Even for an industry used to having to adapt to change, the past several months have forced restaurants to take a crash course in being flexible: Offer curb-side pickup. Adapt your online systems to accommodate curb-side pickups and deliveries. Offer delivery but avoid having to pay steep third-party delivery fees. Create an outdoor dining area. Adapt your indoor dining area. Train your staff on rapidly developing regulations. Adjust your menu to align with people’s changing daily routines and fluctuations in the supply chain. In a Nation’s Restaurant News report, the supervisor of restaurant operations for the south Florida casual dining chain Flanagan’s credits cross-training, as well as data monitoring, with the restaurant’s ability to adapt to the rapidly changing environment in the state. The restaurant has been able to keep many of its employees working by training them to package and deliver food and take phone orders, as well as serve customers arriving for curb-side pickup. As regulations have changed, Flanagan’s has relied on data to help determine how many employees they will need where – if regulations call for their dining room to serve at 25 percent capacity, for example, they can look back at their data and assess how they managed staff and service the last time they were at 25 percent capacity. What are your top tools and practices that help you shift gears when needed?

As the coronavirus has spread and restaurants have had to transition to a takeout-only model, what are restaurants to do to protect themselves and the customers they serve – and to somehow keep business coming in? Despite the many tech advances that have swept the industry, restaurants – until very recently – have been social places where people are on the front lines. A recent Restaurant Business report, which includes advice from a law firm specializing in employment issues, advises clear communication with employees in several areas: share your plan with them (and make sure it covers employee concerns such as your sick leave policy and your plan of operation during school closures) and provide training to ensure everyone knows what procedures to follow if they develop symptoms of COVID-19 or are diagnosed with it. Day to day, increase your efforts to sanitize door handles and kitchen and bathroom surfaces more often. Some operators are placing hand sanitizer at their building entrances, as well as outside the restroom and at stations in the back of the house. And while delivery was once considered a nice-to-have service, it’s now critical. Even if you don’t currently offer mobile ordering tech, now is the time to adjust your menu and offer a simple takeout menu that can be picked up outside of your establishment or dropped off outside a customer’s door for contactless delivery. Right now food delivery is considered a public service for people who are elderly, vulnerable and isolated, so promote on social media and to neighborhood news groups that you are open and ready to help, and provide your menu and contact information. Finally, encourage people to pick up the phone and call you – it’s old-fashioned but people are missing the social connections that restaurants have long been able to provide. You can provide a valuable way for people maintain those community ties as the industry pulls through this time of uncertainty.  

As the holidays approach, you and many other restaurant operators are likely holding your collective breath and hoping to avoid staff turnover. After all, if you have stretched your operation to accommodate a higher-than-normal rate of holiday traffic, catering orders and events, having your best staff on hand is all the more critical to delivering great service to your guests. But historically, annual employee turnover rates in the hospitality industry have far outpaced those of the private sector, with turnover in the restaurants and accommodations sector surpassing 66 percent compared to 44 percent in the private sector, according to data from the Bureau of Labor Statistics. If your efforts to retain staff could use some fine tuning, consider recent research from Upserve. The company studied server performance across 3000 restaurants in the U.S. and suggests several tips for retaining staff based on that research. First, measure the average tenure of each position on your staff and design your milestones for incentives around that timeframe and beyond. When staff quit, conduct an exit interview to determine why they are leaving in case it provides insight about how you can keep the employees who remain. On that note, also conduct “stay” interviews with your long-time staff to determine why they stay and how you can keep them. At regular intervals, check in with your staff as a whole to get a realistic sense of the stressors or pain points that make their jobs more difficult and how you can help. Finally, encourage open communication with your staff so they feel comfortable sharing their input about schedules, training and development opportunities.

