It’s a familiar scene in Hollywood movies, top-rated reality shows, and bestselling murder mysteries: Volatile, demanding, unreasonable chefs who make life miserable for their staff, especially those working side by side with them, and have sous-chefs and waitstaff alike in tears. The fictional character is, unfortunately, all too real in many professional kitchens.

It’s a stereotype — and a reality — the industry is actively working to change. With good reason. While the out-of-control gourmet mastermind may play well to movie-goers, reality TV junkies, and whodunit aficionados, it is, quite simply, bad business.

“Creating a professional and respectful work environment is critical to the restaurant industry. The industry continues to experience challenges in attracting interested and qualified staff, especially back of house,” says Jeff Dover, president of fsSTRATEGY, a Toronto-based management consulting firm that specializes in the hospitality sector.

He notes that employees, especially younger workers, value the quality and social aspects of their work environment and actively compare their work experiences with their friends. “They want to make a difference, want input into their work, and crave constructive feedback to validate their efforts and help them grow. While remuneration is important, so is the overall quality of work experience.”

The value equation

For many currently working in the restaurant business, their work environment is actually making them feel devalued. Global research conducted by Unilever Food Solutions found that one of every four back-of-house restaurant employees has been physically abused on the job, and nearly two-thirds of restaurant chefs have suffered from depression because of their work. The research also revealed that roughly 74% of chefs lose sleep to the point of exhaustion, more than half feel pushed to their breaking point, and 34% feel underappreciated on a daily basis. 

“It’s no surprise why kitchen turnover is so high and why many young people are forsaking restaurant careers to pursue jobs in other field,” says Kyla Tuori, Unilever’s corporate chef for Canada, who is based in Toronto.

To help make professional kitchens more respectful and create a culture shift that values respect and good health, Unilever has launched Fair Kitchens, a movement focused solely on building a better future for chefs and cooks in the industry through support and acknowledgement of mental and physical well-being.

Tuori notes there are five core values that can significantly change the industry. On an emotional level, these include staff feeling encouraged and comfortable to talk openly as well as praising staff for a job well done. On a practical level, chefs must make time for staff breaks, for fresh air, daylight. “We rest, relax and recharge where we can,” says Tuori.

“It’s no surprise why kitchen turnover is so high and why many young people are forsaking restaurant careers to pursue jobs in other field.”

Kyla Tuori, Unilever’s corporate chef for Canada

Hiring right

The first step en route to a respectful and positive workplace is to hire carefully, says Dover.

• TIP: “Select candidates with an attitude that suits the work to be done. Skills can be taught; attitudes are challenging to change.”

He also recommends restaurant owners and chefs engage with employees.

• TIP: “Define expectations clearly, review progress, and provide constructive feedback so they can grow in their positions. Encourage creativity.”

Empowering employees to make decisions will also allow them to excel at their work and give them an appropriate level of control over what they are doing. Another of Fair Kitchens’ five core values is linked to this tenet: Exciting passion. “We train, mentor, and inspire the next generation. We fuel their flame,” says Tuori.

The final value in the Fair Kitchens’ movement calls on staff, especially those leading the team, to work collectively. This is about embracing diversity and respecting individuality. “Employees usually quit their bosses, not their jobs,” notes Dover. “Owners and managers must treat employees the way they expect to be treated and understand the value each and every employee brings to the success of the business. Two-way communication of these values is crucial.”

Creating a new culture will take time, but it is an attainable goal. “You know this has been achieved,” says Tuori, “when the work environment is full of energy, creativity and there is passion to serve great food, where everyone works as one team, and can succeed without sacrificing well-being and a personal life.”

What’s in a name?

A Fair Kitchen is defined as:

• a financially stable business with a high staff retention and diner loyalty because it reflects their values.a human-centric, positive, and structured workplace led by the head chef.
• one that follows a code of conduct with clearly outlined behaviours and five core values designed to change the industry.

To learn more about Fair Kitchens, visit https://www.fairkitchens.com/en/About.html

You’re HIRED!

Would that it were that easy. These words assume there is a rich pool of capable, willing, hard-working, affordable — never mind experienced — people to hire for front-of-house and back-of-house positions. Alas, in the labour-intensive foodservice and hospitality industry, this is definitely not always the case. 

