When considering the larger challenges that are faced by restaurants in terms of a younger staff body, keeping the dynamic, open-minded, and sensitive generation motivated and equipped is key. F&B; concepts are often introduced as quickly as they disappear due to faults in business strategy, service standards, or brand identity. This is a reality that is mirrored by the shorter-fused passion of the millennial generation, who, in a world of instant self-gratification, sometimes sees their passion die before it is fueled.
Part of a successful approach is to ensure that young team members embrace traditional service culture and operational processes under leadership that emphasize empathy peppered with contemporaneity to appeal to, rather than deter, millennial proclivities towards putting their mental health and working on their own terms as a priority. Understanding incites motivation, motivation begets passion, and passion leads to success.
The goal is to promote dignity and ownership over the restaurant by the entirety of its staff. For the most part, individuals thrive on ownership over their accomplishments and in turn, recognition of this by others. It is a straightforward and even self-evident approach, but it is easy to take longstanding notions within the industry schemata for granted. Fresh entries often require patient mentorship rather than a deep dive into the industry to successfully build skillsets and confidence. It is further complexified by the double-edged sword of a generation deeply in tune with their own internal natures, which while helpful in navigating social exchanges and promoting an open and friendly work culture, can prove an obstacle in their ability to persevere through rigid and notoriously harsh professional restaurant environments. Studies have shown that more stoic approaches see this generation opting out, with 62% turning down a job offer based on poor first impressions.
Another layer to overcome is millennials’ desire for a strong work-life balance, with 61% preferring remote work and 50% actively avoiding one of the biggest stressors: long hours, which leads to feelings of being overwhelmed, overworked, and anxious. The post-COVID work environment has undergone radical shifts in favor of this, and while the restaurant industry naturally plays into a flexible shift-schedule culture, 49% of millennials prefer to work 35-40 hours per week at a maximum, with up to 28% declining a position if the paid time off benefits were, on average, less than two weeks, with three or more being ideal (source: 2020 Millenial Job Seeker Report). The overarching message is that younger generations want increased autonomy, to which the restaurant industry may still be playing catch-up.
But engaging future generations ensures sustainability for the restaurant industry – the millennial workforce constitutes nearly half of all employees – and therefore embracing evolving mindsets is critical. It benefits not only the survival of outlets, but provides a supportive environment for fresh ideas, reinvented approaches, and more humanistic practices. Millennials want independence, a good work-life balance, and a chance to competitively and rapidly grow professionally and financially, all within a positive environment. Is it easier said than done?
The key findings from a 2019 study by ChooseRestaurants.org found that the ideal work environment keeps employees active, able to engage with a diverse group of people, and flex their creativity and ideas. It ought to be a business promoting ethics, appreciation of diversity, and holding a positive community reputation – which when it comes to millennials, who often use the internet and social media to job hunt, is important given word-of-mouth is a high determiner of whether job applications are submitted. But what does this mean, concretely, for restaurants? Here are a few tips:
Promote passion with purpose
Be a hands-on leader, and share a vision your people can adopt. Be passionate every day about what you do and why. Commit to giving your people a healthy company culture so that a positive DNA runs through the work-family that spends more time with you than with their own.
Provide a variety of ongoing training
Millennials love learning new things, multi-tasking, and exploring. With an attention span that is active and seeking new stimulation, keep training interesting and varied. F&B; owners make the mistake of sticking to just F&B-related; training. Mix these up with life skills, and some inspiring short Ted Talk topics.
Be clear about expectations
Expecting young millennials to be constantly proactive and initiate tasks that have not been explained and trained, is fighting a losing battle.
Reward exceptionally for exceptional performances and attitudes
Remember that people commit to a task for the pay cheque and their passion for a cause. Your team typically works 10 hours to feed their families. They will only work to be remarkable all of those 10 hours with joy and passion if they feel appreciated and find dignity in what they do.
Restaurant success is a result of teamwork and synergy
The ‘connected yet most disconnected’ generation thrives on teamwork. An excellent brand is stewarded by its proud and caring owners. That’s your responsibility as an entrepreneur and owner. Stewardship mentality leads to a sense of responsibility and accountability, and that, in turn, creates the ‘buddy’ culture. There are teams that stay in a tiring job because they just love going to work and enjoy the time they spend together as a team.
The takeaway is that personal human development, in addition to F&B; skills, needs to become a foundational pillar of the industry in order to entice the maximum potential out of an emerging workforce. Necessitating a motivational nudge in the form of healthy work attitudes, competitive benefits, and a nurturing, teaching-focused, and reward-based environment suggests positive reinforcement, one-on-one mentorship, and sharing of success stories from in and outside of the industry go a long way. Millennials may make up the brunt of the F&B; industry, but it is the job of restaurant managers and owners to keep them there.
Guests feel the energy of an effective team and choose to spend their time and money in an environment where people who make the place make them feel happy and special. Only a happy, synergistic, operationally effective team can deliver that.
About The Author: Gabrielle F. Mather, Founder & CEO
Gabrielle Mather, a creative soul in the pursuit of excellence, has lived in the UK, Singapore & UAE and all of her diverse international experiences are illustrated in both her business & personal life. She is a seasoned Restaurateur, Operator & as a trusted F&B; Consultant she has been incubating F&B; businesses since 2001.
Gabrielle has led the development of over 300 F&B; Concepts with 360 degrees hands on experience in BOH & FOH experiences with particular expertise in concept creation, menu development, interior design & brand development. Her leadership oversaw the rebranding & operational turn-around of 4 prime Emaar properties La Sere, The Loft at Dubai Opera, Taikun & Distillery in the 2018 acquisition of the 100 million Capex venues by Restaurant Secrets Inc.
With a Business (Marketing) degree from the University of Hartford, she is also a BVQI – ISO certified Quality Auditor & trained in luxury product development at the University of London.