Talk to any restaurant operator and it’s likely to be the top challenge at work: labor and the difficulty of delivering great service in an environment of near-constant turnover. Joni Thomas Doolin, founder and chair of restaurant consultancy TDn2K, thinks a lot about this. Her firm publishes a quarterly workforce index, the latest of which indicated that at fast-casual and quick-service restaurants, vacancies at the back of house were near 80 percent. In that scenario, it’s difficult for a restaurant to do anything beyond keeping the doors open. So how can restaurants operate to change that? Thomas Doolin shared several strategies on a recent Restaurant Business podcast with Jonathan Maze. First, she advised, focus on creating an environment in which you can engage, retain and offer stability to your general managers. She said that across the industry, many brands have focused resources at the employee level while general-manager-level compensation and benefits have remained flat or even declined in the past decade. She cited research that found that in the restaurant industry in the U.S., 35 percent of general managers were engaged in their work, as compared to 61 percent of general managers across industries. Keep them interested by offering development – not training – that will help them handle more complex tasks and manage employees from multiple generations. You can also offer some flexibility – and that doesn’t necessarily mean fewer hours but it might mean allowing a person a couple of hours to catch his child’s baseball games each week. Brands are succeeding with other retention strategies too: Chick-fil-a employee retention remains high due, in part, to its policy that keeps stores closed on Sundays, giving employees a built-in day off. Others have shown they’re invested in the community. MOD Pizza, for example, has a history of hiring people with backgrounds of incarceration, homelessness, drug addiction and mental disability, then paying a higher wage and offering benefits such as a 401(k) – a stance that has kept employees engaged and turnover low while appealing to guests too.

For every 10 restaurant employees, seven will leave by the end of the year. That’s according to data from the U.S. Bureau of Labor Statistics. Those comings and goings cost restaurants many thousands of hours and dollars that are required to attract, hire and train staff. Some of that turnover may be hard to overcome, considering the historical demographics of restaurant employees, as well as the seasonal shifts of many restaurants. But there are signs the industry is getting creative about finding and keeping talent — and actions you can take to minimize the turnover you’re experiencing. Starting an apprenticeship program — ACFEF Culinary Apprenticeship Program s are among those available — can help to keep staff in place for a period of years, all while offering the classroom instruction and on-the-job training that can help engage new team members and help them see the longer-term benefits of staying with you. If an apprenticeship program isn’t a good fit for you, at least understand the reasons why your people leave. Like with most other areas of your operation, data can help you here. ChefHero advises you start by conducting thorough exit interviews. If your employees mention poor management as a factor motivating their departure, there are likely steps you need to take to retrain existing staff. If their departure is about a nearby competitor offering better pay, you can reassess your current compensation or identify other benefits you can offer (flexible schedules, time off, development opportunities, employee rewards) that can help you retain people if you’re not able to match the pay of competitors.

In an industry known for its employee turnover, food safety can be a challenge for restaurants to uphold. How do you ensure your restaurant adheres to food safety practices or other procedures critical to your operation, no matter how experienced your team members may be? Modern Restaurant Management suggests you use app-delivered games to not only protect your food safety culture but to drive employee engagement and retention through the accrual of points and rewards for individual employees or stores. By using such a system to improve your program, you’re tapping into an element of human psychology that can inspire people to improve whether they’re performing poorly or well. A recent New York Times article indicated that Uber considered McDonald’s as a key competitor, so consider this example from the ride-hailing company Lyft, whose decentralized structure and reliance on the gig economy requires it to understand how to motivate employees to not only stay with the company but to continuously improve upon their performance: A Guardian report from a Lyft driver described receiving weekly driving challenges that could result in power-driver bonuses. Having her results tracked and then receiving regular reports about those results gave her a strong desire to “beat the game” — when she had a slow week and received low scores, she was motivated to improve against other drivers. When she was a top performer, she wanted to retain her high score. If you’re looking for ways to keep employees engaged, consider what tools companies like this are using to make the work interesting and motivating for employees (all while ensuring the company achieves the underlying results it seeks).

As the holidays approach and you prepare to hire additional staff, it’s a good time to refine your onboarding processes to ensure you and your new employees have a clear shared understanding of how you operate and what behaviors are important to you. The Rail suggests having a behavior contract in place to help you clarify your expectations with your team. (Though avoid one Florida operator’s punitive approach, which included a contract listing monetary penalties for such employee infractions as having a cell phone out during work hours.) Instead, consider having your team sign a document in which they agree to give their best effort regarding certain behaviors central to your brand and financial stability, such as greeting guests when they enter or depart, leaving their phone in the car during work hours, or committing to being thoughtful about the amount of napkins, straws or other operating supplies offered. Having clear expectations at the outset provides a foundation upon which to have coaching conversations about performance areas that need to be corrected later. When you need to have those conversations, follow through by documenting the problem, explaining what needs to be corrected, and providing clear consequences that are in line with the magnitude of the problem. Miracle Restaurant Group has a guide to progressive discipline that includes such steps as an oral warning, written warning, suspension and separation, as well as a matrix listing a range of behaviors that can result in various consequences. It advises that operators choose the level of discipline with care so it is appropriate to the situation and is consistent with their actions in similar situations with other team members.