Beyond that, a company’s style of management can directly influence whether their employees are engaged workers. The Gallup Organization did a study on the effect of high employee engagement in 2012. They looked at nearly 50,000 businesses that included roughly one and a half million employees in 34 countries and discovered that work organizations that score in the top half of employee engagement have double the odds of success of those in the bottom half. Not only that, but those at the 99th percentile of engagement have four times the success rate.
In the U.S., Gallup explains that 30% of employees are “engaged” at work, while 52% of employees are “not engaged,” meaning that employees have essentially “checked out.” Most troubling is the 18% of employees that are “actively disengaged,” meaning that they are consciously working against the best interest of their companies. Gallup estimates that actively disengaged employees cost the U.S. between $450 billion and $550 billion each year in lost productivity. Employee engagement results differ significantly in Canada, with employees in Canada about half as likely as those in the U.S. to be fully engaged at work, 16% to 30% respectively. However, a strong majority (70%) of Canadian employees are simply not engaged, with 14% falling in the actively disengaged category.
High employee engagement is critical to a company’s performance and, per Gallup, employee engagement practices can result in a 25% lower turnover (in high-turnover organizations such as the foodservice industry). Furthermore, engaged employees are twice as likely as disengaged employees to report that their organization is hiring. This positive word of mouth can dramatically boost the number of applicants received by a company.
WAYS TO INCREASE ENGAGEMENT
Ways that restaurants can strengthen engagement efforts with their employees include:
- Bring your schedules up to speed: At many restaurants, scheduling is a disorganized process that doesn’t respond well to changes. Thus, employees who need to update their schedule or cancel or move a shift often feel like their hands are tied and that restaurant managers harbor unrealistic expectations of their availability. Scheduling shouldn’t be a source of uncertainty and dissatisfaction for employees. For restaurants, this may mean modernizing from Excel spreadsheets and paper charts in favor of self-service scheduling programs that optimize shift assignments, and empower employees to manage their availabilities within the needs of the business.
- Recognize good work: Restaurant leaders can raise employee morale by recognizing and rewarding good work. With integrated platforms that track different metrics like customer service performance and reliability, restaurants can identify top performing employees and make sure they are acknowledged, and offered opportunities for professional growth.
- Provide continued professional development: A restaurant employee’s development shouldn’t end with that first-week, in-person training. Instead, professional development should be a continued process with new opportunities for learning. Placing a larger emphasis on ongoing training also allows restaurant leadership to demonstrate a long-term investment in their employees’ skills and career growth.
- Prioritize employee feedback: Restaurants often make it easy for customers to provide feedback about their experience. The same should apply to employees. Without direct insight and suggestions from staff, operators risk overlooking functional concerns that need to be prioritized and addressed.
Entegra Procurement Services regularly publishes blog posts on food trends and innovations in food services. Entegra is more than a group purchasing organization (GPO): Our team of procurement specialists implement strategic sourcing to bring the most value to your business. We help our clients, in many segments ranging from the healthcare supply chain to restaurant supply, to cut costs and consolidate their portfolios.