ACQUIRING AND MANAGING TALENT

TALENT MANAGEMENT IN RESTAURANTS

Submitting to:
Prof. Tanuj Negi

Submission By: Shivani Pansari & Tanisha Pitalia

Student Id: 210086, 210069
Date of Submission: 10/10/22
INTRODUCTION ABOUT THE RESTAURANT INDUSTRY IN INDIA

Indians have never been particularly fond of dining out, despite the fact that
their nation has always been a food-loving one with each region having its own
distinctive cuisine.
But suddenly, everything is altering. Over the past ten years or more, the
restaurant business in India has experienced remarkable expansion, and this
trend is expected to continue for the foreseeable future.

A few of the factors driving the expansion of the restaurant sector in India
include a changing way of life, the emergence of the nuclear family, more
women going out of the home and working, and fast urbanisation. The increased
exposure to different cultures' lifestyles and cuisines is a bonus. Indians are
showing an increasing hunger for a wide range of cuisines, including Chinese,
Italian, Mexican, and Middle Eastern.

Numerous famous chefs have opened their own signature restaurants across the
nation as a result of this expanding trend. Yellow Chilli restaurant franchise is
owned by Sanjeev Kapoor of KhanaKhazana fame. In several places around the
nation, the eatery selling modern Indian cuisine is thriving.

The expansion of specialty restaurants offering particular cuisines and

specialisations is another intriguing development in the food business. North
Indian and South Indian cuisines are no longer separated in the restaurant
industry. There are numerous additional types of speciality eateries serving
cuisine from Kashmir to Kerala.

Additionally, diners are favouring international cuisines as well as traditional

and regional Indian flavours. The only international food that appealed to the
Indian palate up until a few years ago was probably Chinese. Indian food has
evolved since then to accommodate other world cuisines.

Similar to how all other areas of work have changed through time, talent
management strategies have advanced recently in order to accommodate
people-specific developments. In the climate of extreme change that exists
today, strategic personnel management is essential. The relationship between
work, workers, and the workplace has experienced a rebirth as a result of global
trends in talent and human resource management.

The definition of talent management is the meticulously planned, strategic

process of bringing on the right personnel and assisting them in reaching their
full potential while keeping organisational objectives in mind.
Thus, the process entails identifying talent gaps and open positions, locating and
onboarding qualified candidates, growing them within the system and
developing necessary skills, training for expertise with a future-focused
approach, and successfully engaging, retaining, and motivating them to achieve
long-term business goals. The definition highlights the broad scope of talent
management, showing how it pervades all facets of human resource
management at work while ensuring that the firm achieves its goals. Thus, it is
the process of bringing on the appropriate personnel and preparing them to help
the firm as a whole. To ensure the success of the organisation, a number of
components and subprocesses fall under the broad category of talent
management.

The most significant resource in your restaurant business is the crew. They are
the ones carrying out the duties that produce income for your company. It is
crucial to have a strong team that can help you achieve your business objectives
because your employees are also the ones who interact with your clients.

Therefore, effective restaurant staff management is required in order to plan,

delegate, and maximise the tasks necessary to ensure your restaurant runs well.

The complete restaurant staff management process can be divided into three
categories:

 Creating the Human Resource Structure and restaurant staff hiring

 Restaurant onboarding and staff training
 Restaurant staff management through scheduling, measuring performance
and ensuring staff happiness

To understand it better let’s dive in the Effective Restaurant Talent

Management Strategies For Building A Great Team. 

