Is a flexible workforce the solution to the casual dining sector’s woes?
This year, barely a week has gone by without a new report about the casual dining sector’s woes.
Sadly, a few key restaurant brands have been forced to close sites, some have launched company voluntary arrangements, while others have scaled back immediate plans to expand in order to avoid taking a hit themselves.
Industry observers have pointed fingers at an over-saturated market. It’s generally accepted, however, that escalating business rates, a steady decline in footfall, skyrocketing rent and supplier prices, as well as increasing staff costs carry their fair share of the blame too.
Responding to the situation, some industry leaders offered predictions for the future. Bill’s founder, Bill Collison, told City A.M. that over-expansion was the issue — and he’s right that part of the problem is over-saturation in the casual dining space. He also suggested the crisis would force a “revolution” in the sector that would ultimately benefit consumers.
Others have come up with solutions. This week Brasserie Bar Co director, Mark Derry, told The Caterer about their plans to pursue new “opportunities away from the saturated high street”. In other words, they’re taking Brasserie Blanc, the brand’s casual dining arm, to hotels.
It’s true that brands need to embrace change if the industry is to return to health but not all the adjustments need to be dramatic pivots like Brasserie Blanc’s. Staffing, for example, is an area where employers actually have flexibility, whether they realise it or not.
I agree with Collison’s sentiment that cutting back on things like staff hours only hurts the consumer. I’d also suggest that being understaffed hurts the brand too, not to mention the workers who are losing out on hours.
The trick to providing great service, maintaining the quality of your brand and still giving workers the chance to earn is using flexible part-timers to staff peak periods.
The trick to providing great service, maintaining the quality of your brand and still giving workers the chance to earn is using flexible part-timers to staff peak periods.
Historically, the casual dining sector has relied heavily on fixed staff. Myself and the team at Catapult are trying to correct that.
We know that employers can save money by recruiting fewer permanent part-timers. Our clients have seen success using our pool of flexible workers to meet the fluctuating demand for staff. It means restaurants can take advantage of lunch and dinner rushes, without incurring the cost of being overstaffed at quieter times.
Similarly, a flexible workforce can help businesses cut their recruitment spend.
The cost of acquiring, screening and onboarding fixed staff for a front of house team member is considerable, that number skyrockets when you include the time invested in training, the admin costs associated with managing people and hospitality’s typically high turnover of staff.
On-demand part-timers like Catapult’s can alleviate that expense, while also injecting flexibility into rotas. Plus, employers can trust they’ll get experienced staff, who are ready to work when there’s a need for them.
So, while a lot needs to change within the industry, makings tweaks to things like the way part-time staff are managed are positive steps towards a more sustainable future for the casual dining sector.
