Hiring, Training and Retention Archives - Page 2 of 3

Beat the Labor Shortage: How to Increase Tips and Keep Your Best Servers

Posted on June 20, 2023June 20, 2023 by Kaley Pigman

In the midst of a (neverending?) labor shortage, restaurant operators are doing everything they can to encourage their best servers to stick around.

A sure-fire way to keep your current employees happy? Help them earn more money. Of course, when margins are tight, that can be tricky — which is where tips come in. Tipping allows employees to earn significantly more than what your revenue constraints might allow.

In fact, for many restaurant teams, particularly in the full-service segment, tips make up the majority of a server’s income. And if you practice any sort of tip pooling, then tips can increase take-home pay for other front-of-house and back-of-house employees, too.

While tip amounts are generally determined by the total bill and the quality of service a customer receives, there are things you can do to help your employees earn more tips. Here are a few ideas to try out at your restaurant.

1. Give them bigger sections

Your veteran servers can handle a lot more than you give them credit for. They probably want everything you throw at them, because more tables can generally mean more tip-making opportunities for them.

We get it: you don’t want customer service to slip. But you can trust your best servers to be honest about how much they can handle. If their answers vary, you can create different-sized sections where you reward top performers with more tables, while newbies get their feet wet with smaller sections.

2. Server training sessions

In the restaurant industry, you’re bound to get a lot of green serving staff. Give them the knowledge and tools they need to exceed customer expectations and operate with efficiency, so they can start earning more tips, faster.

If you don’t already have some kind of formalized training program in place, now’s the time to start. (For tips on onboarding new employees, check out our webinar here.)

Of course, there are some basics they’ll need to learn — policies, standard operating procedures procedures, how to use your tech stack, etc. If they’re new to the industry, don’t make any assumptions: introduce them to every part of the restaurant. It’s important that they understand operations from front to back and how their success is tied to the success of the whole team.

Soft skills are equally important. Being able to engage with guests in a warm, professional manner can take the dining experience to the next level — and it compensates for slip-ups here and there while employees are still learning the ropes.

3. Teach the art of the upsell

In addition to the training they receive during onboarding, it’s never a bad idea to offer ongoing sessions for newer staff and seasoned pros alike. One focus area to consider: coaching your team on the art of the upsell.

No, you don’t want your servers to turn into full-blown salespeople; but when it’s done in a way that’s focused on improving the guest experience, it has the added benefits of boosting tip amounts and increasing your restaurant sales, too.

For example, hold a drink pairing class where your team learns what drinks to suggest for each order. Help them practice presenting daily specials in a way that’s appealing and easy-to-follow. Remind them not to miss an opportunity to suggest a starter and be smart about how they position the option for a dessert. (E.g.: They’re full from dinner? Offer that pie to-go!)

Not every server will have time for extra classes (school, family, and life can get pretty hectic), so make these classes optional. Your servers who can make it will thank you for providing them with flexibility and tools to increase tips, and your customers will notice and appreciate how knowledgeable your staff is.

4. Run your kitchen efficiently

We all know that servers bear the brunt of frustrated, hangry customers. If guests are waiting and waiting for their food, they often blame the server (even if they’re not at fault) and deduct from their tips. Also, the longer a party sits waiting for their food to come out, the longer the server will have to wait to get their next table.

Want your servers to earn more money? Address any back-of-house issues that might be impacting the customer experience. Hungry guests will be much happier when their food arrives quickly, and it’ll help your servers turn and turn more tables throughout the night.

And keep in mind: For restaurants that include back-of-house employees in their tip pool, kitchen employees benefit from better tips, too — so help them understand how a rising tide lifts all boats.

5. Manage expectations at the host stand

Just like the kitchen, the host stand is completely out of the servers’ control — but it can seriously affect their tips. While you can’t really help going on a wait during a busy Saturday night dinner rush, you can train your hosts to tactfully manage guests’ expectations, so they aren’t fuming by the time their server comes to greet them.

For one, hosts need to accurately predict wait times. There’s nothing worse than telling a customer that it’ll only be a 20-minute wait and then watching them sit squirming in your waiting area for 45 minutes. Consider taking advantage of restaurant tech that can help hosts manage the floor and the waitlist.

It can also be confusing to guests if they’re on the waitlist, but they see empty tables. What they may not know is that you don’t have enough servers to cover all of the tables in the restaurant — so if that’s the case, consider asking your hosts to be proactive about explaining the situation.

Of course, when a party leaves and the table is ready to be cleaned, encourage your hosts to jump in and support busy bussers so that the next guests can be seated quickly.

6. Put your managers back on the floor

When things go wrong, managers often swoop in to save the server’s tip. Managers are there to smooth over customer complaints and ensure a high-quality dining experience for every guest in your restaurant. But if they’re in the back office working for the entire shift, servers don’t get the support they need.

Free up your managers’ shifts so they can spend more time touching tables, refilling drinks, and supporting the FOH staff. When managers can spend more time interacting with guests and helping servers who are in the weeds, guests enjoy their dining experiences more and are happier to leave a generous tip.

(One idea to give your managers hours back in their day: Try out Kickfin’s instant cashless tipping software so your managers can spend less time counting out cash tips and crunching numbers, and more time connecting with customers and supporting your servers. Check out a demo today.)

How to Hire & Retain Gen Z Restaurant Workers

Posted on May 1, 2023May 1, 2023 by kickfinadmin

Everyone is still feeling the effects of the labor shortage — and it could be that outdated hiring practices are to blame.

Toss out all the articles you’ve read about hiring Millennials, because Gen Z is joining the workforce in droves. Born between 1997 and 2012, Gen Z (or Zoomers) can be defined by their level of comfort with tech — none of them can remember life without the internet and they probably had an iPhone before they had a car.

Now, they’re all grown up: Gen Z will make up 27% of the workforce by 2025. And unlike your older employees, they’re much more independent, tech-minded, and financially driven. They’re your best bet at solving your labor woes, if you can meet their needs too.

Here’s how you entice Gen Z workers to join your team (and keep them happy).

Competitive Pay

No huge shock here: people want to work where they can make the most money. But unlike their Millennial forebears, Gen Z employees are taking finances much more seriously.