1.  Restaurant Staff Hiring:

Since you invest a significant amount of resources in recruiting, hiring, and
training new employees, it is essential for your restaurant business to make the
appropriate hiring decisions. Because of this, you must make sure the hiring
process is done right the first time.

a.  Creating A Human Resource Structure: 

Making a human resource structure is the first thing you must do in order to
identify the many positions that must be filled in order for your restaurant to
operate well.
Depending on the format and concept of your restaurant, you would typically
require five sorts of staff:
 Managerial Staff
 Kitchen Staff
 Floor Staff
 Bartenders
 Delivery Staff
The human resource structure of your restaurant will be heavily influenced by
the concept of your establishment. For instance, if you run a takeout restaurant,
you'll need extra cooks and delivery people. If you manage a nice dining
establishment, your staff will grow.
Another important aspect that affects the amount of labour needed is the size of
your restaurant.

b. Determining The Requirements

You must ascertain the precise number of employees you need before you start
publicising job openings. Under-hiring would have a detrimental effect on your
business' operations, while over-hiring would result in rising restaurant labour
costs.
You must assess the precise requirements of human resources and consult with
the heads of several departments, including the manager and the head chef, to
determine whether additional assistance is required. The quantity of individuals
you can hire and their wages should be decided after checking your budget and
requirements. The next step is to clearly define each of the roles and explain
their specific responsibilities in a Job Description. This would assist you sort
out applications that aren't relevant and offer candidates an indication of what
they would be expected to do.
c. Sourcing The Right Candidates
Once you have determined the staff requirements, you need to start advertising
to fill out the vacancies at your restaurant. There are several sources you can use
when hiring the right candidate –

 Word of Mouth
 Newspaper Ads
 Social Media
 Referrals
 Job Portals
 Restaurant Consultants and Recruitment Agencies

The restaurant manager and the chef have the most crucial jobs in a restaurant.
If you choose the proper manager, they will inevitably assist you in selecting
candidates for the remaining positions. Second, your restaurant's head chef is
most likely your most important asset. He or she would not only assist you with
the menu and the food, but would also often oversee all kitchen operations. As a
result, you must employ a skilled and intelligent chef in your kitchen. You
might ask the restaurant management and chef to assist in hiring once they are
on board. People who have worked in the restaurant industry for a while often
have a large network of contacts. Your manager and chef can refer good people
to your restaurant.

d.  Conducting Job Interviews

Interviews can begin as soon as you have a large number of applicants at your
door. When conducting an interview, it's important to determine whether the
candidate's ideas align with those of the restaurant and whether they would be a
good fit.
Since hospitality and customer service are the foundation of the restaurant
industry, you should also search for soft talents, especially for positions in the
front of the house. While having a pleasant disposition, being patient, and
having good communication skills are necessary for servers and waiters, the
kitchen requires individuals with leadership and collaborative abilities. Make a
list of all the criteria you'll use to evaluate the candidates.
Requesting recommendations and references from the prior employer is a smart
move. Examine the candidates' prior roles and responsibilities as well. You
might use this to gauge how committed the person is to their task.
e. Hiring Part-time Staff

To control labour costs for your restaurant, it's a good idea to hire personnel on
a part-time or seasonal basis. They will assist your permanent personnel during
peak times, particularly on holidays and weekends when foot traffic is typically
heavy. You can look at the list from the previous year or ask your employees for
recommendations when looking to hire the top seasonal employees.

2. Restaurant Staff Training:

Without a crew that is well-trained and knows exactly what to do and how to do
it, no restaurant can run efficiently. Your personnel will become more proficient
and effective as a result of a well-planned restaurant staff training programme,
which will also benefit restaurant operations. Additionally, it serves as a
communication link between the staff and the top management and aids in
acquainting them.
The following are some considerations you should make when training your
staff:

a.  Preparing A Staff Training Manual

It is essential to create a staff training document that will serve as a guide for
your restaurant workers even before you begin the training process.

When a new employee joins the restaurant staff, they are handed a little booklet
called a staff training manual. It should outline the regulations they must follow,
the different procedures they will learn, how to perform their duties and
obligations, and other similar technicalities.

The restaurant employees can use it as a helpful resource if they get stuck. A
restaurant staff training booklet serves as both an introduction to the industry
and a resource for future questions from your workers.

b. Conducting The Orientation

Before you begin the training programme, you must hold an orientation. This
would familiarise the staff with the establishment and let them know what is
expected of them.

