Page 37 - #201 September 2025

FOOD FOR THOUGHT BY JONATHAN DOUGHTY

Jonathan Doughty is a global thought leader, consultant, speaker, moderator and
C-suite executive in the foodservice and leisure sectors working around the world in
retail transit and leisure. In this issue of RLI, he discusses the F&B industry after a PARIS RETAIL WEEK IS NOW
turbulent few years.

“WE LOVE OUR PEOPLE”: RETAIL’S

BIG SHOW
The New

Reality after

COVID

HE RESTAURANT INDUSTRY has Impact: Tighter profit margins are putting onboarding. Use a mix of in-person shadowing and PARIS EXPO
always been built on people. Whether pressure on operators. Wage increases can’t digital training modules so staff can learn faster
T they are chefs crafting dishes, servers always be matched by equivalent price rises and retain knowledge. Create clear competency PORTE DE VERSAILLES
delivering memorable experiences or managers without alienating customers. This forces res- checklists so new hires understand expectations. RETAIL PAV. 4 & 6
keeping everything running smoothly, staff are taurants to reconsider their staffing models and
the greatest asset a restaurant can have. But operating hours. 5. RETENTION AS THE NEW
since COVID-19, employing people in this sector Suggested Solution: If matching top-tier BATTLEGROUND TOGETHER
has changed dramatically. Finding the right pay isn’t possible, offer other tangible benefits: What’s Changed: Even after successfully hiring
quality of candidates, recruiting them effec - flexible scheduling, professional development, and training staff, keeping them is harder than
tively, training them to standard and - perhaps staff meals, wellness support or performance ever. A more mobile workforce, constant exter-
hardest of all - retaining them - has become a bonuses. Making the job more appealing nal job offers and the lingering effects of pan-
serious challenge. through a holistic package can offset lower base demic uncertainty mean employees are more
Below are the five key changes in the industry pay while improving retention. willing to move on if their needs aren’t met.
since COVID, each with its impact and a practi- Impact: High turnover costs restaurants far
cal suggestion for how restaurants can respond: 3. SHIFT IN EMPLOYEE PRIORITIES more than recruitment ads - lost knowledge,
What’s Changed: Pre-pandemic, long hours disruption to service and the need to retrain
1. SHRINKING TALENT POOL and late nights were widely accepted as part of replacements add up quickly. Constant churn
What’s Changed: Many experienced hospitality the hospitality lifestyle. Now, many employees also damages team morale.
workers left the industry during the pandemic - especially younger workers - prioritise flexi- Suggested Solution: Shift from “keeping staff
when restaurants shut down or drastically bility, predictable schedules and mental health. happy” to “keeping staff engaged”. Conduct
reduced operations. The result is a smaller pool Impact: If restaurants cannot meet these regular check-ins to understand career goals,
of skilled and experienced candidates. new lifestyle expectations, they risk losing frustrations and ideas. Offer clear progression
Impact: Restaurants are competing for fewer staff to other sectors that can. This can cause paths - such as stepping from server to shift
qualified applicants, which drives up wage instability in teams, higher turnover costs and leader within a year.
demands and lengthens recruitment timelines. inconsistent service quality.
Businesses may be forced to hire less experi- Suggested Solution: Adopt smarter rota THE BIGGER PICTURE: PEOPLE ARE
enced staff, which can affect service quality and planning. Use scheduling software to balance STILL THE HEART OF HOSPITALITY
customer satisfaction. business needs with staff preferences. Intro- The post-COVID restaurant industry faces
Suggested Solution: Build a long-term pipe- duce split-shift swaps, predictable scheduling a paradox: people are more vital than ever to
line rather than relying solely on reactive hiring. and optional overtime rather than enforced delivering exceptional dining experiences, yet
Partner with hospitality schools, offer intern- long hours. A culture that respects personal attracting and retaining them is increasingly
ships and develop “earn while you learn” schemes time helps staff feel valued and reduces burnout. complex. Each of the five changes above -
to attract newcomers. A structured training shrinking talent pool, higher wage expectations,
program that turns entry-level hires into skilled 4. INCREASED TRAINING DEMANDS shifting priorities, increased training needs and
employees over time can help fill the experience What’s Changed: With more new hires entering tougher retention - interconnects. For example,
gap while fostering loyalty from day one. without prior hospitality experience, restau- a smaller talent pool drives up wages; higher
rants must invest heavily in training - not just in wages strain budgets for training; poor training
2. HIGHER WAGE EXPECTATIONS service skills but also in food safety, customer leads to turnover; turnover shrinks the talent
What’s Changed: With inflation, rising living communication and teamwork. pool even further.
costs and a competitive hiring environment, Impact: Training takes time and money and While menus, interiors and marketing cam-
wage expectations have surged. Candidates when turnover is high, it can feel like pouring paigns can evolve, the heart of a restaurant will
who might have accepted minimum wage pre- resources into a leaky bucket! Poorly trained always be its people - and the businesses that
COVID now expect significantly more - not just staff can damage the guest experience, harm keep that heart beating strong will be the ones
in base pay but in benefits, flexibility and work- the brand and increase operational risks. still serving satisfied customers in the years to
life balance. Suggested Solution: Standardise and streamline come. #WELOVEOURPEOPLE

36 RETAIL & LEISURE INTERNATIONAL SEPTEMBER 2025

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