Imagine owning a restaurant and needing to hire a new chef. Ought to be an easy process in this restaurant-happy town, one would think.
Then again …
I recently was one of about 10 diners at a tasting menu by a chef hoping to land the Tosca job. It was a tremendously disappointing experience. Discussing it later, I remember saying, “Man, I’d hate to be judged on only one meal,” and outgoing chef Adam Vickerman quickly said, “I was.”
Resumes, conversations and interviews are important, he said, but “all of that is pointless if the person can’t execute a three-to-five course tasting menu for five to eight people. It’s an important aspect of what should be a significant interview process … probably the most important.”
A couple days later, given the chance to look through more than a dozen applications for the job, I jumped at the chance. That’s when I realized the huge headache the owner faces.
Perhaps it’s par for the course, but a number of things I noticed had me scratching my head.
Though experience and training was wide-ranging, many of the applicants emphasized their organizational ability, menu management, verseeing inventory, developing kitchen staff, training and mentoring. Proficiency at the computer — Word, Windows, PowerPoint, Excel, Outlook, etc. — seemed to be another highly-regarded ability. Applicants came from around the Twin Cities, Minnesota and neighboring states and up and down the East coast. Think of a popular Twin Cities restaurant, from high end to fast food, and they’ve worked there.
But no one mentioned a favorite cuisine, a dish they were especially proud to make, a chef they particularly admired, one whose cooking they aspired to emulate.
I told Adam that and it surprised him also.
“I make all my applicants send me a letter telling me those exact things… so I can get a good picture of how they may or may not work out in our little environment. It is just as important if not more so than the actual resume.” he said. “You can’t show your managing abilities in your food. You may be a great manager, but if the food is bad, the guest won’t care how well you manage anything but the food.” And, of course, it’s the quality of the food that keeps diners coming back for more. “What is most important,” Adam says, “is making
people happy.”
Finding someone capable of that remains the problem. An impressive resume and a good interview can be a guide, but the stove remains the proving ground. Adam Vickerman’s replacement will have to prove himself there.