Gen Z is giving major side-eye to the pizza parties and free t-shirts that may have excited employees of years past. If you’ve offered these types of job “perks” in the past, you’re better off spending that money on improving wages. And who can blame them? With increasing inflation, your youngest employees need money in the bank, not another branded hat.

Times are tough, though. If you can’t afford higher wages, get smart with how you present your pay structure — like offering more frequent (or even daily) payment.

Offer Benefits

Now when we say Gen Z doesn’t like job perks, we aren’t talking about the serious stuff like healthcare.

Members of Gen Z are aging out of their parents’ healthcare, and they’ll look for jobs that offer healthcare and other benefits for employees.

On top of healthcare, Gen Z employees are also looking for time off, mental health initiatives and support, and sick leave. If you can’t offer higher wages, showing your support for your staff may help you edge out the competition in the hiring game.

Hire Their Friends

Who doesn’t want to work with their friends? In close, team-oriented environments like restaurants, people naturally hope to find camaraderie and friendship at work. So when you’re looking for new employees, look no further than your current employees’ besties.

Pro tip: Sweeten the deal even more by offering small referral bonuses to employees who bring their friends onto the team. You’ll make your current employees feel appreciated and solve your labor shortage issues in one fell swoop.

Work with Their Schedules

While some young Gen Z professionals are entering the job market looking for full-time positions, most of them are still students. To get them on board with your restaurant, you might have to be flexible with their hours.

For college students, allow them to go home during school breaks, and be conscientious of their class schedules. They’re naturally prioritizing their (expensive) education over a restaurant job, so if you can’t be understanding about finals or Christmas break, they’ll look for a job elsewhere.

Utilize Tech

Gen Z was the first generation to grow up with technology — and they could probably teach you a thing or two about how to use it. Since they’re accustomed to tech making their lives easier, Gen Z workers won’t be happy to see analog processes in your restaurant.

For one, ditch the printout of the weekly schedule. No one wants to come in on their day off just to see when they work next. Instead, take advantage of the many scheduling apps that are available, or bare minimum, send out the schedule in an email.

To really impress Gen Z, offer them digital payment options — especially digital tip outs. Like we said, Zoomers don’t want to wait two weeks for their pay, and they’re more than happy to receive digital payments over cash. In the eyes of Gen Z, the only “real money” is what you have in the bank — cash is so 1996 — so when their daily tips go straight to their bank account, they feel more financially secure.

Looking to impress Gen Z restaurant employees? Check out a demo of Kickfin to see our technology in action.

Hot Tips & Takes: Walk-On’s Senior Director of New Restaurant Openings

Posted on May 21, 2021February 2, 2023 by Keely Hungate

Introducing: A new interview series from Kickfin!

“Hot Tips & Takes” features restaurant pros we’ve cajoled into sharing their secrets, solutions and lessons learned with the rest of the world.

Because, sure: industry articles and reports are great…but really, we all just want to know how the other guys are doing it.

So we’re spotlighting people like you, who are in the trenches day in, day out.

First up is Gordon Sizemore, the Senior Director of New Restaurant Openings for Walk-On’s Enterprises. Read on for great insights from this industry vet on new opening processes, hiring, retention, and more.

How long have you been with Walk-On’s?

I’ve been in my current role for about two years, but I’ve been with the company for nine years total. I started as a service manager, then was a GM…I’ve worn a lot of hats here!

What are Walk-On’s expansion goals for 2021?

We’re shooting to open 25 restaurants this year. It’s pretty ambitious, especially given construction and staffing challenges right now. But we’re seeing really exciting growth in spite of everything that happened in 2020.

Give us a high-level overview of a Walk-On’s opening. What does the process leading up to launch look like?

We provide a detailed timeline to our franchisees that starts 25 weeks out from the opening, and we’re in constant communication before, during and after. We always know exactly where they are in the process.

Some of our franchisees are opening three, four, five restaurants at a time; others are just doing one-offs. Regardless, we try to be as present as possible, helping with everything from contracts to construction to best practices in hiring.

There are always a thousand things going on — and they may get tired of hearing from me! — but it’s important that we’re with them every step of the way. Is your internet set up? Are your new hires in place? Have you gotten your permits in line? I tell people that we’re like the bumper rails when you go bowling. We’re keeping them on track.

How do you work with franchisees who operate other brands and may have their own way of running the show?

Experienced franchisees sometimes push back on certain things. We’re humble enough to understand that people may have done it before, and if they can bring new ideas to the table, then great — we’re all ears.

But our culture is non-negotiable. Our founder wanted to create a place that brings people together. He incorporated a team-first mentality that came from his time playing at LSU. So we instill that in our franchisees, and we demonstrate that in the way that we support them.

An important part of the process is the Discovery Day, which is about building that initial relationship with our prospective new franchisees. We get to know them, they get to know us, and we figure out if this is a partnership that will be best for everyone involved.

Everyone is dealing with staff shortages. How is Walk-On’s advising franchisees who are opening new restaurants and trying to hire from scratch?

We all know staffing is a nightmare right now. We’ve been telling our franchisees that they need more time than they think to hire. We’ll also make suggestions around tactics to help them promote job openings and get candidates in the door.

The hiring trailer is a big deal. It’s typically right beside the restaurant construction site. Job candidates will come in for their interviews, and a lot of times, it’s their first impression of the Walk-On’s brand. We want it to be comfortable and inviting — we tell our franchisees to consider having music on, setting out games, providing snacks, etc.

It’s a way to really let the brand shine so people can see it’s a great place to work. And it also gives franchisees an opportunity to get to know the candidates.

How do you know you’re making the right hires for the restaurant?

We want our franchisees to hire people who share our brand values. It’s about asking the right questions, but more importantly it’s about seeing how they interact with others. You can come in with all the knowledge and experience in the world. But are you willing to work with the person to the left or right of you? That’s a huge part of what we look for.

A red flag for us is when candidates can’t laugh at themselves. Like I mentioned earlier, we’ll set out games in our trailer, and it seems like a small thing — but it’s really telling when someone sits down and starts messing with Rock ‘Em Sock ‘Em Robots or starts peddling around on a tricycle.

