HOW TO SUCCEED IN AN EMPLOYEE-DRIVEN LABOR MARKET

Featured in The Somm Journal | Oct-Nov 2022

AS A MANAGER in the hospitality industry, you’re taught to look at your business through both a telescope and a microscope. You must create big-picture visions and goals while keeping your finger on the pulse of employees and overseeing daily operations. So how can you be expected to work effectively when you’re short staffed—playing tasting-room steward, acting as a line cook, or working in the countless other roles that are going unfilled?

I keep hearing the same stories about wineries and restaurants struggling to find help for their entry-level positions. Earlier this year, I and my fellow direct-to-consumer managers in Santa Barbara wine country decided to meet once a month to learn from one another and try to tackle some common issues we all face; it’s no surprise that our first meeting was on how to recruit and retain staff. In a live poll during our first meeting, most managers answered that their main problem in hiring is finding qualified employees. At Folded Hills Winery in Montecito, where I work, we have had many applicants who are only looking for a fun, low-risk job. Well, wine is fun, but front-of-house employees are required to be on their feet all day, work holidays and weekends, and have the knowledge to sell wine. Once the fantasy of working in a winery wears off, new hires soon realize it’s actually a bit of a grind.

This raises the question: Once we’ve found them, how can we support qualified employees and keep them happy? I am passionate about employee engagement, and I truly believe it’s the best way to help retain staff. To me, that means giving my team the chance to cross train and making sure they have all the tools and knowledge to be successful. At Folded Hills, we have started a free wine class for employees every Wednesday that is taught by our GM, who happens to be a Certified Wine Educator with a WSET Diploma; we also sponsor ongoing wine education for any interested staffers. In addition, we offer a small signing bonus and give the equivalent bonus to any current employee who helps recruit a new hire. And we organize social gatherings outside of work. To me, the most important thing we offer is a company culture of support and friendship. We like each other!

It will be exciting to see how job candidates across hospitality industries take advantage of these new opportunities. Will a whole new generation of workers be better educated and trained in their respective fields? Employers would be wise to find creative ways to incentivize their staff in this new employee-driven job market.