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Operators must feed employee morale more than ever before to fatten bottom lineA startling statistic was presented at last month's Chain Operators Exchange 2003 in Miami: Of all the employees in the nation today, 70 percent are not engaged or motivated in their jobs.While any operator or manager who has tried to keep a staff productive in the past decade could tell us that motivation is a problem, the stark reality that nearly three quarters of workers are not motivated in their positions should leave us all severely shaken. The 70 percent figure came from Herman Cain, chairman of Godfather's Pizza and former president of the National Restaurant Association. Cain, an executive lecturer for the Gallup Organization research group, told COEX attendees that studies indicate a smaller group of workers are motivated "sometimes." With restaurants facing tough economic times and the number of jobs in the industry shrinking last year for the first time since the 1950s, never before has motivation and leadership been more of a necessity than it is today. The labor intensive foodservice industry is ripe for productivity improvements, as it lags behind other retail sectors in dollar sales per hour worked, according to NRA statistics. The easiest, least costly and simplest solution to motivating workers, the Gallup research indicated, is to provide frequent feedback on performance. Workers who are motivated "sometimes" seem to respond to that. Sadly, the simple solution of feedback all too often falls through the cracks in the daily hurly burly of serving guests and the desire to make an operation run smoothly, efficiently and profitably. Workers want recognition at least once a week for doing something right, progress reports every six months and a growth review once a year, the research indicated. While such a schedule might seem daunting, the kind word, the positive "warm fuzzy" or the simple compliment can put the employee on cloud nine and reinforce good work habits. While that can happen at the unit level, managers also are being given a new tool through the NRA Educational Foundation and its debut of the Webbased Resource Center for Workforce Solutions. Citing turnover rates of more than 200 percent in the fast food segment, Resource Center executive director Ira Blumenthal stated: "We can solve this through a well defined, concerted effort linked to managers who are linked to education, training and motivation." The other prongs in motivation, of course, are fair and equitable compensation, thorough and empowering training, and clear and open paths for career advancement. Operators have a wide number of tools at their disposal to help motivate workers who otherwise might become frustrated, lethargic or simply leave after the company has made a considerable investment in recruitment and training. Poor morale, after all, is a highly infectious disease and can affect the financial health of any unit. Nearly every worker enjoys having achievements recognized; it helps increase his or her self esteem. Thus we see a plethora of anniversary or year end trophies, ribbons, plaques, pins, certificates and pen and pencil sets. But what really seems to motivate workers is more personal and more frequent recognitions, such as a mention of a job well done at the end of a shift or a jotted note or complimentary email at the end of the week. Rewards such as an afternoon off after an especially hard weekend shift or a general thank you note on a bulletin board for an exceptional team effort go a long way toward improving morale and increasing motivation. Just a little surprise of a gift certificate to a bookstore or a small bonus for service above and beyond the call of duty can provide ample reward in employee development and loyalty. Shoestring budget acknowledgements oftentimes are just as effective as big ticket grand gestures in making employees feel good about their work and even better about the place where they are working. As the restaurant workforce changes, more women, retirees and immigrants are in the mix. Motivating each of those individuals will require more personalized thought on the part of leaders and managers than was needed for the typical foodservice worker of the past. It's clear the labor market requires changing tools to keep it productive and motivated. Even with the astounding 70 percent of workers disengaged from their jobs, today's restaurant leaders can show they have the foresight and insight to motivate those who are worth keeping in the foodservice industry. |