How to Keep Employees Happy and Motivated in the Restaurant Industry
By Lissa Bowen
The U.S. restaurant sector continues to face unprecedented labor challenges, from filling open positions to managing rising costs and inflation. With unique circumstances intensifying these issues, employee burnout has reached alarming levels. Now more than ever, it’s crucial for restaurant owners and operators to prioritize employee well-being to foster a motivated, engaged workforce.
Understanding Employee Burnout
Burnout is not a new phenomenon in the hospitality industry. A 2019 study revealed that 80% of hospitality employees were already experiencing burnout before the COVID-19 pandemic. Long hours, high-pressure environments and persistent understaffing have long contributed to turnover and absenteeism. The restaurant industry often demands extended shifts and minimal time off. At the same time, the nature of restaurant work frequently disrupts personal life, making it difficult for employees to recharge.
Spotting the Symptoms of Burnout
In the fast-paced restaurant environment, stress is an ever-present reality. Without proper resources to manage it, signs of burnout may include:
- Continuous irritability and anxiety
- Apathy and lack of motivation
- Cynical attitudes toward work
- Feelings of futility or that their job doesn’t matter
- Physical symptoms such as headaches, dizziness and insomnia
If left unaddressed, burnout can lead to poor financial results, decreased productivity, higher turnover rates and a toxic workplace culture – ultimately harming the restaurant’s brand reputation and long-term viability.
Strategies to Create a Happier Workforce
- Increase Happy Brain Chemicals. Managers can boost morale by focusing on the four key brain chemicals associated with happiness:
- Dopamine: Celebrate small victories to trigger this reward chemical.
- Serotonin: Encourage outdoor breaks and healthy eating to stabilize mood.
- Oxytocin: Foster team bonding through friendly interactions and acts of kindness.
- Endorphins: Promote laughter and physical activity to alleviate stress.
- Create Psychological Safety. Involve employees in decision-making processes and maintain open lines of communication. Regular check-ins foster an environment where employees feel valued and engaged, encouraging innovation and adaptability without fear of judgment.
- Promote Self-Awareness and Self-Care. Encourage employees to prioritize their well-being. Teaching simple stress-reduction techniques, such as box breathing, can help staff manage anxiety and improve focus. Organize activities like step contests or walking meetings to foster a culture of health and wellness.
- Identify Career Interests and Set Goals. Discuss career development with employees at least quarterly. Help them set SMART goals (Specific, Measurable, Achievable, Relevant and Trackable) tied to their current roles. This not only supports their personal growth but also instills a sense of accountability.
- Communicate Core Values and Provide Education. Clearly articulate your restaurant’s core values and expectations. By emphasizing the brand’s mission, you elevate the employee experience. Invest in ongoing education and training, which is essential for cultivating future leaders and ensuring employees feel competent and valued in their roles.
The Road Ahead
Creating a workplace culture that stands out from competitors is one of the best investments for future growth.
The power to transform the restaurant industry lies in the hands of its leaders. By prioritizing the well-being of your teams and implementing these solutions, you can set a positive example and catalyze change that benefits the entire industry.
A 30-year restaurant industry veteran and corporate executive, Bowen has led operations, HR, recruiting, training, marketing and leadership development in companies like Applebee’s, O’Charley’s and FOCUS Brands (now GoTo Foods). She is currently the Chief People & Culture Officer at Full Course and also serves as the Executive Director at the Full Course Foundation Learning Center (501c3).
