STAFFING


Making people, not workers


In an industry dogged by high labor turnover, some restaurants are using emotional intelligence as they aim to set up workers for life as well as work, reports Tina Nielsen


T


he talent crisis is biting. Tis year, a US Bureau of Labor Statistics survey reported an annual staff turnover rate of 74% in the hospitality sector. It is both financially inefficient and destabilizing for an industry that is already finding it challenging to recruit. Te reasons workers leave include often unsociable hours and lower wages, but many decide against a career in hospitality due to a lack of opportunities to evolve as people and professionals. Some restaurateurs are taking


a bigger view in the way they treat staff. Rasmus Knude, co-owner of Te Samuel, a Micehline-starred restaurant in Copenhagen, Denmark, describes his approach as similar to how he would treat family. It’s a matter of respect, he says. “Tis is about treating people the way


you want to be treated yourself. Of course, there is a hierarchy, and certain standards you need to live up to. But everybody has had a job where they went into work with a bad feeling in their stomach. I never want anybody in my workplace to have that feeling,” he explains. “For people to perform


Right: Karen Malody FCSI, principal of Culinary Options; Ramus Knude, co-owner of The Samuel in Copenhagen


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