Special Issue, April 2004

BEST PLACES TO WORK
Human Assets
You won’t find a ranked list of “winners” in this issue, a la Fortune magazine. What follows is a textbook of chain-restaurant case studies that illustrate that the best places to work are those that reap the bottom-line benefits of their “human assets.”
By Mary Boltz Chapman

RECRUITING
You Gotta Have Friends
Using referrals from existing employees to recruit new staff, The Keg expands into the United States and reduces turnover.
By Margaret Littman

Come Join Us
California Pizza Kitchen cares for its employees, and offers hiring incentives, to get good workers in the door and keep them there.
By Christine Zimmerman

SERVICE INDUSTRIES
Dare To Compare
Unit-level managers from restaurants, hotels and retailing share thoughts and figures about retention practices.

TRAINING
Higher Education
Morton’s, The Steakhouse has a roster of management and hourly training programs, including Morton’s University. Using lively group discussions, interactive games and one-on-one guidance, they cross-train employees and prepare them for advancement.
By Monica Rogers

Internal Affairs
LaRosa’s Pizzeria has made a career out of promoting hourly employees to management via its 14-week management-training program.
By Lisa Bertagnoli

RETENTION
Stay the Course
Maggiano’s Little Italy loses very few of its 300 managers, touting an annual turnover of 10 percent. As it grows, it seeks to fill 100 managerial positions this year. To recruit and retain the managers it needs, Maggiano’s offers above-average training and top compensation.
By David Farkas

The Power of a Free Lunch
Panda Express pays hourly employees more than the minimum wage. They get a free meal every shift and can share in a bonus if their store exceeds sales goals. Hourly turnover is down significantly as a result.
By Lisa Bertagnoli

Performance Enhancement
Il Fornaio believes that retaining hourly employees takes more than a pat on the back, rewarding its staff with everything from pins to parties.
By Deborah Silver

The Inside Scoop
Restaurants Unlimited implemented a suite of communication tools to help managers understand corporate goals and relay them to their teams. The streamlined approach is paying off with lower turnover.
By Donna Hood Crecca

Doing Good in the Neighborhood
Applebee’s supports about 40 activities at the corporate level ranging from charitable contributions to building homes for the needy. Unit-level employees also donate countless hours, and turnover at corporate units has dropped from 148 percent in 2000 to 92 percent in 2003.
By Donna Hood Crecca

COMPENSATION
Paying for Performance
The Cheesecake Factory’s compensation program, including free trips to Hawaii and BMWs, keeps its employees and bottom line happy.
By Sherry A. Hatlestad

Reaping the Benefits
Traditional benefits for managers, marketed well, are translating to nontraditional retention rates at Taco Bell.
By Margaret Littman

Benefits by the Hour
To keep its 1,500 hourly employees happy, Palm Management Corp. provides benefits such as health insurance and a matching 401(k) plan.
By Deborah Silver

Breaking with Tradition
Red Lobster gains an edge in recruitment and retention by offering nontraditional benefits that address its employees’ quality-of-life needs.
By Maya Norris

EDITORIAL
Changing Channels

GUEST LETTER
People and the P&L