Basically, we want them to take their work seriously, but they shouldn’t take themselves too seriously. If they can engage and have fun with the people around them when they’re applying for a job, it’s a good sign that they’ll build successful relationships with future co-workers and guests.

What does the training and orientation process look like?

Every franchisee gets a regional franchise coach who provides guidance before, during and after the opening.

As we get closer to the opening, there’s a coordinator for front-of-house and heart-of-house, plus captains for each type of role (hostess, server, chef, etc.). Those people come in two days before orientation. They’ll stay for a 10-day closed-door training period.

Most of the captains come from other Walk-On’s restaurants, which is a testament to how invested our franchisees and employees are in our brand. Other locations will supply these people, even if it makes things a little harder while they’re gone. Of course, there’s some benefit to it. These “captains” see all of the newest training, new menu items, new technology. They can bring all of that back to their home restaurant.

Do you have any tips for keeping employees motivated and engaged, particularly during those long orientations?

Always, there’s a level of fun to what we do. We put a lot of thought into making it interactive and entertaining.

But it goes back to the hiring process, making sure we’re finding people who live up to our core values and principles. Because yeah, you’ll get tired at an opening. It’s long hours, it’s time away from your home and family. It really makes a difference when everyone cares about the work they’re doing.

The way Walk-On’s does training is actually a great retention play. We make a point to invest in our employees, to coach and develop them so they can grow in their career. We even have a “blue chip” program designed to take employees to the next level. And ultimately, many captains do step into management roles, or they’ll meet different franchisees and uncover new opportunities.

What’s the biggest mistake that you see new franchisees make?

So many people think they’ve got more time than they really do. If you’re not organized with your timeline, things will pile up and it will start to push back your opening. And that’s also when mistakes happen.

On our end, we have regular checkpoints across all departments, we send out reminders, and we’re always there to answer questions or fill in gaps to make sure the goal for the opening date is met.

What are the top questions you get from your franchisees?

Whether they’re seasoned or new franchisees, we get a ton of questions about ordering. How much do I order, and what do I order, so that we’re functioning but not losing money?

When it comes to FOH, we’re often fielding questions about the cash-out process. For a first timer, that you’re handling the most team members you’ve ever had. They want to make it more efficient handling all this money — if you mess it up, your employees aren’t going to stick with you. That’s a big reason Walk-On’s locations started using Kickfin to instantly tip-out their employees, especially when they were running cash negative so frequently.

More broadly, we’ll often talk to franchise owners about how to continue a strong flow of sales, or how to increase sales. We’ll think through operational and marketing solutions together.

We generally try to provide all of the information and pointers that we can from the start, but we’re always here to provide support when they need it.

Know someone we should add to our interview list? Email our Director of Marketing at keely@kickfin.com!

[Video] Whataburger, Dish Society and Kickfin Talk Employee Recruiting

Posted on September 8, 2021February 2, 2023 by Keely Hungate

Click here to watch!

A few weeks back, the Kickfin team headed to San Antonio for TRA Marketplace 2021. It was a one of the highlights of our summer — and that’s not just because our booth happened to be next to the ice cream guys. (We’re looking at you, Blue Bell.)

As always, the two-day expo doubled as an educational forum and a showcase for leading-edge trends in food, beverage, technology (ahem), and products/services for restaurant teams.

Our co-founder Brian Hassan participated in a panel discussion on employee recruiting and retention — a very top-of-mind topic for restaurant teams.

Moderated by Brian Medina (Self Opportunity Inc.), the panel shared tips and tactics on hiring restaurant workers in a tough labor market.

Brian’s fellow panelists:

Anndrea Brown, Human Resources Business Partner, Whataburger
Sabrina Horande, Director of Leadership Empowerment, DISH SOCIETY

Check out the video below to hear what they had to say!

[INTERVIEW] Is Your Restaurant Short Staffed? New Guidance Could Help Bring Employees Back

Posted on April 13, 2021February 2, 2023 by Keely Hungate

Finally, the Great Reopening is here.

For most of the country, spring is in full force, vaccinations are rolling out, and slowly but surely, restaurants are welcoming guests back to sunny patios and (sanitized, ventilated, plexiglass-ed) dining rooms.

It seems diners are more than ready for re-entry. But restaurant employees? These days, they’re harder to come by than ever before.

Restaurateurs have long struggled with a competitive labor market. As Covid drove temporary and permanent shutdowns throughout 2020, it seemed the businesses that managed to stay open might have their pick of the worker pool. But that hasn’t been the case: Restaurants looking to hire are finding that applicants are few and far between, and when they do get in touch with candidates, they often aren’t showing up for interviews.

That’s a primary reason why the Aspen Institute’s Food and Society policy program has just released new operating procedures for restaurants. “Safety First: Protecting Workers and Diners as Restaurants Reopen” is an incredibly detailed resource, informed by rigorous research and the very latest guidance from the CDC and local and state health departments.

Corby Kummer, the executive director of the Food and Society program, spoke with us about the guidance and how restaurants can use it to bring diners and employees back safely. Read on for Corby’s take, as well as a breakdown of the document and links to everything you need.

What is “Safety First?”

“Safety First” is a detailed digital and print-ready resource that restaurants can use to lower the risk of Covid exposure and transmission.

The 74-page document begins with an easy-to-follow explanation of what we know now about Covid: how it spreads through air and on surfaces, how to prevent transmission, the role vaccines play, etc. But most of the guide is dedicated to step-by-step, ready-to-use protocols for restaurants, with information specifically around:

outdoor dining
indoor dining
mechanical ventilation systems
take-out and delivery
preventive measures for workers
restroom cleaning
payments
back of the house
worker arrival
(and more).

“We want it to be a national mark of confidence and safety,” Corby said. “It is absolutely up to the minute with what the CDC is saying — but it’s still high level and achievable.”

“Never before have these logos come together to co-endorse the same document. This has the support of the entire restaurant industry, big and small.”

Corby also called out the Covid Pledge and the Diner Code of Conduct, two additional pieces of collateral that are included “Safety First.”

“These are basic ground rules for everyone,” Corby said. “We’d like to see restaurants printing out the Pledge and the Code of Conduct and hanging them in their windows as a way of saying, ‘We’re doing these things to keep you safe, so you can feel comfortable here.’”

