Category: Hiring, Training and Retention

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.

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!

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!

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.”

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.

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.

Training your management staff is one of the biggest challenges that restaurant owners face. And it’s not cheap: According to the National Restaurant Association, hiring and training new management can cost a business $15,000.

That’s a lot of money invested in restaurant management training — with no guarantees your new managers will stay.

Creating a restaurant manager training plan that’s effective and repeatable is worth the extra time and resources to ensure your managers are successful and engaged in their role — and that they’ll stick around.

Read on to get best practices and tips for implementing or revamping your restaurant manager training plan.

Why a restaurant manager training plan is important

Of all the staff in your restaurant, managers have the largest impact on your operations and guest experience. Managers are responsible for the efficiency and engagement of your staff, the quality of your food, your financials, and guests’ overall satisfaction. 

If your restaurant management training program fails to address any of these items (or other key facets of your daily operations), it could affect the quality of your business in the following ways: 

• Inefficient staff: If your managers don’t get quality, consistent training, they’ll lack the tools to make the rest of your staff operate efficiently. This will permeate all other areas of your operations.
• Lower revenue: Inefficient managers and poorly-trained staff lead to lower food sales, higher product costs, and reduced profits. Failing to adequately train your managers is bad for your bottom line.
• Higher employee turnover: Inadequate or ineffective restaurant management training programs have been linked directly to higher turnover – not just of managers, but of other employees as well. Considering the cost to hire new employees, you can’t afford not to keep the employees you have.

How to create a restaurant manager training plan

Creating a restaurant manager training plan isn’t something that you can do alone or overnight. You need to get buy-in from employees and investors, identify existing processes and values, define your expectations, and codify aspects of your operations that may exist only in your head.

Here are some of the key steps to generating effective restaurant management training:

Get buy-in from stakeholders

As an owner or operator, you can’t be the only person structuring the training plan. You need to get input and buy-in from upper-level stakeholders like investors and co-owners in addition to employees and managers themselves.

Identify existing training material (if any)

Before you start generating everything from scratch, check to see if there is any existing material that can be updated. Documents and best practices may not be centralized, but there may be bits and pieces in different areas that you can compile. Evaluate it for accuracy and update as necessary.

Define your business values 

As you start putting materials together, make sure your core values and mission statement are running themes throughout your program. Manager training is your opportunity to instill these values in some of your most important representatives in the restaurant – to explain why you’re passionate about what you do. 

Set clear expectations

Outline for your managers in very clear terms what you expect from them. If you have high expectations, your managers will take pride in their jobs. If expectations are low, your staff will struggle not to trip over a low bar. 

Help build interpersonal skills with customers

Your managers should develop a rapport with customers. They should keep track of common complaints and make sure they’re addressed. Ensure your managers are able to listen to feedback with an empathetic ear and respond calmly and reasonably. If your customers have a good relationship with your managers, they’re more likely to forgive your off days, and even more likely to compliment you on your good ones. This will improve your reputation and turn your customers into one of your most effective marketing tools.

Define operational standards

Though your managers are in the hospitality business, they need to understand the technical aspects of your industry, too. That means they should know the inner workings of your establishment like the back of their hand. Whether it’s inventory management, company financials, staffing, or facilities maintenance — your managers should be keeping an eye on problems that could negatively impact employees or customers. 

Build in a feedback loop

When we think about training, it’s easy to focus on the flow of information from owners and stakeholders to managers, but it’s also important for trainees to have an opportunity to ask questions and provide feedback. Management training itself is an operational aspect of your business to be codified and improved over time. So, make sure your training program includes standards and processes for whom your managers should approach with questions or ideas for how to make both training and other parts of your business more effective. 

What to include in a restaurant manager training plan

Management training plans need to include all aspects of your best practices. Any good restaurant manager training program should include most or all of the following: 

• Food safety and food waste policies
• Workplace safety practices and insights
• Cash management overview, including banking practices
• Employee tip policies and disbursement practices
• Procurement process for supplies and equipment
• Inventory management
• Explanations for running and analyzing key reports 
• Training on key equipment
• Tutorials on any technical systems, including POS systems
• Alcohol handling/service
• Steps for hiring, training, and managing new hires
• Employee conflict management
• Customer service
• Restaurant marketing (e.g., oversight of social media, online reviews, etc.)

Continuing education for restaurant managers

Of course, there’s plenty more to learn when it comes to developing an effective and efficient restaurant management training program. If you’re looking for more insights or inspiration, here are some other resources that will help you craft a solid new training program: 

• Restaurant Management Training: What You Need to Know
• How to Create the Ultimate Restaurant Program Training Mix
• Penn Foster’s Hotel and Restaurant Management Training
• 14-Step Guide: How To Create A Restaurant Employee Handbook

Your managers are the lifeblood of your restaurant. They are an extension of your values, brand, and vision, which they pass down to your staff. To make sure they are living up to your expectations, you must hold them to the highest standards. 

Because of the importance of effective management to your establishment, your operations, your customers, and your profits, your restaurant training program needs to be as engaging and informative as possible. This is your chance to institutionalize best practices and make sure your managers represent you well in their dealings with your staff and customers.