The restaurant industry is one among many undergoing a crisis. In this (sorta) post-COVID 19 stage, a staffing shortage finds owners searching for answers – and wondering why?
It comes down to old-fashioned human behavior.
Staffing shortage – Humans adapt
Humans are an interesting species. We adapt. That’s why there’s always constant change. If, as a brand, you don’t adapt with the changing times you fall behind. Stasis kills businesses and brands. It’s the reason why giants like BlackBerry, Radio Shack and a whole host of others end up failing.
Let me take a quick step back. I started my career in the wilds of Alaska. During my first winter there, I thought, “We’re getting out come spring.” I stayed 10 years. Why? Because I adapted. To the cold. The long winters. And the isolation. When asked what I’d do for groceries when it’s 20 below zero, I’d answer, “Go. To. The. Grocery. Store?”
Now, I live in North Carolina where a 90-degree, humid day isn’t unusual. In fact, it’s common. Yet, if the temperature dips below 50, I rummage through the closet looking for a coat. In Alaska, that was break out the shorts temperature.
And the restaurant staffing shortage represents humans adapting.
Restaurant workers don’t need to come back
Why is that? Because they adapted when laid off during the pandemic. They found other ways to meet ends. Often working from home. For better pay, greater benefits and more room for growth.
Now, only one in 10 full-service operators report normal staffing. The rest are scrambling for workers as patrons return. And even the ones who have come back are overworked and leaving to join their former brethren.
Even the US Chamber of Commerce said America’s labor shortage is holding back our economic recovery.
The staffing shortage puts owners in a bind. What to do?
What restaurant owners must do
The restaurant staffing shortage means owners have to adapt as well. Their former workers have. Now they have change too.
That means:
• Improving working conditions
• Increasing wages and benefits
• Offering room for advancement
• Developing the brand so workers are giving a mission, instead of being embarrassed
That, of course, means increased investment. Which restaurant owners are reluctant to do. Especially coming off a financially draining COVID year. But the model must change or workers will never come back.
An example
A few years ago, I helped rebrand the southern breakfast chain Biscuitville, a brand now exploding in North Carolina and Virginia. The chain has always offered better wages and benefits than its competitors. And often promoted workers into management positions. Even partial ownership.
But most of all, it enabled its workers to become brand ambassadors. That was a result of a brand they could be proud of that was different and better than the competition. It isn’t McDonalds. In fact, its underlying brand meaning is to visit Biscuitville when you’re tired of the ordinary.
The company blends that meaning into its company culture. It encourages employees to find ways to be un-ordinary. And it’s no lie. Biscuitville actually makes change. Which is why it doesn’t lose workers.
The most important reason for a strong brand is to attract new customers. But the really great brands also attract and keep employees by giving them a true mission.
Humans adapt. But we also always seek meaning. Without it, we find it elsewhere.
The restaurant staffing shortage can be solved. But owners must be willing to change what their brands mean for that to happen. Here’s how.