Why was “Safety First” created?
The idea, Corby said, was to provide a (much-needed) national standard for Covid-related protocols.

Restaurant operators understand the importance of making diners and employees feel protected as business reopens. But the way they’re going about it is all over the map — literally. Guidelines vary from state to state and city to city. And while their efforts are well intentioned, some restaurants are actually over-complicating Covid procedures.

“Safety First” is designed to eliminate confusion, guesswork and unnecessary measures.

“There has been a rush to reopen, there’s pressure from different business sectors. With state governments and city governments, restaurants are caught between two sets of rules,” Corby said. “Having a national set is the most useful aspect of this. None of it is overcomplicated, none of it is expensive or hard.”

How is “Safety First” different than other resources currently available?
How restaurants are handling Covid protocols varies wildly right now. Part of the problem is that there’s a lot of content out there, and it’s not always clear which sources are credible. Plus, even credible sources can be contradictory.

Here again, “Safety First” was designed to be the source of truth for restaurants at this point in time. It was informed by the very latest data coming out of the CDC; in fact, representatives from the CDC were directly consulted in the production of the guide.

“Wherever we talk about payments in this guide, we say to go cashless.”

What’s more: Safety First is the first and only document that has been signed off on by some of the most trusted and respected organizations in the industry — The Aspen Institute’s Food and Society Program, World Central Kitchen, the National Restaurant Association, the James Beard Foundation and the Independent Restaurant Coalition.

“Never before have these logos come together to co-endorse the same document,” Corby said. “This has the support of the entire restaurant industry, big and small.”

How can Safety First help with the ongoing worker shortage?
There are a number of reasons why restaurants are struggling with the worker shortage. It’s been noted that unemployment may pay more than some workers were making. Other people have left the industry for daily pay gig economy jobs or even Amazon warehouses.

“There’s competition that we didn’t have before,” Corby said. “But also, workers don’t necessarily feel safe. We think this is a way of increasing employee confidence in restaurants that are looking to hire.”

“Safety First” includes suggestions that restaurants can use to make it easier for employees to return. For example: One Fair Wage provided scripts that hosts can use to explain new Covid rules to diners, so servers can be spared from any potential conflict.

“We want diners to have the best experience with servers, so that they’ll leave them as big a tip as possible and protect maximal earning opportunities,” Corby said.

What are some key takeaways from “Safety First”?

“Restaurants can’t be in the business of verifying who’s been vaccinated.” Vaccines are the primary reason there’s a light at the end of the tunnel, but the truth is that we’re just not there yet. The majority of the U.S. population has yet to be vaccinated. Making everyone follow the same rules, regardless of whether they’ve been vaccinated, will eliminate variables and make it more seamless for restaurants to operate safely.
“If it’s possible, go cashless.” Corby says wherever they discuss payments in the guide, they advocate going cashless. That means digitizing customer transactions as well as the tip-out process for employees.
“So much of this is about treating restaurant staff courteously and considerately.” “Safety First” advises restaurants not to require an official Covid diagnosis or any other proof if someone isn’t feeling well; it should be “as easy as possible” for employees to stay home so that they don’t infect others. Corby acknowledged that this level of support, especially when it comes to employee health, is long overdue in the industry.

Read before reopening

The smartest thing restaurants can do as they reopen? Page through “Safety First” — top to bottom.

It’s not a short document, but it’s a quick read, it’s easy to digest, and it’s literally everything a restaurant needs to know about reopening in the time of Covid.

“Safety First” saves restaurants the time and hassle of doing their own research, and they won’t waste resources on excessive, over-the-top protocols. Most importantly: They’ll have peace of mind that comes from knowing they’ve done everything they can to keep their people safe — and to be good stewards of public health.

12 Top Tips for Recruiting Restaurant Workers (That You Probably Haven’t Tried!)

Posted on September 8, 2021February 2, 2023 by Keely Hungate

Recruiting restaurant workers in 2021

Recruiting restaurant employees has never been easy. But in 2021, the hiring game has totally changed.

As we all know, the pandemic flipped the hospitality industry on its head. When restaurants closed — some temporarily, others for good — many hospitality workers found themselves collecting unemployment and/or seeking other jobs.

Now that Covid-related unemployment assistance has generally ended, restaurants are continuing to battle for labor. Why? Mostly because there are more positions to fill — and fewer candidates — than ever before.

Where did the workers go?

Hospitality employees have tough jobs. It can be a grind: mentally, physically, and emotionally, no matter how passionate you are about the restaurant industry.

When Covid hit, some people left hospitality because they didn’t have a choice — but now, many of them aren’t looking back. In short, they found greener pastures.

Amazon warehouses swept up a lot of jobless talent, frequently offering PTO, benefits, flexibility and better pay. Other workers sought out gig-economy jobs, like Uber or Instacart, where they get instant, daily payments and work on their own terms. And some people used shutdowns and pandemic assistance as an opportunity to chart a new career path, collecting unemployment as they completed degrees or learned trades that they otherwise wouldn’t have been able to pursue.

How to recruit and retain restaurant employees in a tough labor market

Just because workers aren’t returning to their posts doesn’t mean that guests are staying home. In fact, many restaurants are busier than ever. Which is great, but it’s a problem if you don’t have the hostesses, servers, bussers, kitchen workers, managers, and everyone else you need to run the ship.

If your restaurant or bar needs to staff up fast, it’s not impossible — but it’s probably time to dust off and re-evaluate your hiring playbook.

In case you missed it, we recently participated in a panel discussion all about restaurant employee recruiting and retention. We joined Whataburger and Dish Society to discuss hiring insights, tips and best practices from restaurants across the country who are looking to hire.

Here are our top 12 insights and tips for recruiting and retaining restaurant workers.

1. It’s not just about wages. There’s no question about it: Restaurants are in a dog fight for talent. Not every establishment can afford to keep pushing wages higher and higher. So they need to get creative: what do their employees really value? It’s about more than money: benefits, flexibility, and culture are all levers you can pull to attract and retain good people.

