By Tracy Morin
When you’re hiring a new young employee, applicants are probably “interviewing” you, too—by evaluating your business as a potential workplace. And in the competitive world of pizza (where Generations Z and Alpha will make up a large portion of employees), finding and retaining quality hires can give you a crucial edge, making a significant impact on your business’ overall success. Here, four industry experts share how to attract, retain and encourage top-notch performance among your youngest team members.
PMQ: What are younger employees looking for in a workplace?
Ric Gruber: We set very clear expectations and standards. If we hire from a place of clarity, it greatly reduces stress and anxiety for our team members, since they aren’t left guessing and they don’t have to create their own expectations in what is oftentimes their first job experience.
They’re also looking for a team atmosphere that creates a sense of purpose and flexibility in scheduling. Younger people’s schedules can vary more, week to week, than the average adult, between family commitments, school, after-school activities and trying to maintain as much social life as possible. If we show them flexibility, we can count on them when we need them most.
Sharon Olson: Employees who value flexibility in their work schedules tend to gravitate toward independent operations, where their manager is often an owner/operator who can make scheduling decisions immediately. Those who choose to work for chain operations tend to value benefits and career opportunities more highly.
In general, young employees value working at a restaurant where they’re proud of the products they serve. Don’t underestimate what employees see in the back of the house—premium ingredients and appetizing, fresh items add confidence. Also, in Y-Pulse studies, we have learned that a vast majority of restaurant patrons like to patronize restaurants where they know the staff is treated well, so enthusiastic employees draw repeat customers.
Finally, it’s more important to demonstrate than communicate. Managers who set an example through their behavior have a big impact on their employees.
Rebecca Richards: Younger generations expect flexibility, proper communication and the ability to learn. A lot of them want to learn how to adapt and change, and they’re not always given that opportunity. In a fast-paced work environment, we see a morale boost after rush periods. And positive feedback is important. Try a “compliment sandwich” if they’re doing something wrong, starting with a positive, such as, “You’re on the right path,” “This looks good” and “We’re getting there.” That way, they don’t get down on themselves, and they can grow. They also like to have a higher-up on staff they can communicate with directly.
For communication between team members, we use the Discord app, so they can share if they need a shift covered or want to pick up shifts. We also use the app for our “Shoutout Central,” where we highlight competition winners and call out employees for doing a good job—like if they received positive customer feedback—so employees get the recognition they deserve.
“Involvement in extracurricular activities can be a great indicator….The soft-skill value of involvement in things like sports, volunteer work, clubs, etc., are crucial.”
—Ric Gruber, Billy Bricks Restaurant Group
PMQ: How do operators find—and keep—top-notch younger employees?
Gruber: Over the years, we’ve developed a number of situational interview questions, such as: “Describe a time when you were given a responsibility. How did you handle it, and what did you learn about yourself?” Another example: “Tell us about a time you had to meet a tight deadline. How did you prioritize your time to meet your goal?”
Involvement in extracurricular activities can be a great indicator. I’m a former D1 athlete who was involved in many activities and sports growing up, and the soft-skill value of involvement in things like sports, volunteer work, clubs, etc., are crucial. They teach us teamwork, time management, and how to be organized and accountable.
Additionally, we ask about availability. This is important, to see if their schedule is something they are on top of and if they have thought about how they will manage school, activity and work commitments. It demonstrates foresight and planning.
Finally, we are firm believers in trial shifts or working interviews. We prefer to schedule interviews on a day/time they have committed to being available, according to their application. After getting to know them and getting a sense they could be a good fit, we ask if they are willing to stay and work for a bit to see how they feel about the job after spending a few hours in it.
We believe in showing who we are as a brand and team to create amazing guest experiences, but that also has an impact on hiring. If you’re seen as a “cool,” “modern” and inclusive brand using all available platforms (TikTok, Instagram, Snapchat, etc.), you’re more likely to attract better candidates in hiring. Featuring past and current team member testimonials in an authentic way also builds trust with new applicants.
Olson: The first indication is how the employee behaves during the hiring process. For example, are they prepared for the interview? Are they on time? To attract them, pizzeria operators might take a cue from foodservice professionals who run corporate dining programs. They often provide incentives, such as giving employees a family dinner to take home, on days where they’d like employees to come to the office. So pizzerias can offer employees who are willing to work less-than-desirable shifts a family-size pizza to take home.
Satchel Raye: We interview and look for someone with transportation who has stayed at previous jobs for more than a year. We tend to interview the ones with the most stable work history. Past is prologue. When we see three to five years at a previous job, we usually jump on that hire. People who have two jobs a year usually have some problem with stability.
The front of house hires a lot more often than the kitchen, and my managers look for positive, upbeat people. Attitude is more important than experience.
The only special sauce we have is that our pay is better. We start folks at $20 per hour with tips, so if we advertise that, we get a lot of applicants. Once we get them onboarded, they tend to stay, and then I’m not hiring as much. Pay is the golden ticket. But I’ll say this: Our labor percentage is 50%. That percentage allows me to attract—and retain—the best talent in my city. Word gets out. But tell an operator to raise prices and have a goal of 50% labor cost, and they’ll laugh in your face! So many things we do are unconventional.
Richards: In the initial phone call, do they sound eager and motivated? For the interview, how’d they show up—on time, early? Are they dressed well? If they’re excited about the job, they’ll want to give the best first impression.
We accept job applications through our corporate website, but we get a lot of applications through current employees. When they enjoy our work environment, they tell friends and family whom we can hire. Plus, we do a lot of community events and always take applications with us—along with our mascot, free pizza and coupons. People want to work somewhere that looks fun and is involved in the community.
Tracy Morin is PMQ’s associate editor.
Look for the follow-up to this article in our April issue, where experts will explore how to create a career path for employees.
