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YOUTH EMPLOYMENT STRATEGIES
How do we encourage younger genera- tions to build careers in foodservice? The industry has been asking this question for years. “People don’t perceive foodser- vice to be a career industry,” says Wilson, “and that is a systemic problem.” We’re making progress. Chains and independents have begun to recognize the importance of employee retention, and the creation of em- ployee career paths, often in collaboration with post-secondary institutions in Canada.
One of the biggest costs facing owners is employee turnover. “Employees don’t leave companies, they leave bosses,” says Wilson. Management teams should be trained in building relationships with employees. And it goes without saying that the employees themselves need proper training. If they don’t know what they’re doing, it won’t just result in poor service—it will impact how they feel about the job.
How to create a workplace culture that works for all generations
• Train new hires properly
• Train managers to build relationships
with employees
• Create a culture where employees want
to work
• Paycompetitively
How to create a workplace culture that will attract young people
• Provide feedback
• Provide opportunities to engage in
dialogue with management
• Let them feel like they’re part of a team • Encouragetheircontributions
• Listen to them when they talk
Geo Wilson, President fsSTRATEGY. fsSTRAT- EGY provides business strategy consulting to the foodservice industry. fsstrategy.com
LABOUR LAMENTS
By Joyce Reynolds
Executive Vice President, Government A airs, Restaurants Canada
Labour shortages are a reality in many parts of the country, particularly for specialty cook and line cook positions. The job vacancy rate in the combined restaurants and accommodation sector (Stats Canada) is consistently among the highest of all private sector indus- tries, and labour shortages will become more severe as the share of retirees grows while the share of youth declines.
Restaurants Canada is working with the federal government to improve labour market information that tracks skilled and unskilled occupation needs with a special emphasis on rural and remote parts of Canada. It is focusing on a comprehensive labour strategy encompassing youth and persons unrepresented in the workforce that recognizes changing age demograph- ics and resistance to accept entry-level work in the absence of other employment opportunities.
Labour Costs as a percentage of revenue are rising at an unprecedented rate squeezing already razor-thin pro t margins. Employment standards and labour code reviews underway in the
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In their own words...
WHAT DO YOUNG PEOPLE WORKING IN FOODSERVICE REALLY THINK?
By Aidan Fisher
Aidan Fisher is 21 years old. He has worked as a customer service associate for a national foodservice retailer for over ve years. Fisher has spoken to peers about their experiences working in foodservice, as well as sharing his take on what matters most to him at work.