It’s a question on the minds of most chefs, restaurateurs, and culinary educators: What will the next generation of cooks and chefs look like? We (those who have invested decades in the business already) may complain about the current labor environment and question the level of commitment from a younger pool of candidates but I have rarely heard anyone attempt to define how it will all wash out. What is the projected profile of cooks and chefs moving forward.

I don’t have any secret inside information, only speculation based on decades of observation and working with cooks of all ages and backgrounds. So, here is my attempt at characterizing the professional cook and chef pool of 2030 and beyond. Keep in mind the distinction between “professional cook” and those who fall into the kitchen work without real intent.

First, and most important – I have faith that the next generation will find their groove, represent us well, and help to move the restaurant business forward. We all have a role to play in making sure that this happens, but I am confident it will. Here are the traits I would expect to see:

[]       COMMITTED BUT BALANCE:

Gone are the days when cooks and chefs simply accept working 80-hour weeks and unpredictable schedules. The next generation will continue to invest physical, mental, and emotional superhuman effort but will insist on a level of balance between work and home.

[]       UNDERSTANDING OF TRADITION BUT CHARTING THEIR OWN COURSE:

Cooks and chefs will continue to pay homage to those traditional dishes that made the restaurant industry what it is but will chart their own course with unique adaptations and new levels of creativity as they define THEIR restaurant business model.

[]       LESS COMMITTED TO THE CLASSIC CHAIN OF COMMAND:

The somewhat autocratic chain of command and operational model that has defined the kitchens of America for generations will likely evolve into a more democratic environment with shared responsibility and rotating leadership. This will be done as one component of a recruitment/retention effort designed to address a dwindling labor pool.

[]       SUSTAINABILITY FOCUSED:

This next generation understands the importance of working within a sustainability model that looks at the ingredients they buy, the seasonality of those ingredients, reducing the carbon footprint of the supply chain, and seeking to better manage the sustainability of human capital as well.

[]       BREAK FROM EXPENSIVE CLASSIC INGREDIENTS:

As profitability becomes strained further by increases in ingredient costs, supply and demand issues, and less reliance on supplies from abroad – chefs will need to move past those ingredients commonly found on menus such as prime steaks and chops, shellfish, specialty produce, and heirloom fats, oils, and flavorings to more accessible items that are cost effective and that push the level of creativity from talented cooks and chefs.

[]       NOT VERY INTERESTED IN PERSONAL ACCOLADES:

The days of awards, medals, and icon focused attention will be replaced by elevation of team effort and recognition of contributors versus those with the position most admired in the past.

[]       LOOKING FOR WAYS TO INCORPORATE TECHNOLOGY:

The next generation is far more technology savvy than their predecessors. These cooks and chefs will not only accept technology in the kitchen, but they will also actively look for ways to make it their critical component.

[]       KNOW THAT DIVERSITY HAPPENS NATURALLY IN KITCHENS:

Diversity in the kitchen need not be mandated or a concern. A diverse workforce has been the norm for decades. What matters is the willingness and ability to do the work with the expected level of excellence in mind. Color, gender, ethnicity, age, size, or beliefs will not be even a fleeting thought for this next generation.

[]       NOT TRYING TO BE ALL THINGS TO ALL PEOPLE:

Future cooks and chefs will embrace smaller, more fluid menus that fit the character of the operation, the skill and background of the team, the passion of the chef, and the profit model for the restaurant. Expansive menus that remain intact for more than a few months will be a relic from the past.

[]       OPERATE EMPOWERED KITCHENS AND INVEST IN PEOPLE:

For these kitchens to thrive, tomorrows cooks and chefs will find that more diverse responsibilities will be placed on their shoulders taking much of the burden of operation away from the chef and spreading it out. This model will help to create sense of ownership and establish a significant way of retaining good people. A much more significant amount of money will be budgeted for on-going, in-service training designed to build collective competence.

[]       COGNIZANT OF ROLE IN PROTECTING PUBLIC HEALTH:

Cooks and chefs understand their role in food handling and safety but now, focused learning about and practicing of proper nutritional cooking techniques will become a priority.

[]       ALIGN WITH COMPANIES WHO SHARE THEIR COMMON STAKES IN THE GROUND:

Cooks and chefs, in a seller’s market, will seek out employers who not only pay appropriately, but who believe in and practice methods and processes that align with the employee’s beliefs. This will become as important as compensation.

[]       EXPECTING NOT JUST FAIR COMPENSATION, BUT REASONABLE BENEFITS INCLUDING HEALTHCARE, RETIREMENT, VACATION, SICK, AND PERSONAL TIME:

The best cooks and chefs will require (and rightfully should) the same consideration that any other industry would of long-term employees. The full package of compensation and support will be the price of admission and the key to attracting and retaining the next generation. The industry must prepare for the changes that will come if the expectation is employing the very best people who are a restaurant’s most important asset.

PLAN BETTER – TRAIN HARDER

“Work Hard and be Kind” – Dick Cattani

Harvest America Ventures, LLC

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