The following items are possible inclusions in your orientation programme:

  Any requirements that must be completed by the restaurant personnel
before the training may begin.
 Share the background of the restaurant and information about its clientele
 a description of higher management
 a description of the menu
 a succinct explanation of the training course.

c.  Educating and Empowering Your Staff

For the sake of both your business and the personnel, education is more
important than instruction. No matter how knowledgeable the new employee is,
they will need adequate training on how your business runs.
Everyone on your staff should be familiar with the regular daily operations of
your restaurant, but training should be tailored specifically to the precise roles
of each employee.
Your restaurant crew has to be trained in two areas to become more productive:

 Restaurant information: You should train your personnel in these

fundamental daily procedures. This covers things like the menu for your
business, the style of food, the ideal consumers the team may anticipate,
busy days or hours, etc.

 Technical information: To ensure quick service, it is crucial to train your

workers on the technology your restaurant uses. It's possible that you
have all the necessary technologies to sustain daily operations. But it will
be useless if your staff is not taught how to use it. Introduce all potential
technologies you might be using to your employees, including the POS
system, mobile ordering app, feedback app, and any others.

To make certain that everyone on the team is properly trained, conduct

appropriate training sessions for each job responsibility. You can designate
senior team members to provide on-the-job training for new and lower-level
employees.

d.  Cross-train Your Staff

You could imagine that teaching the new crew about all the new positions
would render them masters of none but jacks of all trades! However, this is not
true in the restaurant business. To make new hires more effective and adaptable
enough to step in for an absent employee, you can teach them the fundamentals
of the various departments.
This allows the restaurant workers to better understand one another's roles,
which fosters teamwork.
Additionally, cross-training would help you manage your company effectively
even when you have a staffing shortage.

e. Conduct Regular Training Sessions

Even if the trainee becomes a regular part of the staff, the training should never
end. Hold regular refresher sessions and aid the staff in remembering the
training they received. Keep an eye on the personnel at all times to make sure
they are putting what they have learned into practise. The presence of
supervision makes sure that the staff with less experience has a point of contact.

Regular training sessions are essential since they'll make sure that everyone on
your team is informed about any changes you make to your company, like
adding a new menu item, and is prepared to handle them.

3. Staff Management:
It's critical to properly manage them so that their productivity is Peak-
optimized, which will help your restaurant succeed. It's crucial that you manage
your team efficiently and make sure they stay with you given the high attrition
rate in the restaurant sector, which contributes to expensive labour expenditures.

a. Managing the Staff Shifts Efficiently

In the event that your restaurant is open both during the day and at night, you
must assign different shifts to different employees. The potential of your
employees would either go untapped or be overworked as a result of an
unpredictable staff schedule, both of which would be bad for business.

Make careful to follow all applicable labour rules while choosing the staff
schedule. While assigning the shift, make sure to provide each employee's
working days and hours.

b. Monitor Staff Performance

The hiring and training of employees is frequently the focus of restaurateurs,
who neglect to evaluate their performance. In order to examine your labour
costs and determine the strengths and weaknesses of your employees, it is
crucial to monitor performance. As a result, you would be able to give them
more training and help them advance in their careers. You can reward your staff
members more effectively if you evaluate their performance.

You can evaluate your personnel using a few key performance indicators, such
as the following:

 Number of covered tables

 Amount of merchandise upsold and sold
 Attendance
 To analyse the performance of your personnel, you may also enlist the aid
of restaurant management software.

c. Ensure Staff Happiness

The adage "a happy worker is an efficient workforce" is undoubtedly true for
the restaurant industry as well. Restaurants are high-pressure work
environments with long and irregular hours where staff members, particularly
those in the front of the house, must carry out their responsibilities with
courtesy.
If the personnel at your restaurant is dissatisfied, it will undoubtedly show in
their job and negatively impact your ability to serve customers. Additionally, a
high turnover rate brought on by job discontent raises your restaurant's overall
costs.

