Do You Know What You Really, Really Want?

By Joseph Carbonara, Editor in Chief -- Foodservice Equipment and Supplies, 2/1/2008

Joseph Carbonara

The Spice Girls made a name for themselves in the pop culture arena with a very simple request: "So, tell me what you want, what you really, really want." While listening to people talk about the changing needs of labor among the various members of the foodservice community, I can't help but think it's time to follow the lead of The Spice Girls.

My reason for saying this? Well, it's based on the simple fact that the subject of labor remains top-of-mind among the leaders in most foodservice segments these days. And, rightfully so. People throughout the industry point to the simple fact that the number of foodservice jobs will continue to grow at a very fast rate due to the fact that consumers spend a growing portion of their food dollar on meals prepared away from the home. While all segments appreciate the increase in business, the reason for concern is that it seems as if job growth will outpace the number of people entering the industry. Basically, when it comes to labor, foodservice finds itself in one of those instances where demand continues to outweigh supply.

One reason labor remains a concern is because industry segments don't necessarily know exactly what they want - what they really, really want. On the one hand, manufacturers, reps, consultants and dealers often bemoan the lack of young people entering the industry and the fresh ideas and approaches that young people offer.

But saying you want a younger, fresher perspective in your business and actually meaning it can be two very different things. Let's start with coming to grips with reality: Unless you grew up in this business, chances are "foodservice equipment manufacturer" or "dealer" or "consultant" or "service agent" was not high on your list of career aspirations. That's not to say these vocations are any less important or satisfying or financially rewarding than being a chef. These professions just don't find themselves in the industry spotlight very often.

What it does mean is that in order to draw young people to other industry segments, it's incumbent upon the individual companies to step up their recruiting efforts by working with the career planning and placement offices at colleges and universities in their areas. They should also spend some time participating in career days at local high schools.

The larger question, though, is whether these individuals leading these companies truly want a younger perspective. Many times, principals at dealerships or manufacturer sales managers have pointed out to me that they get their best people from within the industry, namely those individuals with experience on the operator side who want to make a career change. Dealers and manufacturers like these individuals because their knowledge of how a foodservice operation works rests on a foundation of personal experience, something all members of the supply chain value. So, which is it that the industry values most: experience or a younger perspective? This calls for a little corporate introspection, meaning management and human resources need to look inside to really understand those attributes they value most.

If following that exercise they still feel that younger employees, including those fresh out of college, remain the best target for their business, then these companies need to understand what it will take to make them the employers of choice among the new generation. If a company's sales pitch revolves around 65-hour workweeks and rigid schedules that call for the prospective employee to be happy they've got a job, then a younger workforce might not be the best for them after all.

In the end, though, it's up to you to decide what you want, what you really, really want.

Joseph M. Carbonara, Editor in Chief