“We want to be big-hearted and
generous in everything we do throughout the business” Andrew O’Callaghan, Dishoom
Sourcing strategies While leaders anticipate labour shortages being a significant issue for the wider sec- tor, 49% said they were confident in their own ability to recruit, retain and train. This was a stark increase on 31% in the previous year. It’s set to be a busy time for the employ-
A positive impact far beyond the company
Carol Sommerville, chief people officer, Compass Group UK & Ireland “We are a people-powered business, and that’s why in 2022 we launched Our Social Promise. This is our aspiration to positively impact one
million lives by 2030, from both within and outside the organisation through job creation, education, training, community and charitable engagement. We see the barrierless nature of the foodservice and hospitality industry as an opportunity, as we can offer people the training needed on the job, providing a gateway for many to develop careers. “This focus is vital – helping us to
futureproof our business, retaining and attracting the very best people, while also honing the skills we need to best support our clients and customers. “Our Career Pathways initiative includes
programmes such as apprenticeships and our graduate scheme. Career Pathways is bespoke and developed to show colleagues from cleaning and culinary workers, through to our central functions and support staff, how to ‘Move Up’, ‘Move Across’ or simply ‘Master your Craft’ – offering learning, advice, mentoring and progression. “Apprenticeships are integral to this
approach. We provide apprenticeships that cover everything from culinary, facilities, business management, events, HR and finance, taking candidates from level 2 up to 6 or 7. “An example of focused success is the Forward with Marcus Wareing programme,
10 | The Caterer | July 2024
which we created in summer 2021. Now in its third cohort, it addresses taking our culinary talent to the next level, with modules including commercial, culture, sustainability and the craft. “Importantly, we have also looked to make
our recruitment processes more streamlined with an innovative tech-led approach. This included overhauling the application process to make the hiring experience faster, efficient and intuitive. We have made our tech mobile friendly and accessible, alongside introducing a chatbot feature and even trialling gamification. Notably, our approach is driven by data and insights with a multi-channel attraction strategy using social media, aggregators and job boards to engage with candidates throughout the entire process. We are now seeing a greater number of applications per job role than pre-Covid. Part of Our Social Promise is maintaining
an open and inclusive culture. To do this, we have several networks that are run by colleagues, for colleagues – which actively support, promote and raise awareness on issues that matter to them. “There is always more to do in addressing
progress and development for all. By annually tracking our progress towards Our Social Promise commitments, it gives us greater insight into where we have improved, what has worked and what to do better to support our people and change lives for the better.
ment market, with 94% of leaders anticipating recruiting staff this year and 20% predicting they will need to recruit to a greater extent than in previous years. Again, this figure was slightly higher among hoteliers, with 96% planning on recruiting this year. While there are signs of improvement,
labour shortages are still hindering the sec- tor’s growth and in April MPs launched an inquiry into the issue of staff recruitment and retention in the hospitality industry. The number of unfilled hospitality roles has remained steadily above 100,000 since the start of the pandemic in 2020. There were 112,000 vacant hospitality jobs at the end of 2023, according to the Office for National Statistics (ONS), up from 89,000 before the pandemic. In light of the challenges of recent years,
it’s unsurprising that retention has become ever more important. Both Bellwood and O’Callaghan stress the importance of creating a culture that embeds staff into the business. That begins from the moment they apply for a job and continues throughout their employment. Dishoom has a team member in every
Do you have a plan to recruit women into senior roles?
don’t know what their plan is 9% have no plan
16% 16%
don’t yet, but are looking into it
59%
of leaders have a plan
www.thecaterer.com
SHUTTERSTOCK/NDANKO
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