​Look at labor in a new way

To be sure, finding and keeping labor is a top challenge for most restaurant operators. But some have managed to retain staff – and turn a good profit. A recent report from The Counter shares how in June 2020, when restaurants were closing doors and worry about the pandemic was just setting in, California restaurateurs Greg and Daisy Ryan doubled down on their investment in employees. Backed by a Paycheck Protection Program loan, an Economic Injury Disaster Loan, some private funding and down-to-the-penny cost analysis with a Google spreadsheet, they increased wages to an average of $27 an hour and added new perks, including fully paid health care coverage and 80 hours of paid time off. At the time it probably seemed crazy to many, but the plan has worked: In 2019, the restaurant was making $1 million a year. In 2021, that figure has jumped to $3 million and employee retention has been above 95 percent. It can be a difficult thing to focus on in a fast-moving business with dueling priorities but finding ways to invest in employee satisfaction pays off – and can protect your business for the long term. Some efforts are completely free – thanking staff for their efforts, recognizing them in team meetings, or promoting them on social media. Beyond that, take a look at the tedious tasks no one wants to do and consider how you might automate them and make an employee’s shift more enjoyable as a result. If you can’t improve insurance benefits (Oyster Sunday may be able to help you do this affordably), make sure you’re showing you care about employees’ mental and physical health by providing regular breaks and check-ins. Your training program should weave these principles into it as well. Steve McKee, co-founder of McKee Wallwork + Co., a marketing advisory firm that specializes in turning around stalled companies, prefers the term “immersion” to “onboarding” to help encourage employee retention. It should be a gradual but continuous process that goes beyond sharing policies and is more about embracing the culture and vision of the business – while also not hiding its flaws.

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