JOB ANALYSIS 
Job analysis is a methodical, in-depth analysis of jobs. It is a process for
figuring out a job's responsibilities, necessary skills, and the type of person who
should be employed for it.
It is a process used to identify the responsibilities, nature, and types of
employees who should be employed for a certain position. It offers the ability to
draught job descriptions and work specifications, which are used in hiring and
vetting, paying employees, rating employees' performances, and providing
training.
 1. Defining the objectives: The foremost step in the process of job analysis
is defining the objectives. With the support of the top management,
changes can be made in the organization.
2. Preparing the Job Analysis: After setting an objective, the kind of jobs to
be analyzed are selected, and the members to be included in the analysis
are identified. The existing job description is reviewed.
3. Performing the Job Analysis: The next stage in the process of job analysis
is to perform the job analysis. This involves collecting information from
the employees through questionnaires, interviews, or observation
methods.
4. Designing Job descriptions and Job specifications: The job analyst
prepares a draft of the job description and the specifications and
circulates it to the managers, supervisors, and employees.
5. Control Job Descriptions and Job Specifications: The last step in the
process of job analysis is to control job descriptions and job
specifications. These are updated according to the changing needs of the
organization.

JOB ANALYSIS IN RESTAURANTS

Now lets understand how job analysis happens for restaurant manager. 
The job analysis process involves reviewing the candidate's materials, asking
questions about motivation for job hunting, paying attention to blank or omitted
content in the CV, and thinking about the frequency and possible reasons for job
change. Review the job requirements required for the job position and the
behavior indicators of the job requirements to ensure that the candidate has a
clear understanding of the position.

JOB TITLE: Restaurant manager 

Overall purpose statement: We pay for good attitudes, not for restaurant
managers! A good restaurant manager connects the branch to the corporate
office, whereas a great restaurant manager connects the patrons and staff to the
corporate office.

LIST OF DUTIES:

1.  Recruitment/dismissal: The hiring and firing of low-paying staff may fall

under the purview of the restaurant manager.
2.  Inventory management: Inventory management This includes utensils,
cleaning agents, and other daily requirements.
3.  Employee scheduling: Making weekly employee schedules and making
sure that all shifts are docked are tasks that belong to the restaurant
 manager. The supervisor makes decisions regarding the weekly list of
employees, the list of employees who work, and the shift schedule for the
rest day.
4. Event planning: If a restaurant provides a major catered event, such as a
banquet, the director of the restaurant may be in charge of the event's
setup, table reservations, and staff coordination. The restaurant owner
may think about hiring a manager who is in charge of the banquet project
if the event space is sizable.
5. Customer support: The restaurant manager must first excel at providing
excellent customer service. They should teach their own staff to provide
first-rate after-sales care and to make sure that customers are in a good
mood following their meal.

DECISION-MAKING REQUIREMENTS:
For the catering department manager's competency quality aspects, determine
the fundamental quality, comprehensive management ability, professional
quality, and these three qualities. An essential trait for the manager of the
catering department is the capacity to manage everything. It can be evaluated
individually using psychological testing, and some candidates with poor
management skills can be disqualified beforehand, increasing the effectiveness
of the hiring process. The interview technique can be used to evaluate the other
evaluation components.
Minimum qualifications and experience:
According to top leaders in the industry "the majority of restaurant managers
hold degrees below a bachelor's, however some college is desired in this
industry. According to the Statistics, more regional restaurant chains are hiring
managers with degrees in hospitality or food management since these graduates
frequently have real-world experience through internships. 
It is suggested that "search for applicants who have worked for other restaurants
that have a comparable type of cuisine and customer and who have been in the
industry for a while. Specific questions including their knowledge of payroll,
licencing, food ordering, and inspections should be asked. As a result, you may
trust that they can manage everything at your home. Ask potential hires how
they specifically increased productivity at each job.

