In the restaurant industry, employee feedback—in both directions—is crucial for making positive changes in operations and workplace dynamics. When restaurant staff feel listened to and appreciated, their morale increases as does workplace engagement and productivity. By seeking out staff input, clearly conveying areas for improvement and creating a clear action plan, restaurant owners and managers can aptly address areas that need enhancement, simplify processes and create an environment where employees are motivated to provide optimum service for a top-notch customer experience. This job satisfaction boost also decreases employee turnover, which is an ongoing challenge in the restaurant sector.
Moreover, fostering a culture of feedback and communication can drive innovation and ongoing progress. When employees receive meaningful advice and perspectives on their performance, and also believe that their thoughts are valued, they tend to offer suggestions and solutions helping the restaurant to remain competitive and adjust to evolving market trends. Whether its suggesting a dish, streamlining workflows or devising marketing plans, such staff inputs can help curate a more loyal team dedicated to the restaurant’s prosperity.
Below relational leadership and management authority Cheryl L. Mason, J.D.—a TEDx speaker and author of “Dare to Relate: Leading with a Fierce Heart” —explores the topic for a balanced approach that can foster a more supportive and productive work environment. As the fourth Presidentially-appointed, Senate-confirmed—and first woman—to serve as the CEO/Chairman of the VA Board of Veterans' Appeals prior to her own Catalyst Leadership Management executive leadership consultancy, she offers keep insights on the matter.
MK: Why is employee feedback such a valuable tool?
CM: The benefits of employee feedback can be as beneficial to the organization and its culture as it can be to the employee. Employees want feedback, so much so, they often seek it out. This goes to our core as human beings; we want to know we matter and that what we do is valuable. Your employees are human beings.
Feedback presents an opportunity to engage and connect with the employee; and for the employee to do likewise with their supervisor. For this reason, feedback should come from the employee’s supervisor, and if it is above and beyond, maybe even from a senior leader. Feedback can come in a variety of situations from performance reviews to acknowledgement of great work. All feedback is important and should occur often, not just annually or semi-annually. When an organization or leaders develop a reputation for providing relevant feedback to their employees regularly, a reputation of engagement and investment in the employees is created.
CM: Depending on the organizational culture and how feedback is used, it can have negative connotations. For example, a supervisor may tell the employee they have to do better work, but if they do not provide advice, support, or tools to help the employee do so, the employee feels adrift. In contrast, if the supervisor provides constructive feedback, first highlighting what the employee did well and then explaining where the work could have been better, then the employee has clearer understanding. And if the supervisor provides examples or offers supportive tools, the employee has opportunity to take action to improve.
MK: Does delivery style impact employee feedback?
CM: Leaders often overlook that acknowledging excellent work in a specific manner is a form of feedback. For example, if an employee is struggling with part of a project, and then suddenly has a breakthrough and delivers a great outcome, acknowledge it. The supervisor could say something like, “Jane, I know this was a challenge for you, and you worked through it as I knew you could. And wow! The result of your work made a difference to the customers and the organization.” And hopefully, the organization has regular awards, and Jane could be publicly recognized for her work.
The first step to providing effective employee feedback is knowing what your employees are doing and how they are doing overall. This required engagement from the leader.
The second step is developing a plan of action for how often feedback is given. Remember feedback includes awards and acknowledgements. Many organizations provide feedback annually or semi-annually. A few do so quarterly. What if you did spot awards or monthly acknowledgements? Catching your employees doing something good is always a win.
Finally, the feedback, positive or constructive, must come from the leader/supervisor, not Human Resources. This is an investment of time in your employee and by doing this, you show that you care and they matter. Feedback is an investment in your most important asset, your employees.
Employee feedback offers numerous opportunities to improve operations, staff and patron satisfaction and overall business performance. By providing frontline staff with meaningful inputs—delivered in a way they will be receptive to—restaurant managers can boost staff morale, efficiency and throughput. This can lead leading to lower employee turnover rates, higher service standards and an overarching atmosphere enhancing customer loyalty. A culture of communication can also promote innovation and ideation, helping restaurants remain competitive and adapt to market changes in the fiercely competitive restaurant sector.
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By Merilee Kern, MBA
Merilee Kern, MBA is an internationally-regarded brand strategist and analyst who reports on cultural shifts and trends as well as noteworthy industry change makers, movers, shakers and innovators across all categories, both B2C and B2B. Connect with her at LinkedIN www.LinkedIn.com/in/
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