2. Instant pay matters. Hourly employees may not want to wait two weeks for their earnings — and many of them can’t afford to. If a tire blows out or rent is due, having money in the bank immediately after their shift is over can be a major work perk.

3. Build a scholarship program. In addition to student-friendly scheduling, consider providing tuition assistance for college-aged employees. It’s not only a great incentive; it also shows you value their education and future success.

4. Or: offer education reimbursement. Once a year, Dish Society employees can get reimbursed for a course they’ve completed if they earned a B+ or higher.

5. Turn your employees into recruiters. Your employees already have a feel for the culture and requirements; consider offering referral bonuses so they’ll be incentivized to bring in family members and friends who would be a good fit.

6. Leverage different channels. Many hourly workers are high school and college students. They’re less likely to be on LinkedIn or Indeed. So meet them where they are: get your candidate out on TikTok, Instagram, etc. (and activate your employees there, too).

7. Make everything shareable. Give your employees the tools they need to become true ambassadors of your brand. For example: provide sample messaging that they can text to friends or put on social, or create short video content that they can easily share with potential candidates. This also helps to create consistency and ensures you’re bringing in the right types of people.

8. Tap your guests, too. You’ve got free advertising within the four walls of your restaurant, and a lot of fresh faces coming through the doors. Consider running a referral program for your guests: if their referral gets hired, they’ll get paid.

9. Pursue local partnerships. Whataburger’s operating partners can make six figures. In other words: what starts out as a summer gig could easily turn into a career. Anndrea says that Whataburger is helping their franchisees establish relationships with local high schools, colleges, chambers of commerce, military vet organizations, and more. All of these can help drive people into their hiring funnel.

10. Create a hiring guide. Dish Society has implemented a straightforward system for selecting candidates. It includes a toolkit for managers with suggested interview questions and a “red/yellow/green” system to score candidates’ responses, all of which fosters consistent hiring practices across their locations.

11. Attitude over experience. Having the skills to do the job is important, but Sabrina says Dish Society is focusing more heavily on candidates’ attitude and personality fit. By not getting so specific with experience requirements, and by ensuring your candidate is a culture fit, your talent pool will open up. Plus: your employees will be more likely to stick around if they mesh well with your team.

12. Tune up (and automate) training. Sabrina added that fine-tuning your training program also promotes the success and satisfaction of your employees. If you’re hiring for attitude, it’s on you to teach them the skills. Dish Society uses technology to support their training efforts, and they’ve implemented a points system where employees can take training courses and accrue points as they complete them.

The best recruiting strategy: hiring for keeps

If you’re in a bind, you might be tempted to fill empty positions with warm bodies. But in the end, that’s just going to result in turnover — and cost you a whole lot of time and money.

Covid has presented an opportunity for operators to hit the reset button on a lot of things, and hiring is one of them.

If you’re on the recruiting train right now: be intentional about it. Make a plan to activate your people, leverage every available channel, meet candidates where they are — and provide real value to employees that they won’t find anywhere else.

Managing Millennial Restaurant Employees

Posted on November 13, 2019November 10, 2022 by kickfinadmin

Real talk: millennials have gotten a bad rap over the years. At best, they’ve been a puzzle everyone wants to solve; at worst, their name has become a catch-all for anyone under the age of 23 who comes across as entitled unmotivated, or lacking ambition.

But millennials aren’t kids anymore. In fact, a lot of them are out of school and have families of their own; some of them (ahem) are even staring down middle age. And they now make up the bulk of the hospitality workforce as employees and managers — and increasingly as owners, executives and consultants.

If you’re operating a restaurant or bar, chances are, you’ve probably got a team of millennials. Even if you’re a millennial yourself, you might be scratching your head as to how to manage them in a way that engages them, motivates them to work hard, and makes them want to stick around.

Good news: a little understanding can go a long way. Here are 5 things you should know about your millennial restaurant employees that will make work more productive and pleasant for everyone (yes, yourself included).

1. Set them free (within reason).

Maybe you’ve heard millennials have a problem with authority — and for some of them, that’s probably true. But it’s no more of an epidemic for millennials than it was for their predecessors.

What is different, however, is their very obvious desire for freedom. Millennials, on the whole, are wary of being tied down. Compared to Baby Boomers and Gen Xers, they’re enthralled with the idea of a life in constant motion. FOMO (fear of missing out) is a real thing, both on a random Friday night, but also when it comes to the bigger picture— because millennials want to see and do and experience everything.

As restaurant employees, it doesn’t mean they’re unreliable or impossible to pin down. But it does mean they’re more open to moving from one job to the next, unlike their parents and grandparents who tended to stick with an employer for the long haul.

So how do you keep them around and give them the freedom they crave?

Train and teach: There’s nothing less freeing than feeling like you’re being micromanaged. As a restaurant owner, you won’t have to do that if you create an effective and efficient onboarding program that clearly communicates responsibilities, policies and procedures from the get-go. And remember: training isn’t a one-and-done kind of deal. It should be ongoing, so that you’re always reinforcing good habits.
…and then, trust: A Harvard Business Review article defines workplace freedom as “trusting employees to think and act independently.” That doesn’t mean your restaurant becomes a free-for-all; it means if you’ve hired the right people, implemented the right framework, and communicated it to your team, then everyone should feel equipped and empowered to succeed in their roles — no hovering required.
Let them share: Hopefully, you’re hiring smart, curious people who have been shaped by many diverse experiences. Give them the freedom and space to share ideas, give feedback, or contribute in ways beyond the role they were hired to do, if they express an interest or desire. At the very least, they’ll appreciate your willingness to listen and your trust in their perspective.

2. Be flexible

Freedom and flexibility go hand in hand. Many hospitality workers have chosen this line of work because it offers some level of flexibility that other jobs don’t — it’s not a 9-to-5, stuck-in-a-cube kind of gig. And while this is a true career for some people on your team, for others, it’s a job they’re able to work around school, or family duties, or another job.

But restaurant employees — from hostesses to servers to line cooks to chefs — are some of the most overworked people in the modern workforce. And the keyword there is people: they’re not assets or line items. They’ve got lives beyond the four walls of your business.

