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It’s been projected that due to the recovering US economy that talent will become more scarce and that organizations will need to find ways to make working for them more attractive. Coupling that with some of the healthcare regulations, many organizations are moving to have more part-time work and don’t necessarily know what sets them apart or what makes them a best place to work. I attended a Work Lab at Summer Brand Camp that was comprised of all non-restaurant industry leaders talking about how they want to tap into the hospitality industry’s talent.
Many individuals that are already working for a restaurant have the traits that these non-industry leaders are seeking – dependability, adaptability, interpersonal insight and drive and energy, just to name a few. They have a customer focused attitude and a servant heart – as these leaders are looking to hire that attitude and train on execution. These other organizations also have many benefits that aren’t feasible for a restaurant or just haven’t been highlighted. (Some were though! Like reaching out to the front line, celebrating employees’ triumphs and helping individuals through tragedies).
One of the biggest differences that was noted by Jason Lauritsen from Quantum Workplace is that many other industries have clear lines of sight to the top – people understand how their career progression will occur. That means they understand the expectations necessary to move up and see people doing so before them. Mikki Hughes from LaQuinta explained that once an employees is made an assistant manager at their hotel, they are on a one year track to become a general manager of their own hotel. You can’t get much clearer than that! Making this progression easier for front line and management employees to see can help them envision themselves long term with your organization.
All of the non-industry leaders had the epiphany WHILE working in the restaurant industry that they don’t want the instability anymore – they don’t want to have to work holidays, be available at all times to cover missed shifts and not being sure how much money they will have month to month. Long hours and low pay coupled with a lack of work life/balance sent them into other jobs. These other industries offer more stability overall.
But instead of changing the entire restaurant industry model, Laura Linthicum from CROSSMARK noted the idea of sharing workforces. That means that restaurants can partner together or within non-restaurant industry organizations to fill the need of part time work, but also creating a more stable environment for the employee. This notion of sharing workforces is a new one and seems to be mutually beneficial; employees get the necessary hours and a more stable outlook on pay, while organizations have great employees that want to work for them.
Employees do more for an organization if they feel valued. Having a clear career trajectory or working with employees to fit their lifestyle shows that you actually care as an organization. While there are many aspects of workforce sharing that need to be worked out, the notion is worth looking into. Making restaurants a best place to work means that they really see their organization through the employees eyes and always are thinking ways to make life better for them.