It’s a challenging task for any service business: How can you best attract, retain and allocate workers while meeting highly variable demand from guests? Cross-training workers to handle a range of tasks can help you manage the variability of business and make jobs feel more worthwhile to staff, though there can be a downside to it. According to a Harvard Business School study, cross-training may lead to a lack of ownership or specialization if not managed thoughtfully. It’s best when applied in ways that are aimed at improving service and job quality – and not necessarily applied across the board. The study cites examples of how several foodservice businesses have used cross-training to zero in on bottlenecks and adapt on the fly to demands. Case in point: Moe’s Original BBQ once had a clear boundary between front- and back-of-house teams that made it challenging to handle high-demand periods. But by cross-training the teams on certain tasks, like answering phones, serving food, bagging to-go orders, restocking the line and preparing basic sides, the business made it easier for the full team to manage during busy shifts. Having some overlap helps each group get to know the other better and understand what they do, making them more motivated to help each other out. It can also provide staff with a glimpse into other areas of the business that they might want to pursue – and reasons to stay with you.

Labor is a perennial challenge for restaurant operators, but it can be made a bit more manageable when a business can retain its managers. One-third of restaurant managers quit in their first year on the job, according to research from TDn2K, and the consequences are especially difficult on a restaurant’s finances and culture. Replacing managers – particularly general managers – tends to cost restaurants far more in lost productivity than it does to replace other roles. What’s more, their absence has a domino effect on the remaining team members, who may lack the direction and structure the manager provided to help run the business. You can take steps to slow the revolving door when it comes to these key members of your team. Toast suggests screening manager candidates carefully to find the best match for your culture and team for the long term, not being tempted to fill a position quickly with someone who you haven’t considered carefully through interviews and reference checks. You might even split the role into two roles to improve your chances of retaining institutional knowledge if one person were to leave. Then take steps to invest in their success. A recent global survey of middle managers conducted by McKinsey & Company found that only 20 percent of middle managers feel that their organizations let them be successful people managers, while 42 percent either don’t receive any support or are uncertain if they do. How does your turnover rate for your managers compare to that of other staff? Providing fair compensation is important to helping managers feel supported, though just as critical are noticing signs of burnout, providing sufficient time off, and giving them space to share feedback and concerns openly.