Fairness and compassion go without saying. Being accommodating is simply the right thing to do when circumstances arise that are beyond their control. But if you get a little creative, there are other ways to provide a little flexibility to your millennial employees:

Millennials increasingly gravitate toward remote-friendly, work-from-home jobs. Obviously, unless they’re planning to seat people in their very own kitchen, it’s hard to work remotely when you’re a restaurant employee. But perhaps you can choose to make some of your team meetings virtual, or maybe you can give digital access to onboarding and training materials.
Another flexibility play is giving employees more control over schedule creation, while also ensuring that your team is actually large enough for the business you’re doing, so that it’s not impossible to get shifts covered as those needs arise.

3. Go digital.

Technology is a millennial’s one true love. There’s a “smart” everything these days, and no one is more enamored with (or appreciative of) the digital age than this crowd.

Millennials are well-versed in technology and they understand the efficiencies and capabilities that innovation can deliver at home and on the job. They’re also extremely well informed because they’re always connected to the rest of the world — so they know what else is out there.

That means, for employers, ignorance is not bliss. If you’re not leveraging the technologies that could make work and life easier for your people, then they’re probably well aware of that fact, and they have easy access to jobs with other employers who are doing it right.

For example: many restaurateurs have felt the pain of the labor crisis as their employees go after “gig economy” jobs with the Ubers and Lyfts of the world, whose platforms allow for real-time pay out. Taking advantage of industry innovation can help you win the battle for good labor.

Tools like Kickfin — which allow you to tip out employees in real time, directly to their bank accounts — or front-of-house solutions like workforce and table management software will certainly deliver ROI to you, but they’ll also show your team that you’re invested in their wellbeing and that you take care of your people.

Pro tip: Employee-facing software solutions should drive transparency and engagement across your whole team, not just your managers or operators. Selecting vendors that take the employee experience into account is incredibly important; it may be something as simple as having a well-designed app or an intuitive, easy-to-learn interface.

4. Give them purpose.

Work is work — there’s no way around it. But millennials are coming to the table (so to speak) with higher expectations. Yes, they’re willing to work, but they also want to be fulfilled and find meaning in what they’re doing.

It’s not about pride or being the most important person in the room; it’s about being a part of something bigger than themselves and contributing to a greater cause. Maybe your restaurant isn’t going to save the world or solve the hunger crisis, but every good business and brand should give its people and its customers a reason to believe.

So find out what that reason is, if you haven’t already. Know your mission, know your why — and share it with your team. Every single person you employ should be able to articulate this.

At the end of the day, there’s no code to crack or equation to solve. Like with any other employee or colleague, empathy will go a long way in establishing trust and transparency — two things that millennials value highly.

And here’s the good news: when you bring millennials into the fold, they tend to bring a lot of people with them. By winning their respect and loyalty, you’ll also win some of the best brand ambassadors you could ever hope to have.

Kickfin can change the way you manage your millennial restaurant employees.

How to Reduce Restaurant Employee Turnover

Posted on December 8, 2019November 10, 2022 by kickfinadmin

If you’re in the restaurant business, you’re in the people business.

We’d argue that your restaurant employees are your greatest asset — because at the end of the day, a restaurant isn’t its wine list or its rooftop bar or its James Beard Award-winning cuisine. A restaurant is its people: without them, everything falls apart.

Unfortunately, attracting and retaining the right employees in your restaurant is a perpetual battle, and it’s not getting any easier. In 2018, the employee turnover rate in the hospitality industry increased to 74.9 percent — the highest it’s been since the recession.

If we’re looking at the big picture, a rising turnover rate in hospitality isn’t a bad thing: it’s actually a byproduct of a healthy economy because it indicates that workers feel confident in the labor market. In other words, they’re not scared to quit their jobs and look for better alternatives.

Of course, that presents a unique challenge for restaurant employers in an already highly competitive labor market.

If you’re losing solid employees to other restaurants, or if you’re unsure how to compete with the explosion of gig-economy businesses: get our top four tips for retaining your restaurant employees.

1. Prioritize training

This seems like a no-brainer, but you’d be surprised at how many restaurant employees are dropped into the deep-end and expected to perform flawlessly. Even if your new hires have recent, relevant experience, no two restaurants are the same, and their background may not directly translate to a new place with new people, processes, standards and expectations.

That’s why a formal, repeatable training program is critical, no matter how big or small your restaurant is. Your program doesn’t have to be complex, but the most effective ones include a variety of tactics — written instructions, personal demonstrations, shadowing — to cover all types of learners.

Prioritizing employee training will ensure a consistent level of knowledge and service among each of your workers, which of course, is great for business. More importantly, a solid training program will build confidence. When people know exactly what they’re supposed to do and how they’re supposed to it, they’ll have a clear path to success and the tools they need to get there. That’s empowering.

Confident, successful, empowered employees tend to be happy employees — and happy employees tend to stick around.

2. Be fair — always.

There are a host of rules and regulations in place to protect restaurant employees, and for good reason: they’re some of the hardest-working people out there, and many of them are living paycheck-to-paycheck.

But it’s hard for employees to stay up-to-date and fully informed as to what’s fair or legal, and really, it’s not their job. As their employer, it’s your duty and obligation to play by the rules. And if your people see that you’re going out of your way to do right by them, they’ll take note — because that quality can be hard to find in an employer.

So what does that look like, exactly? It’s “little” things — like being aware of the fact that even when your employees are in training, they’re on the clock. Or knowing that if your servers spend a certain amount of time doing side work — bussing tables, folding napkins — where they’re not able to receive tips, they need to get paid the full minimum wage.

It’s also about finding ways to foster trust and transparency. In an increasingly digital industry, it’s much easier to give employees a great deal of visibility into their work — from scheduling and table management to payroll and tip-out history, so make sure you’re taking advantage of the right tools.

Speaking of money: maybe your people love what they do, or maybe hospitality isn’t their ultimate calling — but either way, at the end of the day, your employees are there to make a living and get paid. By ensuring they’ve got immediate access to the tips they’ve earned at the end of every shift, they’ll be less likely to leave you for the gig-economy jobs that pay out in real time.

Long story short: when you demonstrate fairness to your employees, they likely won’t take it for granted.

