Learn before you leap

In an effort to reduce the number of newcomers failing,

the tenanted and leasehold sector is improving its training

provision. Graham Ridout reports

There never seems to be a shortage of people who want to enter the

licensed trade. The fall-out, however, is notoriously high, either because some find the going too tough or because they lack the necessary skills.

This has led to many tenanted and leasehold operators upping the amount of training they give to newcomers. There is also an increasing tendency among pubcos to ensure would-be tenants know what they are letting themselves in for by sending them to work in a pub before they commit their money.

Kent brewer and retailer Shepherd Neame lets new recruits work for two or three days

in one of its pubs, while fellow operators

Everards and Marston's Pub Company run similar schemes known respectively as Try Before You Buy and Inn-sight.

Another increasingly common trait among pubcos is to assign a mentor to newcomers.

Shepherd Neame tied-trade HR manager Graeme Endacott believes mentoring gives trainees a "more open and honest" sense of being in the trade and provides someone to turn to

when problems arise.

Mentors are paid for giving assistance. Endacott says: "It's a very cost-effective approach and has worked very well."

Sheps takes the unusual step of undertaking training for its managed estate and its tied trade as a single operation. Endacott adds: "It is quite unique and includes the benefits of pooled resources and personnel."

He continues: "When someone new to the industry approaches us, we send them on a training course that can vary in length up to 18 months, encompassing on and off-site training. We are building for the industry as well as ourselves."

The only course that is mandatory is the first stage of a Master of Beer programme, which is geared to tutoring people about the diversity of Sheps' beers and how to ensure they are served in tip-top condition.

Endacott says: "We've had a massive take-up for this programme, with a very high number progressing to the advanced level."

Another unique aspect of Sheps' training programme is the fact that the cellar management course is run by one of its tenants.

Part of the induction process involves newcomers gaining an understanding of how the family brewer runs its business, together with day-to-day matters such as learning about ordering and distribution systems.

Endacott adds: "We like to encourage a family culture within the business and run regular group workshop sessions that are either free of charge or offered at very low cost - say £10 - to cover expenses."

Licensees aren't forced to attend the courses. "We advertise the courses and let people decide which they would like to go on - that way they attend with the right frame of mind," says Endacott.

Those wishing to develop the food side of the business are steered towards Canterbury or Thanet colleges. "The colleges have professional, talented people who know about all aspects of catering - not just pubs. This gives a much broader base of understanding, whether someone wants to run a gastropub or a community pub selling sandwiches."

Endacott estimates that Sheps' tenants employ about 2,000 people and that in the course of a year about 25% of that workforce will have undertaken some form of training.

What Everards has to offer

Everards HR manager Janet Sheppard says recruits are assessed initially on a competency basis before being sent to work for a weekend at one of its 163 outlets.

Sheppard stresses that this is not training: "It assesses whether a couple can work well together and with other staff. They're expected to do everything, from prepping in the kitchen to working in the cellar. And they must be available whenever they're needed, from early morning through to the end of the day."

Applicants are re-assessed and sent to a training pub to plug their "skill gaps". Applicants are not expected to give up their existing jobs while going through this assessment. "Some couples use their holiday entitlements; others give up four or five weekends. So we have to be incredibly flexible to accommodate them."

Candidates are assessed not only on their ability to settle into the job, but also to ensure their perception about working in a pub hasn't changed. "We check stamina levels, people-skills and how they deal with customers, and also how they encourage other members of staff and motivate them."

For every vacancy, Sheppard says Everards would ideally like to have three couples, who would prepare a business plan and submit it to the local business development manager, who has the final say on which couple will be chosen to run the pub.

Like Sheps, Everards runs a mentoring programme and educates new licensees about its beers in a new purpose-built training centre at the brewery.

The Marston's way

Newcomers joining Marston's Pub Company have to undertake the Running a Profitable Pub in Days (RAPPID) five-day training programme. It costs £500 per couple and is one of a comprehensive range of courses to help licensees. Help is also at hand in two other forms: support and advice. Support is available from two sources: a dedicated website and a resource library stocking workbooks, literature, documents, and training DVDs and CDs.

Advice is available not only from the business development managers (BDMs), but also from senior Marston's staff specialising in catering, marketing and compliance. There are even two 24-hour helpline services covering employment law and licensing.

One snippet of advice that Marston's Pub Company gives its retailers is to "push food as the way forward", according to training manager Sara Morgan. Marston's offers five courses to meet this objective: an introduction to the fundamental activities and hygiene standards required; a one-day start-up catering course, which can be done at a workshop or in-pub; running a carvery; running one-off events, and a two-day workshop on practical catering skills.

Four courses are available on legislation covering food safety, employment law, responsible retailing, and obtaining a personal licence. Another four cover business skills such as: cellar management, marketing, financial management and stock control. Licensees can take their training higher to the BII's Profitable Business Portfolio. Most of the courses cost £40 or £50 per person.

With any capex investment, Marston's offers £500 of free training. Morgan says: "It is vital people understand that they need to train the whole team if they are to get a return on their investment."

Punch's approach

Once newcomers to the Punch estate have passed an initial two-stage interview process that assesses their business acumen, they have to attend a 10-day residential course called Modern Licensed Retailer. The courses are held at Punch's training pubs.

Field operations director Kevin Georgel says the course, which has won NITA awards, includes compliance; food hygiene; training, motivating and recruiting staff; employment law; business efficiency; cellar training, and how to develop the business.

The course is run by independent training advisors and costs £995, which is collected as part of the licensee's ingoing costs of acquiring the business.

At the end of the course, candidates undergo practical and written tests. The results are given to the relevant business relationship manager (BRM) to highlight areas where support is needed.

Georgel says Punch is exploring ways of using its managed-house division to give prospective licensees an insight into what they can expect before they commit themselves to buying a leasehold.

Another recent innovation is sending an expert to give newcomers cellar and retail training in their own pub. Georgel says: "Their cellar might be different from the one where they trained. It's a way to ensure the cellar is in perfect working condition."

New licensees are