“Disengaged employees cost employers $8,000 a year. It costs $1,800 to train a new employee,” Berry said. “We need to fill that gap. There is a labor and revenue challenge, and it also impacts guest satisfaction that you can’t get back. Training is the biggest asset when it comes to recruitment. When you offer training and education and a career path, you become an employer of choice.” Training, Berry said, also creates standards that previously haven’t existed in the industry, which then creates more consistency for customers. “If 2020 taught us anything, it’s that we need to be teaching our employees to be their best. That’s why we’re hearing about career pathing more in this industry,” Berry said. “The opportunity for career growth should be top of mind.” Technology Of course, the labor conversation didn’t end with training and development and culture. Technology is a huge piece of this puzzle as well, with vendors showcasing server robots running food to tables; app companies calling themselves the “Uber of
labor,” allowing operators to find employees last- minute to fill vacant shifts; automated French fry, burger, sushi stations and so much more. These companies insist their technology is a supplement to existing labor, easing the time and cost pressures of mundane, sometimes dangerous, tasks for employees so they can add more guest-facing value. It’s yet to be seen if any of this tech really does serve as a human replacement, but for now, we’ll opine that the industry is in the midst of a labor revolution, as evidenced by the National Restaurant Association Show floor. “There is no bigger challenge in our industry than retention.” Rebecca Berry, National Restaurant Association
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