3. Recognize your people.

Motivation, culture and morale are all driven by recognition of a job well down. Recognizing your employees doesn’t have to be hard or expensive — it could be a shout-out during a team meeting, an early-clock out, a free meal from the kitchen or a small gift card.

This practice reinforces the right behaviors from your team members who are hustling and positions them as role models for the workers who need to step up their game. It’s also a way to show that you’re paying attention (without micromanaging), which makes everyone feel known and appreciated.

4. Nurture relationships.

This is a critical advantage restaurants will always have over the impersonal gig economy jobs: it’s simply impossible for the Lyfts and UberEats of the world to replicate the human connections and authentic relationships you have the opportunity to cultivate with your employees.

We live in a fast-paced world, and that’s amplified in the hospitality industry. But taking the time to get to know your employees, as you can, on a more personal level will go a long way in helping employees feel invested in their work and committed to their team.

When you develop those relationships, you’ll also develop trust. That can go a long way in reducing employee turnover because they’ll be much more likely to come to you when things aren’t going well or when their needs aren’t being met — before they go out and find a new job.

Learn how Kickfin’s tip-out solution can improve culture and retention rates in your restaurant or bar. Get a free demo today.

Creating a Diversity Policy for Your Restaurant

Posted on March 30, 2021May 4, 2021 by Keely Hungate

Being in the hospitality business means it’s your job to make sure everyone feels welcome and included. Whether you want diners to celebrate a milestone in their lives, take a quick break from their busy days, or simply feel at home, how you show your hospitality matters.

The same thing is true with your employees. Restaurant and hospitality is considered one of the most diverse workforces — but that doesn’t mean there’s no work to be done. According to the National Restaurant Association, 4 in 10 restaurant managers identify as a minority, and 6 in 10 chefs do. In the wake of the toughest year for restaurants, it’s more important than ever to have a workplace diversity policy that makes every team member feel safe and supported.

What is a restaurant diversity policy?

Diversity policies — sometimes called diversity, equity, and inclusion policies — outline behaviors that are ok and not ok when it comes to working together as a team. A workplace diversity policy for restaurants makes a clear statement about your commitment to making your restaurant a safe and positive place to work for everyone, regardless of age, race, gender, appearance, disability, size, religion, sexuality, or citizenship.

Diversity policies cover everything from training, recruitment, compensation, and responding to harassment from other staff or from diners. It’s your way of showing your team how to create a positive working environment that focuses on what matters: creating the best possible experience for your diners.

Why should restaurants have a diversity policy?

You know that feeling when your kitchen is humming along, orders come in and out smoothly, and not one diner complains about their meal? That kind of magic doesn’t happen without putting the right systems and processes in place so that your front-of-house and back-of-house staff can work seamlessly together.

It doesn’t always happen — we’ve all been there when a dishwasher breaks mid-service, or you run out of a popular dish, or you get so many takeout orders it’s impossible to keep up — but with a strong team behind you, you can handle anything.

“The interests of our own employees must be placed directly ahead of those of our guests because the only way we can consistently earn raves, win repeat business, and develop bonds of loyalty with our guests is first to ensure that our own team members feel jazzed about coming to work. Being jazzed is a combination of feeling motivated, enthusiastic, confident, proud, and at peace with the choice to work on our team.”

― Danny Meyer, Union Square Hospitality Group

That’s why a restaurant diversity policy is so important. Hospitality starts from your team and how you treat your employees.

How do you create a diversity policy for restaurants?

One thing is for sure: you can’t put together a document and call your work done.

A diversity policy needs to acknowledge where you’re at with your restaurant culture and show a way forward to get to a better place. If you put together a document, call it a policy, and make no changes about how you interact in the kitchen or deal with racist or sexist incidents from customers, then you’re just checking a box, not making a policy.

It starts with you and the culture you create.

That means talking to your team. At family dinner or a team meeting, listen to them and any concerns or priorities with an open mind. Talk about any experiences they may have had, at your restaurant or in their lifetime. Understand what’s going to make them feel heard, supported, and accepted at your restaurant.

The first step to working better together will be transparency. That’s where a document and guidebook comes in so that everyone knows where to find this information, who to talk to if they have a problem, and any resources.

When it comes to putting together the document, you should create two versions: A public statement on your website and a private, more in-depth handbook for your team. It should include:

An introductory value statement underlining your commitment to diversity, equity, and inclusion — and your goals for the future
Guidelines for recruitment and hiring from a variety of backgrounds, including ensuring hiring decisions that eliminate bias or ask uncomfortable (or sometimes illegal!) questions like previous wages, marital or parental status, or sexuality
Benefits specifically designed to make your restaurant a better, more inclusive place to work, like childcare arrangements, flexible schedules, support groups and networking, career development, and mentorship programs
Transparent pay brackets that detail compensation for each type of role based on experience, certificates, and training
Training schedules and guidance for managers on how to promote diversity, inclusion, and career growth, as well as what to do with incidents or harassment
Scenario playbooks for FOH staff to handle language barriers, deal with diner harassment, and understand cultural differences with empathy
Contact information for management or HR to direct claims and questions to

3 restaurant diversity policy examples

Every restaurant is different. Whether you’re part of a fast-casual franchise, own a single location, or run a network of restaurants, take a look at these examples and see what resonates with you and the culture of inclusion you hope to create.

1. McDonalds’ restaurant diversity policy covers their entire organization, including executive leadership, employees, hiring, and suppliers. First, they offer data on the organization and then outline clear goals about how they plan to close their gaps. Most importantly, they offer consistent and actionable language about every step of the process:

“Our goal is to ensure at every interaction, all are welcome, comfortable and safe…In accordance with our values, this means global actions on a local level designed to represent the diverse communities in which we operate, accelerate cultures of inclusion and belonging, and dismantle barriers to economic opportunity. We aim to offer an experience where everyone is aware of their unique ability and is able to develop the meaningful relationships with colleagues that inspire and drive business growth.”

2. Boston-based J+K Food Group doesn’t include as much information, but adds a note to their overall health and safety policies making their commitments clear and linking to a donation page for the NAACP.

“JK Food Group is committed to the community we belong to, we are looking to hire new team members who better reflect that. If you are looking to enter the hospitality world for the first time, or are a career restaurant worker, we are interested in speaking with you. Please stop by and see a manager.”