SCREENING & INTERVIEW PROCESS FOR SELECTION

What is candidate screening?

Examining job applications is the process of candidate screening. This step
follows candidate sourcing and entails scanning through resumes and cover
letters to identify candidates who are most compatible with the job description,
taking into account each prospect's qualifications, experience, skill set, and
expected fit with the organisation. Despite significant technological
advancements, the most time-consuming part of hiring is still screening, which
on average takes roughly 23 hours. This is based on the average recruitment
team size of three to four individuals, and it is expected that this will only
decrease as more firms adopt the "doing more with less" mentality. The top
talent only remains active on the market for up to 10 years, which is another
statistic to bear in mind. All these numbers indicate that screening should start
taking a lot less time, a lot sooner!
Step 1: Ticking off the basic or must-have requirements:  These are
prerequisites that the applicant must meet.
Step 2: Scanning for preferred or good-to-have qualifications: This phase is
taking a closer look at resumes that satisfy the minimum requirements in order
to find any qualitative qualities that a candidate might contribute to the position.
Since these additions would help the candidate perform better in the role, they
would strengthen the CV's argument. 
Step 3: Matching the candidate's overall image to the position This is likely the
first time during the screening that the recruiter considers the candidate as more
than just a CV and attempts to match a more comprehensive employee persona
(with necessary and desirable qualifications) to the job description. Candidates
are selected here to move on to the exam and interview phases.

The screening process includes a number of components, most frequently:

 Questions for screening on the job application

 Screening resumes to narrow down interview applicants
 Interview screening may involve in-person, telephone, or video interviews.
 Using skill-based, cognitive, or behavioural assessments for assessment
screening
 Checking references or doing a background check

What is a screening interview?

After shortlisting candidates, the next step is to further narrow the pool with a
brief screening interview. In most cases, screening interviews are conducted by
telephone and last no longer than thirty minutes. The questions asked in an
initial phone screening interview aim to:
 Verify educational background and work history.
 Vet the strength of skills and qualifications stated on their resume.
 Confirm start date availability.
 Firm up salary expectations.
Common screening interview questions

Here are several questions you should be prepared to answer in a screening

interview:

 What are you looking for in a position?

 Tell me about yourself.
 What reasons do you have for leaving your most recent job?
 Describe your current job responsibilities?
 What drew you to this position?
 What compensation are you looking for?
 What management style suits you best?
 When could you start working if you were selected for this role?
 What has been your biggest achievement so far?
 What are your strengths? What are your weaknesses?
 Where do you see yourself in five years?
 How do you cope with stress?
 What motivates you in a job?
 Why should we hire you?
 Do you have any specific questions about this role?

SCREENING AND INTERVIEW PROCESS FOR SELECTION IN

RESTAURANTS: 

The first step in any successful employee management strategy is to hire the
right people for your business. Get this step right and the rest of your employee
management strategies should (generally) be a walk in the park. However,
finding the right staff is often easier said than done.
 

1.  Application: The recruiting team may view the application stage of the
hiring process as being passive because all you have to do is wait for
applicants to respond to your job post. Applications may, and should, be
used as screening tools to help you categorise people as qualified or not. The
applications might be accepted through various job portals, advertisements
etc. 
2. Resume screening: After completing the application stage of the hiring
process, you now have a pool of resumes or CVs to sort through and pick
those deemed qualified for a screening call. You must now carefully review
each CV, whether by hand or with the use of tools, to find the best
 applicants. By finding and eliminating individuals that don't exactly suit the
criteria you're looking for, this is one of the oldest ways of staff selection. In
restaurant industry often the steps to do the screening and interviewing for
selections are less than in any other industry. Therefore they might skip the
steps such as screening calls, assessment tests etc. and directly move to
interviewing. 
3. In- person Job Interviews: Interviews can begin as soon as you have a large
number of applicants at your door. When conducting an interview, it's
important to determine whether the candidate's ideas align with those of the
restaurant and whether they would be a good fit. Since hospitality and
customer service are the foundation of the restaurant industry, you should
also search for soft talents, especially for positions in the front of the house.
While having a pleasant disposition, being patient, and having good
communication skills are necessary for servers and waiters, the kitchen
requires individuals with leadership and collaborative abilities. Make a list of
all the criteria you'll use to evaluate the candidates. Requesting
recommendations and references from the prior employer is a smart move.
Examine the candidates' prior roles and responsibilities as well. You might
use this to gauge how committed the person is to their task.

