Cause and effect, cause and effect. Where should we focus our attention as chefs and restaurateurs? The effects are glaring and universal – an impossible labor market is at the top of every restaurateur’s problem list. We (those in the restaurant business) are finding it near impossible to attract, hire, inspire, and retain any employees, let alone great ones. This impacts the menus we create, the quality of food on the plate, consistency, team dynamics, the ingredients we buy, the guest experience, and profitability that is challenged even in the best of times. THESE ARE NOT THE BEST OF TIMES!

Sure, there are several other challenges like cost of ingredients, rent, utilities, marketing, equipment, etc., but labor is still the most impactful problem. We know the effects of this challenge, we face them every day, but what is the cause? Dealing purely with the effects drives us to make rash decisions such as short-cutting the process of preparation, raising prices, raising rates of pay, cutting back on service, adding new technology to fill in the gaps, and even changing concepts that give birth to ghost kitchens, grab and go only, and viewing food as a commodity rather than an experience. Trust me when I say that dealing with effects is a band aid and not a long-term solution that will make anyone happy. So, what is the cause?

I remember, decades ago, growing up in Buffalo, New York – a city that I will always love. One of the outlying areas was Lackawanna, home to Bethlehem Steel. This was, at one point, the second largest steel mill in the country and one of the region’s largest employers. Some of my high school classmates carried on their family tradition and went right from their senior year into the steel mill, just like their fathers did. The steel workers union was powerful and focused on keeping their members happy and off the picket lines unless the plant failed to meet their needs. In most cases, the demands involved better pay and benefits, maybe some work conditions changes. When they won their fight, and they often did, workers found themselves with larger pay checks, maybe a better health plan, and a few more days of vacation. Everyone was happy – RIGHT?

Keep in mind that working in a steel plant is brutal -physically hard, hot, noisy, dangerous, focused and somewhat free of human interaction, and as such, emotionally challenged. Earmuffs, hard hats, heat proof gloves, steel toe shoes, and overalls that would not burn from ever-present sparks could not hide the fact that this work was not very enjoyable. Periodic boosts in pay and benefits thanks to contract negotiations would wear off quickly as workers realized that the job itself and the environment where they worked, remained the same. Unless this could be improved, plants would find it increasingly more difficult to attract future generations of workers. The advent of robotics has helped but, in the process, America lost most of its steel manufacturing capability.

Now, I am not comparing steel work to restaurant work, but the problems are somewhat similar. Increases in a cook’s pay is certainly needed, and improved benefit packages are long overdue, but until we address the job itself and the environmental issues that exist in kitchens, we will continue to suffer from a diminished labor market and one void of the pride and enthusiasm that is needed and expected. What are the solutions?

[]       COLLABORATIVE PUBLIC RELATIONS

This is more than your problem; it is an industry problem. It is a problem faced by each of your business competitors, so it is time to work together to start a positive PR campaign. Why is working in this business a great career choice? Visit local high schools and vocational centers. Participate in job fairs, volunteer to present cooking demonstrations in schools and public places like grocery stores, malls, or community centers. Wear your clean, pressed, chef whites and look the part of a professional – image sells and we need to collaborate on getting the message out. Don’t complain – DO SOMETHING!

[]       EMPATHY AND UNDERSTANDING

We need to be there for our employees. PR means nothing unless we change in our operations. Your employees have a life outside of work – respect that and help them to enjoy a balance.

[]       ON-GOING TRAINING AS AN INVESTMENT

Training is not just reserved for your short new employee orientation. Make training a habit and schedule (and pay) your employees to attend. Cheese tastings, wine classes, plate presentations, team building sessions – it all helps. Find a way to help your employees who want to also attend classes or pursue a culinary degree. Offer scholarships, work their schedules to accommodate classes. When they improve, so does your operation.

[]       REASONABLE SCHEDULING

Find ways to build predictable schedules so that they can manage the rest of their lives. We may never get to a 40-hour work week, but less than 50 is manageable. If they are worn out, they are not good for your operation.

[]       GIVE UP THE SIMPLE TASKS TO TECHNOLOGY

Really, an experienced cook who spends more time chopping and dicing than seasoning and finishing plates is talent wasted. If you need to automate or turn to some convenience items or methods – this is the place.

[]       COMMUNICATION

Listen more, talk less. Provide a forum for open communication. Be transparent and share info about the business and its performance. Solicit employee input on menus and decision making. Engage them.

[]       FOCUS ON TEAM DYNAMICS

It’s all about team. Hire those who fit, encourage interaction, celebrate success, offer critique and help, spend time on systems and efficiency so that the team can gel.

[]       ENGAGEMENT AND FEEDING THAT CREATIVE ITCH

Nearly every cook is a proud artisan looking for an opportunity to add their signature. Give them a chance to contribute menu items, plate presentations, new flavor profiles, and speak the language of their experiences and traditions.

[]       UPWARD MOBILITY

Show your employees how they can view a bright future and when those opportunities dry up in your operation – help them to find the next steps elsewhere. When you are helpful and responsive to their future, word gets around. The best employees will want to work for you.

[]       AND YES, BETTER PAY AND BENEFITS

If you want career cooks then offer a career package with performance-based raises, control over their own evaluations, and a reasonable package of benefits. Healthcare, retirement savings, sick time, personal time, and vacations are the bare minimum.

START TODAY – WORK ON THE CAUSE AND CHANGE YOUR OUTCOMES.

PLAN BETTER – TRAIN HARDER

www.harvestamericacues.com – BLOG

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