Gordon Ramsay Restaurants General Manager reviews

Avoid this company - they will treat you worst than kids, you’ve to be always scared because of Big Bosses will visit your restaurant, they don’t trust people at all and checking you all the time if you’re doing what they’re demanding for. Most of them are super unprofessional and not supportive at all, but they’re expecting from you last drop of your sweat. All the time you’ve to work under staffed and super stressed.Long working hours for managers, as less as possible for other team members. Total luck of communication in this company and everything is done at last minute. You’ve no personal life, because you’ve to be available 24/7 for them. All the time plenty of emails, ad hoc tasks and doing jobs for other departments which you’ll be not paid for. Bonuses - you can only dream about. There’s a lot of problems and issues everyday and like you can see they’re always looking for stuff, which means: do not go there. Avoid if you’d like to have personal life, good mental health and to be respected like a human. HR Team and others will never protect you and don’t believe in „anonymous” surveys. Trainings for new employees at a poor level. Staff food is terrible - very limited. Bosses very rude and not professional. Save your life and don’t go there.

The values that underline the company's motivations aren't what they state, and this is extremely visible through symptomatic problems that are ever present. A high turnover (on every level) - from restaurants to support office - is due to senior managements inability to lead people. The expectation is excellence, but you are setup to fail at every hurdle Budgeting is done with no communication, context or restaurant experience. I don't expect a finance department to have a restaurant led background, but the executive team should be aware an ever reducing labour budget means the only way for standards to be met are by cutting corners ( thus losing pride in your work) or by "rounding up" your results. Every aspect of the business operations on a restaurant level are monitored directly by the CEO. From reviews to GP to consumable order costs. Approval for the most basic functions of a GM require CEO level of approval (like for example, hiring a part time waiter). And yet the senior managers go to a site and prep a restaurant when Andy Wenlock is due to visit meaning the reality of the DAILY unreasonable expectations are reduced through rose tinted glasses when he hits the restaurant floor. The "Andy visit" preparation is a rare occasion of support you might get Training. Training. Training. For high standards to be achieved, you MUST train all new starters for EVERY job role. The online training is sufficient for legal requirements, but there is no structured training for anyone. Please do not expect quality training at any stage. Menu launches regularly go live without menus, how-to cards, or even stock in the building. You cannot guarantee food standards or a 100% mystery diner score if you can't even afford an additional hour for a new starter and manager to go through expectations. Communication. There is a very strong and toxic email culture. The support office regularly send strongly worded emails to meet there demands so that they can appear to be succeeding in producing a report, or completing some research. You will always need to ask for support instead of being asked/guided/mentored on what you need. The CEO prides himself in saying "do you need anything from me?", but the fear the leads with makes it almost impossible to answer honestly. (Further to this point, line managers should really treat their staff with respect and not gaslight them when logical inconsistencies are found in new procedures or policies) The reason often given (by middle management) for a significantly inconvenient change is often "Andy wants x introduced because he saw y in this specific restaurant". This reactive approach to leading thousands of people means that whatever little planning or preparation that is completed by middle management goes out the window. It also means that senior managers are often blaming the marketing department, or the purchasing department. Long term planning needs to consider the perspective from a restaurant level, and the impact that it can have long term on YOUR staff; and the culture is the first thing that needs a long term plan to correct. When highlighting these concerns to my line manager, he stated "maybe this isn't the job for you". I'm really disappointed to say that actually this wasn't the company for me.