Making Culinary Training "Stick"

Training the heart and soul of your food operation continues to be a costly endeavor and unfortunately, most of what is learned is either lost as time goes by and personnel leave for other opportunities....Here's how it stops.

By Monte Pedersen and Jud Flynn

A recent survey of culinary workers revealed a disturbing practice occurring within the food service industry and the culinary profession itself. About 65% of culinarians polled in the survey stated that “when a problem or negative work situation occurred within their workplace, it was just as easy for them to find another job than stay and deal with or repair their current situation”. Now, we have to admit that when we read this it shocked us both a bit. But, as we thought more about it we could fully understand “why” it happens and even recall instances in our own backgrounds that supported the existence of that level of attitude.

 To date, “culinary accomplishment” or what we would describe as the willingness of industry professionals to be self-driven to pursue advancement and certification, such as the Certified Executive Chef or CEC designation. Taking pride in furthering one’s education and craft while also striving for recognition and awards through participation in open competitions – is a concept held in high regard by only the smallest percentage (as in low single digits) of practicing culinarians. As shocking as this number was, what it tells us is that the largest percentage of the culinary leadership in charge of a critical workforce are in need of job training and development that gets them beyond “food service as a job” and moves them into understanding “culinary arts as a profession”. We share this as we hold a great level of concern understanding that this is not our “father’s food service world” anymore. The food service industry, at every level, is currently undergoing what we would describe as, a mega or seismic shift in terms of culinary trends and practices, adding significant complexity and more than ever requiring a properly trained, engaged and certified workforce. Many of our institutions, restaurants, clubs and even higher end supermarkets risk their ability to remain current and relevant by not investing in the further training and development of their culinary teams. 

Yes, turnover within the industry has always been an issue and something that needs to be managed effectively but, an examination of the root cause of “constant flight” (and other issues) centers on the leadership of these teams. Without a model of shared leadership that truly upholds the value and contributions of the culinary teams that serve us—we will continue to have to endure the mistakes of the past.

Our contention is that what is needed is a fresh perspective that keeps the active, fully engaged and committed people on your culinary teams learning, improving and advancing at the same speed as the increased level of complexity currently being experienced in food service—being driven by the enhanced knowledge, tastes and preferences of the customer. No longer is it acceptable to just train for serve-safe certification or conduct other “in-house” basics programs that just scratch the surface with your culinary team. What is required is a full scale evaluation of where your culinary capabilities currently reside versus industry standards and then an implementation of (customized) training designed to move your team to the next highest level of performance.    

Consider the sole fact that dining patrons today are more concerned than ever about what they consume and how the product that goes into the making of that plate or product is handled, how it was grown or raised and where did it come from?  On this factor alone there is a mountain of knowledge that needs to be learned in order for the individual culinarian to be successful in the execution of their role. Couple this with another fact, that there currently exists a clear lack of career development opportunities, for culinarians, inside of most organizations that often results in them leaving your establishment (most likely when you have invested the most in them and their individual talents are just beginning to bear fruit). But, there is a way through all of this…..

Culinary capability, in any organization, can be advanced when the following thought process around these five principles is applied;

1)   Culinarians form the “backbone” of every food service operation and without well prepared, great tasting and well-presented food—the whole dining and service business model falls apart,

2)    Culinary is an art form and just as artists require discipline, practice, ideation, creativity and advanced training to make it all happen, so it goes in the kitchen. If your team is to be high performing their craft needs to be worked on and invested in,

3)   Culinarians need to be managed. We all carry the vision in our heads of the “temperamental” chef who is prone to fits of anger, yelling or throwing things around the kitchen but, put up with it because we believe they embody “genius” in their actions. People in general just don’t respond to this kind of leadership. When you treat people with respect, let them know what is expected of them and still hold them accountable, it makes everyone’s job easier,

4)   Rewards and recognition drive a significant part of the job satisfaction equation for these hard-working servant leaders—thus there needs to be a strong system of goals in place to drive their personal development and also tie into the business’ overall strategic initiatives,

5)   And finally, not everybody knows what others know! We can’t be afraid to share knowledge, clarify and re-clarify job responsibilities, reinforce the core behaviors that support culinary foundations as a best practice and drive innovation. 

Our culinary teams need to be built for change as a way to hedge against the next wave of trends that are certain to come. Anticipating change is a great way to demonstrate the value of and need for culinarians and the leadership that serves them. Everyone involved would be pro-active in re-thinking how food production currently happens in their establishment and then consider conducting an evaluation with an eye towards how that process needs to be structured in order to endure current challenges and work towards the achievement of long-term, sustainable success. 

It all sounds much, much easier in theory than practice and it is. It requires hard work, constant support, a willingness to listen to your customers and guests but, before all of that—it requires the recognition that we have a problem within our industry, centered on the people most responsible for our overall reputation and success. Let’s give them the tools and resources they need in order to effectively do their jobs and become self-driven, motivated and successful contributors and see if we can’t change the mindset that says it is easier to switch jobs than stay in place and deal with the problems that currently exist. 

About the authors:

Monte Pedersen is the Principal of the CDA Group a training and facilitation firm that specializes in “execution management” or how to align the daily tasks and activities of an organization’s employees with the strategic outcomes of the business.

Jud Flynn is the CEO of On-Site Culinary Solutions a training firm that offers a strong portfolio of Culinary Training and Certification Processes that are administered “on-site” in your facility, saving you time and money. 

These two firms have recently joined forces to develop and provide a “Comprehensive Evaluation Process” that can radically transform your culinary team’s behavior and culturally embed the training that is learned into your daily pattern of management.

You can find out more by checking out their website at:

www.onsiteculinary.com