The Pursuit of Human Capital

The Pursuit of Human Capital

            As a young culinary student I recall my instructor sharing some of his accumulated wisdom with our class when there was a learning opportunity.  One day as he was either waxing philosophically or recalling a challenging situation he shared the following two statements which I will address separately on their own merits.  Please keep in mind that regardless of the employer / employee dynamic, in the end we all usually reap what we sow.

            First statement, “As employees in the food service industry you will last a minimum of two (2) days.  The first day to determine what you know and your capabilities and the second day to replace you if you don’t match the needs of your employer.”  This statement suggests there were too many applicants for each available position in the food service industry as a whole.  I’m not too sure that has ever been the situation as my memory serves me prior to the “great recession”, or presently, I have never seen a day when some operator wasn’t seeking some staff position.

            Conversely I had a roommate in that very same school and program who would rarely “hit the books” for any class as his position was simply, “In the restaurant business it’s not what you know, it’s who you know.”  He was of course referring to how a candidate would obtain a position; however, this statement did not address how one would maintain that position or even find opportunities for advancement.  In a world of “crony-ism” this approach would make sense.  I believe there is an argument for anyone who seeks a hospitality position should you not have the benefit of an education the next two assets you must possess is a good attitude and willingness to “learn on the job.”

            Second statement, “One day you may be in the position where you will be hiring a Chef.  You should ask each candidate the same question for which there is only one correct answer.  Ask them their favorite thing to make and if the answer is anything other than “money” then thank them for their time and move onto the next candidate.”  The point here is that while we may all be passionate about food or guest service we must still be profitable as the hospitality business is still a business and just as a shark must move forward to survive.  As hospitality industry veterans (and consumers) we have all experienced a restaurant that offered great food and service that still managed to fail despite all efforts by the operator.

            Somewhere between each of these statements lies a direction or truth to be considered when operators attempt to solve the human resource “puzzle” all restaurant management teams face.  How do you find the right mix of staff who have the skills required to operate a restaurant at the labor costs that will maintain profitability?  When you consider that the cost of a new employee, once fully trained, can be upwards of $5,000 per each, management MUST find an alternative to the “turn-and-burn” approach to staffing.

            We would suggest that if ownership/management invests in a building, equipment and guest amenities why not then invest in human capital as well?  Restaurant operators might serve their guests (and their selves) well to create an employee profile for the type of candidate that dove-tails with the outlook and objectives of the business.  Do you need skilled staff at all levels, does the operation need to be profitable, YES to both questions.  Perhaps a fresh perspective is required and a fresh set of eyes may be of assistance, consider reaching out to a hospitality support team and contact Tim at www.themenuspring.com.