The outgoing shift should tell the next shift which online orders still need action, what has happened so far, what the guest has been promised, and who owns the next step. Include scheduled orders, delayed meals, stock substitutions, pending contacts, refunds, and delivery-provider cases.
Start with an order list, then make the exceptions hard to miss. A receiving manager should be able to look at each unresolved item and answer: What needs to happen next, by when, and who will do it?
List accepted and future orders
Before leaving, the outgoing shift lead should gather the open orders from every channel the restaurant uses. Include direct website orders and marketplace orders in the same handover, even if staff must check them in separate places. Use the order ID and channel so the next shift can find the original record without relying on a guest name alone.
For each order, record the promised pickup or delivery time, current status, and any action still needed. An accepted order for later tonight may not be urgent now, but it still needs an owner and a preparation start time. An order marked ready may also need attention if it has been sitting at the pickup shelf.
The kitchen lead can confirm what is cooking, packed, or waiting on an ingredient. The pickup or delivery coordinator can confirm what has left the restaurant and what is still waiting for collection. The shift lead should reconcile those observations with the order records before passing the list over.
Use statuses that describe the actual next decision rather than vague labels such as “handled.” For example:
- Accepted, not started: The order is confirmed; preparation is due to begin at a stated time.
- In preparation: The kitchen has started it; note any item holding up completion.
- Ready, awaiting pickup: The meal is packed; note when it was ready and who is expected to collect it.
- Scheduled: The order is for a future time; identify when the next shift should begin preparation.
- Exception open: A delay, stock issue, contact, refund, or provider case needs a named next action.
Do not assume an order has been collected just because it was prepared. If the physical handoff cannot be confirmed, mark it as unconfirmed and assign someone to check. Likewise, avoid marking a future order complete simply to clear a screen.
When assessing the ordering setup, ask how staff can see scheduled and outstanding orders across shifts, and what must be recorded outside the system. The online ordering buying guide can help frame those questions.
Flag delays, stock issues, and guest contacts
Put exceptions ahead of routine orders in the handover. A useful entry says what went wrong, what has already been done, the last promise made, and the next action. It should also distinguish a message sent from a response received.
Suppose the kitchen is out of an ingredient for an accepted order. Record the affected item and the alternatives the kitchen can actually prepare. If the guest has not approved a substitution, say so. The receiving shift can then contact the guest or follow the restaurant's cancellation process rather than guessing what was agreed.
A delay needs similar detail. “Running late” does not tell the next manager whether the guest was informed, whether the kitchen is waiting on a missing item, or whether the meal is ready but collection is delayed. Record the latest realistic time and who supplied it. If that estimate changes, the assigned owner should update the guest through the appropriate channel.
Choose the next action according to the problem. Preparing a substitute may protect the promised time, but it risks sending something the guest did not approve. Waiting for approval protects the choice, but could make the order later. The handover should make that trade-off visible and identify the person authorized to make the next decision.
For delivery orders, separate restaurant preparation from courier collection. A packed meal awaiting a driver has a different owner and next step from a meal still on the grill. Note whether a provider has been contacted, the case reference if available, and when someone should follow up. Do not assume a provider has accepted responsibility until that is confirmed.
Keep contact details in the approved order record or other authorized location. The handover can point staff there rather than copying unnecessary guest information onto a paper list.
Carry open refunds and provider cases forward
A refund discussed with a guest is not necessarily a refund issued. Use a status that says exactly where the request stands: approval needed, submitted, confirmed, or awaiting an update. Record the amount, reason, order ID, person responsible for the next step, and any reference number. If the restaurant has promised a follow-up, include the promised time.
Provider cases need the same discipline. Record which provider was contacted, what was reported, and what response is still required. A case can remain open after the food issue is resolved, so keep it visible until the assigned person confirms the agreed outcome or passes it to the appropriate manager.
Hypothetical handover: An order due at 7:00 p.m. is packed at 7:10, but collection has not been confirmed. The outgoing lead has contacted the delivery provider and received a case reference. The guest has been told the order is delayed, but no new arrival time has been promised. The incoming lead accepts ownership, checks the provider response at 7:20, and updates the guest when there is a reliable next step.
In the same example, suppose the guest asks for a $5 refund. If the outgoing lead has requested approval but has not submitted the refund, the entry should say “$5 approval pending,” not “$5 refunded.” The incoming lead's task is to obtain the decision and record the result. That amount is a proposed refund, not a payment-processing fee or a measure of sales.
This example cannot decide who pays for a delivery problem or whether a refund is appropriate. Those decisions depend on the restaurant's policies and its agreement with the provider. Keep the case open until the responsible person knows what was decided and what remains to be done.
For a broader look at the operational differences between direct and marketplace orders, see the guide to comparing order contribution.
Get the receiving shift's acknowledgement
A handover is complete only when someone on the next shift accepts the open work. Review the exception list together where possible. For each entry, agree on one owner and one next action, even when several people will help. If the original owner leaves before the issue is resolved, the receiving lead should reassign it rather than leaving an inactive name on the list.
The following sample shows the level of detail to aim for. The order IDs, times, and assignments are hypothetical. The status describes the current state; the final column tells the receiving shift what to do.
| Order | Current status | Next action and owner |
|---|---|---|
| Direct 104, pickup at 8:00 | Scheduled; not started | Kitchen lead starts preparation at 7:40 |
| Marketplace 218, delivery | Ready; collection unconfirmed | Incoming lead checks provider case at 7:20 |
| Direct 109, pickup | Substitution offered; guest response pending | Counter lead checks for response before preparation |
| Marketplace 221 | $5 refund approval pending | Manager obtains decision and records outcome |
Use the table as a prompt, not a replacement for the original order records. Add the channel, promised time, reference, and contact history wherever the receiving person needs them. If several actions are pending on one order, list each one with an owner and a follow-up time.
Before the outgoing shift leaves, work through this checklist:
- Compare the open-order list with kitchen, pickup, and delivery status.
- Call out scheduled orders and when preparation must begin.
- Read back every delay, stock issue, and pending guest contact.
- Identify refund decisions and provider cases still awaiting action.
- Name the receiving owner and next check time for every exception.
- Have the incoming lead acknowledge the list and resolve any unclear entries.
Practice the handover with fictional orders before relying on a new process. In a simulation, use a worksheet or a safe training environment; do not send a real guest message, take a card payment, or dispatch a courier. A live service pilot is different: use actual orders and normal safeguards, assign a manager to monitor the handover, and review missed or unclear entries afterward.
Use the checklist to evaluate your current setup. Then ask Fleksa about restaurant online ordering, including current US availability and how your team would track outstanding orders at shift change.
Frequently asked questions
Should completed orders appear in the handover?
Usually, focus on orders with work still outstanding. Include a completed order when it has an open refund, guest follow-up, or provider case.
Who should own an unresolved order?
Assign one person on the receiving shift to coordinate the next step. That person can involve the kitchen, counter staff, or a manager without leaving responsibility unclear.
What if the outgoing and incoming records disagree?
Keep the order open, note the uncertainty, and assign someone to verify it against the order record and the relevant staff or provider. Do not mark it complete until the handoff or other outstanding action is confirmed.
