INDUSTRY ROLE MODEL CASE STUDY – Paul Danskin, Assistant Restaurant Manager, Gleneagles’ Dormy Clubhouse Introduction This case study consists of a personal profile of Paul Danskin, an Assistant Restaurant Manager at Gleneagles. It is based on a questionnaire interview. Many thanks to Paul and to Gleneagles for providing this information.
Background Gleneagles Hotel is one of the world’s most coveted 5 star resorts. It is owned by Diageo Plc and is a member of The Leading Hotels of the World. Set in 850 acres of Perthshire countryside, Gleneagles is home to three of the top Scottish Championship Golf Courses and a wide range of exhilarating outdoor leisure activities. Throughout the hotel guests will find the finest comfort – from the elegant restaurants to the luxury bedrooms and the calming environment of the spacious new destination spa by ESPA. Located within an hour’s drive from the international airports of Edinburgh and Glasgow, Gleneagles Hotel is a unique place to escape for business and pleasure. The Dormy Clubhouse Bar and Restaurant The Dormy Clubhouse offers something for all guests. Located next to the King’s and Queen's golf courses 18th holes, this restaurant has fantastic views of the courses. After an exhausting round of golf guests and members can enjoy a great beer, traditional British food and efficient service in the relaxed and comfortable clubhouse. Dishes are cooked in a very simple but traditional way, grilled, smoked, roasted or marinated to enhance the quality. Click here to see examples of the menus offered at the Dormy Clubhouse Springboard Education at: http://education.springboarduk.net and http://resource-gateway.co.uk To contact us directly email: education@springboarduk.org.uk
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Interview Name: Job Title: Location:
Paul Danskin Assistant Restaurant Manager Dormy Clubhouse, Gleneagles Hotel
1. Why were you attracted into the industry? My attraction towards hospitality as an industry is driven by the opportunity to interact and converse with a large spectrum of different people and personalities. It provides the chance of delivering an instant and continuing service with the opportunity to exceed guest needs with personal touches and attention to detail. Working within, leading and building a close team environment through motivation, training and development is the route ultimate success for the business. This delivers satisfaction that few other industries outside hospitality can. 2. What was your first job in the industry? Part time waiter, Swallow hotel group, Edinburgh. 3. What educational qualifications do you have and/or training at work? How have these helped in your career? • BA (hons) Hospitality and Tourism Management • Intermediate Food Hygiene Certificate • National Certificate of Licensees • St John’s ambulance First Aid Certificate • Manual Handling courses • Servewise (responsible sale of alcohol) These qualifications and training have enhanced my knowledge of business and the overall diversity of the hospitality and leisure industry. Furthermore I fully understand the legal responsibilities involved in the handling and storing of food and beverage products and the responsible sale of alcohol. This protects the business and provides a safe and comfortable environment for my colleagues to work within. Good ethical business practices are essential in developing faith within your team to drive your business in a fast paced, progressive industry. Springboard Education at: http://education.springboarduk.net and http://resource-gateway.co.uk To contact us directly email: education@springboarduk.org.uk
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4. Did you have a mentor who encouraged you during the early stages of your career? If so, who and why were they inspirational? Yes, Mr Tim Cordon (Operations Manager, Radisson SAS) believed in having not only the correct product but also the importance of the delivery of that product. He saw the importance of consistent service and developed a training structure that revamped induction programmes and introduced weekly sessions involving cross-departmental training and role-play scenarios. This developed a respect within all employees as to the importance of every department and the overall guest experience, and gave a learning structure to those who were looking to progress and forge careers within the industry. Tim was also the first person to introduce me to the working finances of a large scale operation, explaining monthly P&L (Profit and Loss) reports and the costings of new menus, wine lists and cocktail lists. 5. What do you regard as being your biggest achievement to date? My biggest achievement to date was completing my honours degree from university. It has given me relevant business and industry specific knowledge to find employment within the luxury hospitality market and progress within that role. This has always provided me with a strong foundation from which to develop. 6. What industry ambitions would you still like to achieve? I have ambitions to continue to advance within my management role. The continuing cultural growth of Glasgow, continuation of the renowned Edinburgh festival, upcoming Ryder cup and Commonwealth games ensure that in future years the hospitality and leisure industry will remain predominant to the Scottish economy. It is my ambition to be a progressive manager within the industry during these years, driving my department forward and also promoting the training and development of future managers within the industry. 7. What gives you a buzz about your job? I get a buzz from the diverse nature of food and beverage within a large scale resort. Every customer is different with different business needs and expectation levels, yet the delivery of our product must always look to exceed these. It is also a great pleasure to watch teams and individuals develop in their respected role. 8. Why would you recommend the industry to potential recruits? The hospitality industry is fast-paced and vibrant. It is progressive and must be open to flexibility to move with current social trends. The opportunity to converse on a one-to-one basis and receive instantaneous feedback is very gratifying in a technology driven age. The opportunity to provide extra touches to exceed the expectation of service will continue to progress the industry forward. Ultimately, the hospitality and leisure industry provides a large and constant form of income to the national economy and will continue to be driven in a positive nature. Springboard Education at: http://education.springboarduk.net and http://resource-gateway.co.uk To contact us directly email: education@springboarduk.org.uk
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9. What are your top 3 tips to people entering the industry? • Smile, be approachable and maintain open body language • Embrace teamwork - it is the only way to successfully deliver the product • Be prepared to work hard 10. What are your main tasks in a typical day at work? 07:30 Arrive and open and prepare the building for other employees/guests 07:30 Check handover from previous day, staffing levels, bookings and any private business/corporate events that are coming that day. Ensure all relevant tables/rooms are set and ready to go. 0800 Breakfast service commences. 0900- Write a list of set-up tasks and jobs for the first arriving member of staff. 11.45 Remaining staff arrive. Conduct a briefing on the business of the day and any other necessary tasks or set-ups that are to be completed. 12.00 Lunch begins. Manage staff and liaise with guests during service. Deal with any issues that may arise front or back of house. 15.00 Organise staff for the after lunch close-down. Check stock levels and write up any food/beverage or non-consumable orders required for delivery the next day. Write up the following day’s business, any set-ups required and the staffing levels on the communal board in the back of house. 17.30 Ensure everything is clean and set for the following day. Alarm and lock the building and take relevant orders and financial information to the hotel to be processed. Along with this structure there are constant communications and regular meetings with my line manager regarding how to continue to drive the business forward. Health and safety records must be kept efficiently up to date and on-thejob training records must be constantly evaluated for each individual member of staff. Recruitment and disciplining processes must also take place as well as the compilation of weekly rotas. Strong communication with other food and beverage managers has become a vital element of teamwork to ensure all areas of the hotel’s business are covered by food and beverage trained staff. There is also constant communication with Events and the monitoring of updated business sheets to make sure we are adapting to all the needs of our corporate businesses from the time of booking up to the delivery of the event. Gleneagles’ Vision: 'To be the most desirable resort hotel in the world’ For further information plus details of careers and job opportunities please visit: www.gleneagles.com
Springboard Education at: http://education.springboarduk.net and http://resource-gateway.co.uk To contact us directly email: education@springboarduk.org.uk
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