Here are some questions you can ask during a restaurant job interview:

 Have you ever worked in fast food before? While restaurants are different from each
other, some aspects are true across the food industry. This question will help you gauge
the amount of training you’ll need to do if the candidate gets the job.
 What hours are you available? Many restaurant employees work part-time, especially if
they’re still studying. Asking this question will give you an idea of the amount of time
they can spend on the job.
 How would you handle an angry customer? Handling angry customers is part of
working in a restaurant and restaurant workers should possess lots of patience. Asking
situational questions like this will help you assess how the candidate will react in a
possible scenario in the restaurant.
 What are your career goals? Fast-food workers don’t tend to stay in one job for long,
but those who do tend to advance to management positions.
 Do you have any questions to ask us? This question allows the applicant to share their
opinions about the restaurant and how they treat workers. You can follow up with a
question like this by introducing the applicant to your safety protocols, wellness
programs, and benefits package.

4. Background checks: Background checks are vital in the restaurant industry

as well. The hiring manager of a restaurant has the discretion to conduct
background checks. Some businesses choose not to conduct background
checks because they don't want to incur the cost. The majority of restaurants
 that don't conduct background checks are small independent eateries or
eateries located in less affluent areas. Background checks are frequently
performed in upscale eateries and huge restaurant franchises that can afford
several checks. Some restaurants don't do criminal background checks
before hiring delivery personnel. The likelihood that an employer will hire a
person is significantly decreased by DUIs and accidents that were their fault,
so having a spotless driving record is crucial. Background checks might not
be required by employers for certain positions in restaurants, such as servers,
chefs, and dishwashers.

WHAT ARE EMPLOYEE EXIT INTERVIEWS?

Quitting is both voluntary and involuntary. There is no ambiguity as to why

someone is quitting if they have a good reason to be fired. But a lot of
employees will quit on their own, so it's important to look into why. Gaining
candid input and understanding of the work environment, management style,
and corporate culture from the employee's point of view is possible through
employee exit interviews. One can receive useful information on how to
encourage the other employees to stay when you learn more about the reasons
why people are quitting.

WHY IS EXIT INTERVIEW IMPORTANT ?

Some workers may depart for private reasons out of our control, such returning
to school or relocating to another location. However, some departures can be
due to issues that you can resolve. The possibility that a worker is leaving for a
position with a higher wage elsewhere suggests that you may want to consider
whether your benefits and pay scale are competitive with those of your rivals.

It's time to review management style and scheduling procedures because the
employee may require extra time off to care for their children or a sick parent
but feels that management won't cooperate with them on flexible scheduling.
Utilize employee feedback to implement improvements that can lower the
onboarding and training expenses while lowering employee attrition.

Exit interview also allows to clear the air with employee so that it later does not
affect the employer branding. If an employee quits for reason related to the
workplace then he will talk about it to others publicly about it which will affect
the employer branding negatively.

HOW TO SET UP THE EXIT INTERVIEW IN A RESTAURANT?

So the first step to start the process of exit interview is to decide that which type
of exit interview is the most appropriate for your restaurant and it should be
applied to the all the outlets of the restaurant. The exit interview is of four types
basically, face to face on one to one basis, over the phone, on paper and online .

