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You're struggling with employee retention in your restaurant. What problem-solving skills can help?

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Employee retention is a crucial factor for any restaurant's success. High turnover rates can affect customer satisfaction, productivity, quality, and profitability. If you're struggling with keeping your staff happy and loyal, you need to develop some problem-solving skills that can help you identify and address the root causes of dissatisfaction and improve your workplace culture. Here are some of the skills you can use to tackle this challenge.

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Daniel Vogel

Post-Graduate Diploma in Leadership - Dartmouth College, Columbia University, MIT

1 Define the problem

The first step in any problem-solving process is to clearly define the problem you're facing. You need to gather relevant data and information about your employee retention rates, such as how often people leave, why they leave, how long they stay, and how they feel about working for you. You can use surveys, interviews, exit interviews, performance reviews, and feedback tools to collect this data. You also need to benchmark your retention rates against industry standards and competitors to see how you compare.

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Judith Robert

Insurance Consulting Agent | Insurance Solutions, Bancassurance |Virtual Assistant | Digital creator | Business consultant | Social Media Marketing |public services enthusiast
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In my experience I will say I believe it can happen to anyone but first thing first have a comprehensive understanding and information about your staff

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Daniel Vogel

Post-Graduate Diploma in Leadership - Dartmouth College, Columbia University, MIT
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In my experience as a solo operator and a corporate Director, awareness of the WHY of poor staff retention is the first and trickiest set of facts to discover, catalog, and analyze. You need to know if you are attracting the wrong people, choosing the wrong people, or driving the right people away. It will come with a big humble pie. The brutally honest truths must be found and acknowledged. Like it or not, nearly all of these issues begin at the top, and that might mean you. The adage is true: People don't leave bad jobs; they leave bad managers. If done right, candid and open surveys of current and past staff can be very effective in focusing a task force on the core issues.

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2 Analyze the causes

Once you have a clear picture of the problem, you need to analyze the possible causes and factors that contribute to it. You can use different methods and tools to do this, such as root cause analysis, SWOT analysis, fishbone diagrams, or brainstorming. You need to identify the main issues that affect your employee retention, such as low wages, poor benefits, lack of training, unclear expectations, unfair policies, poor communication, or low morale. You also need to prioritize the most urgent and impactful issues that you need to address first.

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Daniel Vogel

Post-Graduate Diploma in Leadership - Dartmouth College, Columbia University, MIT
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In a white paper titled "The Tale of Three Seasons," I illustrated the low point of one of our operations: I lost 85 staff out of 125 over 110 days. This disaster cost our unit nearly $500k in replacement costs and lost revenues. Three seasons later, we could record losing only 4 staff of any level, to any cause, for the same 110-day season. We learned with great awareness that our staff wanted—no wrong word—demanded that they contribute their abilities to the solution process. They were also clear, and we responded to this, that they were hungry for education. A set of professional wine schools conducted well into the small hours of the morning filled the bill. Not only did they seek the challenge- they were willing not to be paid.

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Darren Michaels

Experienced Program and Project Coordinator and Technologist in Wine and Beverage Industry
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I've retained employees in high-stress segments for years and I always think about how I can help them feel needed and valued and listened to in a real way, not in a corporate "team-building" way. You don't have to be the best boss- just good enough to let them know they exist and are heard.

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3 Generate solutions

After you have identified and prioritized the causes of the problem, you need to generate possible solutions that can help you improve your employee retention. You can use creative thinking techniques, such as brainstorming, mind mapping, or SCAMPER, to come up with different ideas and options. You need to consider the feasibility, effectiveness, and costs of each solution, and how they align with your goals and values. You also need to involve your employees in this process, as they can provide valuable insights and suggestions, and feel more engaged and valued.

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Daniel Vogel

Post-Graduate Diploma in Leadership - Dartmouth College, Columbia University, MIT
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Solutions to any staff performance or retention issue are enhanced or made worse by the stories your staff tells peers in the industry. To generate solutions, build stories. Nothing is more powerful than former staff members sharing with their working peers the life and career-changing experience of working for you. This does not mean placating, pampering, or cow-towing to bully employees. Far from it. Discover the inner appetites of your staff. Delegate learning, discovery, and challenge. Acknowledge publically and loudly their efforts. Honor their contributions. Firmly and fairly 86 those poisonous staffers, and above all, Lead by Example.

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4 Evaluate and select solutions

Once you have a list of potential solutions, you need to evaluate and select the best ones that can help you solve the problem. You can use different criteria and tools to do this, such as pros and cons lists, decision matrices, or cost-benefit analysis. You need to compare the advantages and disadvantages of each solution, and how they address the root causes of the problem. You also need to consider the risks and challenges that each solution may entail, and how you can mitigate them.

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Daniel Vogel

Post-Graduate Diploma in Leadership - Dartmouth College, Columbia University, MIT
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Today, I enjoy an 82% retention rate in my working teams. We are in a National Park, 100% seasonal, and have 350 employees. Each season brings a new set of needs and demands from both staff and guests. Post-Covid, we deliberately kept the freedom to innovate as a core value of our Lead Teams. This terrified our corporate management. Our criteria were draconian: no cost-measurable impact-repeatable programs. The key to our success was not keeping it to ourselves. I dragged my suppliers into my solution methods. My success was their success. Leadership Evaluations were focused on unique creative efforts rather than policy adherence. A simple newsletter published with a professional tone praised the brave contributors. They owned the solutions

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5 Implement and monitor solutions

After you have chosen the best solutions, you need to implement them and monitor their results. You need to create an action plan that outlines the steps, resources, responsibilities, and timelines for each solution. You also need to communicate the plan to your employees and stakeholders, and get their buy-in and support. You need to track and measure the progress and outcomes of each solution, and how they affect your employee retention rates. You also need to collect feedback and data from your employees and customers, and use it to evaluate the effectiveness and impact of each solution.

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6 Review and improve solutions

The final step in the problem-solving process is to review and improve the solutions you have implemented. You need to analyze the data and feedback you have collected, and see if the solutions have achieved the desired results and solved the problem. You also need to identify any gaps, errors, or issues that may have occurred during the implementation, and how you can fix them. You need to celebrate and reward the successes and achievements of your employees and yourself, and learn from the failures and mistakes. You also need to look for opportunities to improve and optimize the solutions, and make them more sustainable and scalable.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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You're struggling with employee retention in your restaurant. What problem-solving skills can help?

1

2

3

4

5

6

7

1 Define the problem

2 Analyze the causes

3 Generate solutions

4 Evaluate and select solutions

5 Implement and monitor solutions

6 Review and improve solutions

7 Here’s what else to consider

Food & Beverage Operations

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You're struggling with employee retention in your restaurant. What problem-solving skills can help?

1

2

3

4

5

6

7

1 Define the problem

2 Analyze the causes

3 Generate solutions

4 Evaluate and select solutions

5 Implement and monitor solutions

6 Review and improve solutions

7 Here’s what else to consider

Food & Beverage Operations

给文章评分

感谢您的反馈

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