Managing a group of the waitstaff of a restaurant is always a bit more complicated than working alone or on a computer - although it does make life more interesting and challenging.
When we look at staff turnover from a non-hospitality perspective, we tend to think about how we can retain our staff.
Hospitality is no longer an “interim” job; it should be considered a career option as it can be excellent in many ways.
Like most things, there's a combination of lots of things that can help to reduce staff turnover. Each is as important as the next. In isolation, they're most likely ineffective but add them all together, and they can help massively.
This is my story of what worked for us building a small niche contract catering company to 140 staff and managers over 16 sites with a £5M turnover.
Back in 2000 Griffeth, Hom and Gaertner shared that Employee dissatisfaction caused by poor relationships with supervisors and line managers, undesirable working conditions and lack of career development and training opportunities were seen as major factors that cause high staff turnover in the hospitality industry. So nearly 20 years later, what’s changed?