研究洞察：招聘与人员配置——如何通过入职、经理和技术驱动餐厅投资回报率

How Onboarding, Managers, &Technology Drive Restaurant ROI National Restaurant AssociationIndustry Research & Knowledge GroupChad Moutray, Ph.D., Senior Vice President and Chief Economist Supported byWorkdayJoshua Secrest, Head of Marketing, ParadoxTyler McEvilly, Senior Demand Generation Manager The National Restaurant Association thanksall of the contributors to this report. Lehigh Valley Restaurant BrandsDave Burrington, Director of HumanResources for Red Robin Biaggi’s Ristorante Italiano (Maxby Hospitality)Robyn Jones, Director of Human Resources Captain D’sSean MacMillan, Vice President of Human Resources The Saxton GroupMatt Heston, Chief People Officer ChipotleShelly Grange, Director of Talent Acquisition Southern Rock RestaurantsCourtney Dempsey, Director of Recruiting Golden Corral CorporationShelley Wolford, Chief People OfficerMary Dahl, Senior Director of Human Resources Slatebridge Restaurants GroupAmber Dunlap, Director of Human Resources Taco John’sDamian Hanft, Vice President of Human Resources JRI HospitalityBarry Redler, President RESEARCH INSIGHT:HIRING &STAFFING •Labor market stabilization brings new staffing dynamics•Restaurant turnover in context•Scheduling as a strategic tool for recruitment and engagement How Onboarding,Managers, &Technology Drive •Hiring activity remains high across restaurant roles•How understaffing affects day-to-day operations•The persistent cost of understaffing Part 3: Optimal staffing models......................................................................18•Sales, transactions, or guest counts: What should drive staffing?18 •Why staffing models are guides—not prescriptions•Technology’s expanding role in staffing decisions•Technology’s strongest impact is post-hire •Hiring for fit and leadership quality•Speed matters: Technology’s role in faster hiring•The operational cost of time to hire•Hiring is only the first step•Why managers matter most in retention•When new hires become “net positive” Part 5: The importance of a great manager...............................................31 •Building the management pipeline31•Why leadership and guest experience outrank other attributes31•Empowerment, trust, and consistency on the floor32 •Works cited34 The restaurant industry occupies a uniquelyinfluential position in the labor market.It is the nation’s training ground, havingprovided a first job for more than half of alladults in the United States, and employing Ideally, that is time that might otherwise bedevoted to daily operations, coaching current Meanwhile, the cooling labor market is offering somerelief to the constant hiring demand, at least for now.The era of the “Great Resignation” has given way to the“Great Stay,” with quit rates returning to pre-pandemiclevels. Restaurants are part of this trend, with mostoperators planning to keep staffing levels steady in It also underscores why, with millions of employmentopportunities available in communities nationwide,investing in people is central to creating a future-ready workforce for the restaurant industry. Operators Last year, in itsResearch Insight: Workforce Technology While hiring is easier today than it was a few yearsago, staffing remains a persistent challenge, evenas restaurants continually bring on new employees.This is particularly true for key employees, such as Report,the National Restaurant Association, with support from Workday, examined how workforcetechnology could help restaurants address persistentstaffing challenges by improving recruitment, retention,and employee development and engagement. Thatresearch found that automation, AI-driven applicant Operators cite the high volume of applicationsas a challenge, imposing time and cost burdensthat can slow staffing without technological This year’s report builds on those findings by shiftingfrom the “how” of hiring technology to the “why” and“what’s next” of effective staffing—underscoring theimportance of hiring the right people and quantifyingthe real costs of restaurant understaffing. Once again,the National Restaurant Association draws on anoperator survey and interviews with leaders fromseveral restaurant companies to provide practical New-hire retention hinges on earlyengagement, culture fit, and strong onboarding.The first 30 to 90 days are critical.Regular manager outreach, clear developmentpathways, mentoring relationships, and KEY INSIGHTS Understaffing carries steep and immediatecosts.Being short-staffed by even 1 teammember could cost hundreds of dollars pershift and tens of thousands in annual saleslosses. Nearly 8 in 10 short-staffed operators Operational success depends on developinggreat managers.Strong managers driveculture, performance, retention, and guestsatisfaction. Effective managers build Technology is reshaping staffing, hiring,and workforce management.Automation,AI-enabled tools, and data driven platformsare streamlining recruitment—reducingtime to hire from weeks to as little as