According to Restaurant Canada’s Q3 2019 Outlook Survey Report, labour issues remain the top challenge for operators. “Eight in 10 respondents said high labour costs were having a negative impact on their business, and 59% reported labour shortages.”

While many operators are looking to scale back, automate, or even eliminate the need for employees (think ghost kitchens, conversion to delivery-only and takeout), other operators are still facing the hiring challenge.

“Employers are expressing frustration with finding candidates, getting them to show up at all or on time for interviews and to show up on time for the first day,” says Jeff Dover, principal of foodservice and hospitality consultants fsSTRATEGY Inc. “Some new hires work for a week and then don’t show up as there are so many job opportunities. Therefore, employers must find ways to engage candidates from the get go.”

Hiring innovation is key

Savvy operators are turning to more innovative ways to find and retain talent. Gone are the days of the paper résumé and laborious interview process, often replaced by short candidate videos and online content through social media so an employer can get an impression within two minutes of whether or not a candidate is worth an interview, says Dover. While the industry may never completely get away from an interview protocol where employers check out a candidate’s deportment, verbal and non-verbal communications skills, “attitude,” and appearance, there are signs that the hiring process itself is changing.

“Conducting group interviews is an efficient way to meet with, and evaluate candidates.”

David Hopkins, The Fifteen Group President and Restaurant Consultant

Think speed dating

Many hospitality employers are going the route of hiring parties — networking opportunities for the industry. With these speed dating events, prospective employers stage their version of a culinary cattle call to attract not just good staffers but a larger pool of prospective employees.

“Conducting group interviews is an efficient way to meet with, and evaluate candidates. It allows you to experience how applicants interact with others and conduct themselves in a group setting, without the pressure of a one-on-one interview,” says The Fifteen Group president and restaurant consultant David Hopkins. “One of our clients is currently hosting interviews in this manner, in order to effectively gauge social skills and teamwork in their potential employees.”

Use social media

“If you have multiple positions to fill, consider hosting a career fair,” adds Hopkins. “The event can be communicated in a media advisory, or on a job board or Facebook. Hosting a career fair effectively circulates the information of opportunities available, and will allow your team to meet and interview a large swath of people at one time.”

Facebook remains a more viable business tool for reaching a wider audience than a job board alone. Instagram has also become a popular and visual (think colourful graphics) way to recruit, especially younger applicants, for job openings. 

Digital banner ads, posted on a variety of websites and online publications, can also effectively spread awareness of job openings.“This method will allow you to target those who may not be actively looking for a job or following job boards,” says Hopkins.

Make tech your friend

Consider using freelance staffing apps. According to Hopkins, one of the top-rated options is Staffy.“They provide any number of staff on a freelance basis, for special events or even just certain occasions when you are in need of extra hands.” This option may be a cost-effective way of staffing up when the need arises.

One company (not a restaurant) resorted to a novel idea. Exceldor, the poultry processing co-op that owns the right to Butterball chicken in Canada, needed to hire staff quickly for factory positions. They set up a remote video system at a Montreal bus stop last fall. All potential candidates had to do was pick up a phone attached and with a written message above it that read: “We hire live. Pick up.” Quick interviews were held on the spot and the positions filled.

Consider friends with benefits

Recently McDonald’s Canada, working with ad agency Cossette, launched an innovative campaign, called Friends Wanted, where interested friends were encouraged to apply together, get hired together, and work together. This approach is especially appealing to younger foodservice workers for whom yours may be their first job. Not only do you hire for open positions, but you attract future potential employees at the same time.

Hosting “friend parties” is not just for larger operations like McDonald’s. This is a strategy with legs for any size eatery.

Cast a wider net

Always looking only at a younger demographic to fill positions? There’s a wider world of potential employees to consider. Many retirees, still vital, not as focused on money, and willing to work flexible hours, make loyal additions. Plus, says Jeff Dover, “hiring persons with disabilities is becoming more prevalent and important to businesses.”

However you approach your hiring needs, flexibility is the name of the game — not only in whom you hire but just as important, in how you hire.