The first two methods allow to ask follow up questions to get a better idea of the
issues and to ask more specific questions and clarifications. The other two
methods are very time and cost effective.

The in-person interviewer should ideally be from HR or at the very least,

someone different from the employee's immediate supervisor or boss, who may
be tempted to become defensive or may even be a contributing factor to the
issue. Finally, interviews have to be scheduled on the employee's last day, if at
all possible, before they leave. When discussing issues with people they don't
still have to work with, employees will feel more at ease.

EXAMLES OF QUESTIONS THAT CAN BE ASKED IN AN EXIT

INTERVIEW INA RESTAURANT

 What caused you to start searching for a new job?

 Have you shared your concerns with anyone in the company before leaving? Can
you tell me about the response you received?

 How do other you feel about the company in general?

 How do you think other employees feel about the company?
 What is the company doing poorly?

 Can you name the two best things about working with your supervisor?
 How do you feel leadership should change and why?
 Do you feel you were compensated similarly to the going rate in the industry?
 What isn’t the company currently doing, that it should do if things are to improve?
 What is the company doing right?
 What advice do you have for the next person in your position?
ATTRITION IN RESTAURANTS INDUSTRY

Attrition in restaurants is the highest across all industries in India with a rate of
19% in FY22. Although the restaurant industry in India has grown
exponentially post pandemic, but in this industry the demand currently is huge
and the processing time is lean, the workers are required in large numbers.

The two biggest reasons for high attrition in this industry is because:

 The jobs in this industry are very hectic.

 Most of the workers can be replaced easily.

REASONS FOR ATTRITION IN THE RESTAURANT INDUSTRY

1. Unclear job expectations

For many workers, not knowing what they will or should be doing at work can
be a major source of stress. Workers may feel it's time to find a job that is more
gratifying if job requirements aren't made clear up front. It can be tempting to
highlight solely a job's benefits or make the position appear more enticing
throughout the hiring process. The cracks will merely be covered up with this
strategy. Candidates will resign as soon as they realise they were misled or
deceived, which will put you back where you started.

2. Bad Fit

A common career path for young individuals is in hospitality. Unfortunately,

not everyone finds it to be a good fit, and for the majority of people, this
realisation comes after they have been hired. No matter if they work in fast
food restaurants, fine dining establishments, or hotels, not everyone possesses
the abilities and personality qualities needed to handle the customer-facing
duties that frequently accompany hospitality positions. A new hire may realise
that they are unhappy in their employment and leave if their position doesn't fit
their personality or if they don't fit your corporate culture.

3. Lack of Flexibility

The fact that hospitality workers rarely have a defined schedule is a huge perk
for many of them. For many people who want some wiggle space in their
schedule, the job's flexibility is a bonus. Sadly, this flexibility sometimes
 results in employees not knowing what to anticipate each week. The
employment may wind up adding to their stress if they are unaware of their
potential hours. Employees don't want to put off receiving their schedules until
the last minute. They also want some control over the days off they get, the
periods they can't work, and if they have to put in extra or lengthy hours.

4. Toxic or unhealthy work environment

One of the main reasons for employee turnover in the hospitality industry is
excessive stress at work. Even cool-headed professionals may become stressed
out due to the high pressure work environments that are frequently present in
the hospitality sector. This type of setting does not fit everyone, which results
in high turnover rates.

5. Lack of Recognition

Regardless of the position, the hospitality sector requires hard work and
frequently long, unpredictable hours. Unfortunately, a lot of workers don't
believe that leaders and top management value their contributions. Employees
may experience feelings of undervaluation and unappreciation when they
consistently give their all to a job and feel as though their efforts are neglected.
Additionally, people could start to think that their efforts are in vain and begin
providing less rather than striving to offer more.

