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deliver your best. Trust is very ful lling. We have built a high-trust environment. Tap into the potential of your employees, they want to give their personal best. Organizational trust is a named aspira- tion. It creates an active dialogue and communication is a key component. We solicit honest feedback from our people in many forms. They have ideas, suggestions and credible feedback. Implementing employee suggestions ensures that our people feel heard and respected. There is so much trust involved when an employee feels comfortable sharing feedback which is positive or negative. Ultimately we feel trusted as leaders. People don’t expect all
Gia SanAngelo is the General Manager at Untitled at the Whitney Museum in NYC. Reviewing Untitled’s TripAdvisor Reviews: the Untitled patio is done fabulously well. Here’s why according to SanAngelo.
• Untitled’s patio is on the eastern and southern side of the restaurant. It has al- most the same number of tables as inside the restaurant!
• The Untitled patio is recessed from the street, which allows guests to feel less “out there” on the busy streets of New York City.
of their needs to be immediately met, but everyone needs to feel heard. Feedback isagiftandwewanttobepartofthe conversation.
WHAT IS YOUR ADVICE FOR RESTAURATEURS/BUSINESS OWNERS IN TERMS OF THE MANAGEMENT OF THEIR HUMAN RESOURCES?
Observed industry-wide, human resourc- es are viewed as a risk management func- tion. We have to shift this focus from legal compliance to advocacy for employees. View your employee base as your largest, greatest, most valuable asset. This mind- set shift is really powerful. m
“... INDUSTRY-WIDE, HUMAN RESOURCES ARE VIEWED AS A RISK MANAGEMENT FUNCTION. WE HAVE TO SHIFT THIS FOCUS FROM LEGAL COMPLIANCE TO ADVOCACY FOR EM- PLOYEES. VIEW YOUR EMPLOYEE BASE AS YOUR LARGEST, GREATEST, MOST VALUABLE ASSET. THIS MINDSET SHIFT IS REALLY POWERFUL.”
ERIN MORAN,
CHIEF CULTURE OFFICER, USHG
the legendary Untitled patio at the whitney a Union sQUare hospitality groUp restaUrant
• Finding quality employees can be a strug- gle year-round, but it can be especially challenging during patio season because restaurants are often looking for seasonal/ summer hires with full-time availability. Despitethischallenge,atUntitled,SanAn- gelo looks for what USHG refers to as The 51% Solution—hiring only those whose skills are demonstrably 49% technical and 51% emotional. SanAngelo credits this hiring policy with nding the right sta for Untitled no matter what the season.
• Knowing when to open and close the patio for the season is tricky as it’s more and more common to have unpredictable weather in the shoulder periods of the
gia sanangelo
general manager, Untitled at the whitney mUseUm in nyc
season. Typically Untitled aims for the patio to be open mid-March through late November. It has outdoor heaters allow- ing the patio to open in earlier spring and until later in the fall.
• Havingabeautifulandspaciouspatio available in the warmer weather is such an asset. It allows Untitled to not only serve more guests but also provide an additional experience for guests. There are so many people visiting the Whitney Museum and the High Line during the summer; having the extra space is a huge plus.
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