Special Issue, April 2005

BEST PLACES TO WORK
Follow the Leaders
With this special issue, “Best Places To Work,” Chain Leader has set out to deliver the best practices in human resources in chain restaurants. The case histories in this issue hold real-life solutions for any operator trying to become an employer of choice and illustrate the important link between people and profits.
By Mary Boltz Chapman

RECRUITING
Word of Mouth
Seeing family and friends working at Jason’s Deli is a common sight. The Beaumont, Texas-based company’s referral program is its No. 2 source for staffing behind the Internet.
By Maya Norris

Incentive to Rock
To reel in managerial and hourly employees, Hard Rock Cafe offers hiring incentives such as immediate benefits and career development.
By Maya Norris

TRAINING
Direct to Video
Rolled out in February to support its new hospitality initiative, BJ’s Restaurants’ interactive video training is designed to deliver consistent and concise information as the chain grows. The company expects the program to continue to help stem turnover and fortify its ranks.
By Donna Hood Crecca

Expediting Success
Claim Jumper’s Expeditor Program allows the company to evaluate the management potential of hourly employees, while candidates get the chance to try management.
By Donna Hood Crecca

RETENTION
Staying Power
Applebee’s People Metrics program has lowered general-manager and unit-level manager turnover at the chain. The program encompasses everything from hiring practices to idea swaps at the general managers’ convention.
By Lisa Bertagnoli

Rules of Engagement
Jamba Juice developed a training and management program that makes hourly workers an integral part of the QSR’s performance. The crux of the program is F.I.B.E.R.: Fun, Integrity, Balance, Empowerment and Respect.
By Margaret Littman

Giving Thanks
Lawry’s Restaurants says the formula for keeping servers on staff is to say “thanks” and recognizes milestones for those who have stuck with the 83-year-old brand.
By Margaret Littman

Cause and Effect
Eat’n Park employees volunteered more than 1,000 hours last year to community causes, building morale and making Eat’n Park a valued place to work. Over the last 10 years, the chain’s hourly turnover rate has run at 70 percent.
By Charles Bernstein

Exchange of Ideas
White Castle communicates its renewed commitment to excellence and standard-setting leadership through its district managers, bimonthly newsletter from headquarters and regional newsletters.
By David Farkas

Advance Planning
Management at Taco Bell’s 6,500 locations is looking more and more like the multicultural customer base the Irvine, Calif.-based QSR serves. The company’s diversity initiatives got a boost from succession planning and mentoring.
By Donna Hood Crecca

COMPENSATION
The Whole Package
As soon as they join the company, new managers at Rock Bottom Restaurants are eligible for a whole package of benefits including medical and dental insurance, 401(k), flexible-spending accounts and even pet insurance.
By Mary Boltz Chapman

Nontraditional Choices
Along with the usual employee benefits, T.G.I. Friday’s offers nontraditional perks for managers such as legal assistance and domestic-partner benefits.
By Mary Boltz Chapman

Hourly Hospitality
To aid in recruiting and retaining hourly employees, Olive Garden offers health insurance, a 401(k) plan and paid vacation beginning on the date of hire.
By Mary Boltz Chapman

Pay Day
Golden Corral general managers who meet profit goals receive a 1 percent hike in bonus pay in the first year, which ramps up 5 percent during the next five years. But the biggest appeal is a shot at owning the restaurant itself.
By David Farkas

SERVICE INDUSTRIES
Competitive Set
Managers at chain restaurants, retail outlets and hotels share their successful methods for finding and keeping quality employees.

EDITORIAL
Make the Connection

GUEST LETTER
Joni Doolin on the Workplace Revolution