You wouldn’t want your doctor operating on you while drunk or high, why would you serve anybody in that state of mind too? Bartenders are handling sharp objects, electronic...

    Every company is different as is every employee. Most of the above situations can be handled with similar disciplinary actions, but only you as the employer/manager know your employee and situation best. For me, leading with compassion and questions first often led to the best solutions and least firings. Also, it should always be done in person. No email, no phone, no text. Show respect. The employee is still part of the hospitality network, and that kind of dismissal doesn’t make you look good. You don’t want a reputation as a bad employer/manager that is backed up by poor action. Whatever you choose to do, be consistent, be direct, and be sure when you let an employee go.

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