6. Minimal Growth Opportunities

The apparent lack of career chances is one of the major factors contributing to
employee turnover in the hospitality sector. While many people enter the
hospitality sector while they are young, few of them opt to remain in it for the
duration of their careers because they feel it is a dead-end job. Unfortunately, a
lot of hospitality businesses only consider their staff to be seasonal or part-
time. Employees won't want to stay if they believe that management only sees
them as temporary or replaceable workers. They won't be invested in the
company if they don't believe the organisation cares about their development.

HOW TO REDUCE ATTRITION IN RESTAURENTS

 Acknowledge your restaurant staff

When you don't appreciate your employees' efforts, they get

unmotivated. Their work would be impacted, and they would be forced
to leave. Express your gratitude for the hard work and dedication of the
restaurant staff. With a "Employee of the Month" award and incentives
 like a small bonus, gift cards, paid time off, or a preferred parking spot,
you may recognise good behaviour and excellent customer service.

 Give proper training to the staff

Employees value the sense of purpose that training your restaurant staff
gives them and the message it sends that you want them to stay for a
while and don't think they're readily replaceable. Give your new hires a
standard orientation procedure and all the information they'll require.

 Reward longevity

Since this is a terrific technique to stop employee turnover, it becomes

crucial for restaurant owners to thank their team for their continuous
service. Give your restaurant workers raises or one-time bonuses to
entice them to stick around. Although rewarding your employees may
seem like a costly strategy, it is in fact not. Spend more on keeping
current devoted employees than hiring new ones because doing so will
entail a greater investment of your time and money.

 Create a fun and non-toxic work environment

All work and no play makes Jack a dull boy, this idiom rightly fits for the restaurant
industry. Taking the work seriously is crucial but you should give your restaurant
staff an opportunity to let loose and have fun.

 Take continuous feedback

It can be challenging for restaurant employees to address their problems

with higher management; as a result, it is important to listen to their
criticism and encourage them to speak up. Employees appreciate being
heard and want someone to take the time to understand their
predicament. Ask the difficult questions on problems at work, low
morale, or conflict between employees.

 Offering meals to the staff

 Given that they are the ones working arduously to prepare and serve your
clients the greatest food, you should provide free lunches to your
restaurant workers. If it works into your budget, you might provide a
complimentary dinner every day or once per week. Nobody enjoys
working on an empty stomach, particularly those who stare at food all
day. Offering your staff a one-time dinner as a small gesture can have a
big impact on how they feel about you and the restaurant.

EMPLOYER BRANDING IN RESTAURANTS

Employer branding is a strategy for influencing your restaurant's reputation with

potential employees, as well as how current employees see you as an employer.
Employer branding, which includes how businesses market themselves to job
seekers to draw top talent, is popular in the corporate world. Employer
branding, however, is not just used in white-collar positions. The same
strategies can be used by restaurants to recruit and keep the top talent in their
field.

There are many different elements that affect a workplace when it comes to
employer branding. Pay is no longer the only factor. Employers also need to
start considering their business culture and values, perks and benefits,
management and team quality, upward mobility, and other elements that might
set them apart, particularly in the restaurant industry.

RETENTION IN RESTAURANTS

Every industry, including the food company, places a high value on employee
retention. Employee retention is a problem that many restaurant owners and
managers fail to consider. Instead, they merely accept the received wisdom that
a fundamental fact of their line of work is high turnover rates.
Simply said, the managers don't put much effort into keeping their staff. The
most prosperous firms are those who seek to keep total turnover low as well.
Yes, restaurateurs frequently go above and above to retain a talented chef or a
small number of other staff.

WHY RETAIN?

 Lower Total Payroll Costs

 Reduced food cost

 Increased Efficiency
 Positive Work Culture

HOW TO RETAIN EMPLOYEES IN RESTAURANTS ?

 Prioritize Onboarding and Training

 Advanced Scheduling
 Employee Morale
 Exit Interviews

 Offer Fair Wages

 Recognize And Reward Your Employees 
 Provide Growth Opportunities