3. Chef Jose Andres’ ThinkFoodGroup offers this note at the top of their careers page, after a list of values that include authenticity, innovation, passion, service, and profitability:

“The company values the contribution of each of its employees and recognizes that as a global leader and employer in the restaurant industry, its core is made up of people of all backgrounds who come together to serve delicious food – and tell engaging stories – to its guests.”

Regardless of length or depth, it’s important to make sure your employees are all on the same page. Creating a restaurant diversity policy requires you to reflect on your culture, your management style, and how you want to take your restaurant to the next stage — but the more your team feels supported, the more diners will love coming to your restaurant.

Before Hiring a Bar Manager, Read This

Posted on September 14, 2020September 14, 2020 by Keely Hungate

Your bar may serve the craftiest craft cocktails and boast an astounding variety of draft and bottled beers. Your wine selection might be the best in the city. But if you don’t have an excellent bar manager to oversee your beverage operations — that’s a gap you need to address asap.

A great bar manager ensures you’re properly stocked with beer, liquor, wine and other bar essentials — but they do a whole lot more than inventory. Like any restaurant management positioning, bar managers wear a lot of hats. From overseeing staff to interfacing with customers to implementing processes and policies, their work can have a direct impact on your bottom line.

That means finding the right person for the job is critical. Here are the typical bar manager duties and responsibilities, plus some tips for running an efficient, effective recruiting process.

Bar manager duties and responsibilities

Bar manager responsibilities vary from restaurant to restaurant but here are the typical duties associated with this role:

Managing bar operations: This refers to the daily operations needed to run the bar effectively, from overseeing opening and closing duties, to managing the bar’s cash flow, to ensuring excellent customer service.

Ordering inventory: Keeping track of beverages and supplies that need to be ordered based on what’s been sold, along with negotiating contracts with suppliers are all part of the job.

Hiring, training, and overseeing staff: Not only do bar managers need to manage the bar staff, but they also help with hiring and training.

Marketing: A good bar manager leverages the bar’s offerings to support your marketing efforts. For example, they may come up with specials or happy hour events that draw new customers, or they may use marketing channels, like social media, to promote the bar’s unique menu.

Building rapport with your customers: Remember on Cheers when Norm would walk through the door and everyone would yell, “Norm!”? Your bar managers have the power to create that friendly, welcoming environment that leads to a loyal customer base. Good bar managers, and in turn, the bartenders under them, not only keep drinks filled; they strike up conversation, remember familiar faces, and ensure everyone has a positive experience.

How to write a bar manager job description

When you’re writing your bar manager job description, be perfectly clear about your expectations for the position — as well as what your candidates can expect.

Detail the day-to-day duties and responsibilities of your bar manager. What does a typical shift look like? What kind of team will they be managing? Are there specific growth goals or measures of success they should be working toward?
Be specific about the skills and experience level you’re looking for. Are you okay with someone younger who’s just starting out? Or do you need a candidate who has years of experience under their belt?
Research what other local bars and restaurants include in their job descriptions. How can you make your description more competitive? Are there certain perks to the job or technology you’re using that can help you stand out?
Tell them about yourself (or rather, your restaurant). What’s the atmosphere like? What kind of clientele do you serve?
Is there room for career growth in this position? If so, get specific about that.
(For more inspiration: Glassdoor and Indeed offer great examples of what to include in your bar manager job description. ZipRecruiter also offers a great template to work from.)

Bar manager recruitment tips

Once you’ve got your job description finalized, leverage multiple channels to get the word out. Post the description on your website and social media pages, and if you’ve got budget, consider running a few ads on those platforms or sponsoring your posts to increase visibility.

Take advantage of online job forums or networking groups where you can share the position. Also be sure to create in-store signage, and let your team and any local industry networks know that you’re hiring — as those referral sources can often connect you to qualified candidates.

Once you’ve identified and contacted several candidates who look great on paper, set up an in-person or virtual interview. Assess your interviewees for these attributes:

Experience and skill level: Bar managers have a lot of responsibilities and competing priorities. They must be a master multitasker, able to confidently and strategically delegate responsibilities while handling their own administrative duties, all with a bar full of patrons. The more experience they have, the smaller the learning curve there will be. But keep in mind: a more experienced manager may require a higher salary.

Culture fit: Aside from their experience and capabilities, you’ll want to hire someone who’s reliable, professional, easy to work with, and who has the necessary soft skills to manage people and interface with customers. You’ll also want to consider your restaurant culture and the people you serve. Someone who’s a great fit for a trendy dive bar may not be the right fit for a bar at a fine-dining restaurant.

Ability to stay cool under pressure: But many bars move at a fast clip with high customer turnover. You want someone who can handle long shifts, who can think on their feet and who can stay calm under pressure — whether they’re dealing with inventory snafus, drama among team members, or customers who have been over-served.

Passion and creativity: Generally speaking, a bar manager position isn’t a summer job; it’s a career — or at least, part of a hospitality-focused career path. Seek out a bar manager who has a clear passion for the industry and knack for the job.

If you’re looking for the right interview questions to ask, here are 102 to choose from.

Average bar manager salaries

According to Payscale.com, here are the average bar manager salaries (including tips, bonuses, and overtime pay).

An entry-level person with less than one year of experience can bring home around $40,521 a year.
A bar manager with one to four years of experience can make around $41,926 annually.
Someone with five to nine years of bar manager experience can expect to make around $44,234 a year.
Someone with 10-19 years of experience can earn around $42,427 a year.
With 20 or more years, the average bar manager salary is around $48,205 annually.

Of course, there are other factors that play into a bar manager’s salary, including the size of the restaurant, the type of bar, the city/location and annual revenues. For instance, the average bar manager salary in New York City is around $65,000 while in Greenville, North Carolina it’s around $45,000, according to Zippia.com.

A successful bar operation is more than having a top-tier drink menu or a great vibe. Hiring the right bar manager will ensure that everything’s running smoothly at the bar and behind the scenes. So don’t underestimate the impact of a good (or a poor) bar manager: ultimately, they’ll determine the kind of experience your customers have at your bar — and whether they choose to come back.