Attracting and Retaining Top Talent in the Restaurant Industry: Strategies from ‘First, Break All the Rules’

Attracting and retaining top talent is essential for any business, and the restaurant industry is no exception. As the competition for skilled workers continues to increase, it's more important than ever for restaurant managers to know what it takes to attract and retain staff.

The book "First, Break All the Rules" by Marcus Buckingham and Curt Coffman, can help managers understand how to create a more engaged and loyal team.

One of the key strategies highlighted in the book is setting clear expectations for employees and providing regular feedback on their performance. This helps employees understand what is expected of them and how they can improve.

Another important strategy outlined in the book is focusing on employees' strengths. Instead of trying to fix employees' weaknesses, you should identify and leverage their unique strengths. When you do this, you’ll see that your team members want to work because they are good at it and they get to spend their working day doing what they enjoy.

The book also emphasizes the importance of "the right fit." This means that managers should identify the strengths and weaknesses of each employee and match them to the right role within the organization. This allows employees to thrive in their roles and contributes to the overall success of the organization.

Creating a positive work environment is also crucial for attracting and retaining staff. Managers can create a positive work environment by holding regular one-on-one meetings with employees, recognising and rewarding good performance, and fostering a culture of appreciation and support.?When managers have regular monthly or more meetings with team members they ensure that team members are meeting expectations and know what is expected of them to make progress toward their goals

Building high-performing teams are also important for success in the restaurant industry. Managers should identify the strengths of each team member and assign roles that align with those strengths. This will help teams work effectively together and achieve success.

Managing change within the organization is also important. You should be proactive in communicating any changes and involving employees in the process to ensure buy-in and product knowledge.?If you do it, have a quick pre-service meeting.?Staff that know “the bigger picture” and see how they and their behaviors fit into it feel like their work means something which is one of the main reasons people become loyal to the business.

In addition to these strategies, managers should also implement retention strategies such as offering incentives and benefits, providing opportunities for career growth and development, and fostering a positive work culture.

Employee engagement is also important. Regularly conduct employee engagement surveys to get feedback on how employees feel about the company culture, management, and work environment. Use the feedback to make necessary improvements to attract and retain staff.

Finally, it's important to continuously evaluate the effectiveness of these strategies and make necessary adjustments to ensure continued success in attracting and retaining staff.

The 12 questions below are from the book and are a great way to assess whether your team are likely to stay or be looking to leave your business.that you should ask your staff in order to meet their needs.

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The 12 questions to ask your employees…?that you need positive answers to are:

1. Do you know what is expected of you at work? (Do my team members have clear job descriptions, and clarity around projects, tasks and expectations?).

2. Do you have the materials and equipment you need to do my work right?

3. Do you have the opportunity to do what you do best everyday? (Do you have people - the right people on the bus?)

4. In the last 7 days, have you received recognition or praise for doing good work? (When was the last time you or your managers gave praise to individuals in your team? Have something built into team meetings where you can encourage and cheer-lead your team.)

5. Does your supervisor or someone at work seem to care about you as a person? (Do you or your managers know your team members as people, not employees?)

6. Is there someone at work who encourages your development? (Do you provide opportunities for your staff to learn new skills and contribute towards projects beyond their “job role” so that they feel like they are involved in something bigger than their day to day work tasks?)

7. At work, do your opinions seem to count? (People leave managers, not jobs. What structure do you have in place for your team members to contribute to discussion? Do you listen when it's given?)

8. Does the mission / purpose of your company make you feel your job is important? (Do you have a purpose / mission? Do all team members know what it is? Do they see (and feel) how their role fits into the bigger picture?)

9. Are your co-workers committed to doing quality work? (Are you letting poor performers set the standard or are you managing and empowering team members to achieve their potential – and your mission?)

10. Do you have a best friend at work?

11. In the last 6 months, has someone talked to your about my progress? (Are you providing regular reviews and feedback to demonstrate how they are achieving the goals you set for them? Also is there any kind of career path for them to aspire to?)

12. This last year, have you had the opportunity at work to learn and grow? (Are you providing opportunities for growth and learning?)

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