More companies are simplifying operations, removing SKUs, and adding simple design elements to make their team members’ work experience better
Chick-fil-A’s massive, elevated drive-thru prototype south of Atlanta features some exciting bells and whistles, including four drive-thru lanes and a food transport system that allows a meal to be delivered from the kitchen on the second floor to employees serving guests below. It also includes some less sexy details that maybe don’t merit big headlines but that illustrate a growing trend nonetheless. The dishwashing station, for example, is flanked by giant windows providing natural light and a view of the outdoors, while the employee lounge is sizeable and cozy.
“We want to keep [employees] excited, engaged. We know team member engagement is a predictor of customer satisfaction. You can do the math. You can see it,” executive director of design Jonathan Reed said during a recent interview. “So, we’re intentional with our design and had team member input with the design.”
Indeed, more restaurant brands are focused on the employee experience, supported by “the math” that happy employees equal happy customers. Happy employees also equal less turnover, which has long been a costly problem in this industry. To be sure, this isn’t just a restaurant industry thing. The entire workplace experience has been redefined since 2020 as companies scramble to keep their employees engaged in a hybrid/remote environment. In doing so, they’re more often seeking employee input on what their workplace should entail, and for good reason: Nearly 40% of employees said they’d be happier if their workplace design was updated, while a staggering 95% said a well-designed workspace helps them be more productive and focused.
Such engagement can have a major impact on the bottom line. According to McKinsey research, employee disengagement and attrition could cost a median-size company between $228 million and $355 million a year in lost productivity.
As Chick-fil-A is proving, many efforts to bolster the team member experience are simple operational or design changes. Photo: Chick-fil-A
For their part, restaurant companies have been moving in earnest since the pandemic to become more efficient for back-of-house employees — simplifying operational processes, trimming square footage, adding more intuitive equipment, rolling out throughput-boosting technology, you name it. These efforts are driven by an increasing need to protect margins as cost inputs skyrocket, but they’ve created an additional benefit along the way: a more desirable workplace for team members.
Sure, technology has played a big role in making employees’ jobs easier, but — as Chick-fil-A and many others are proving — many efforts to bolster the team member experience are simple operational or design changes. Brinker International, for instance, has eliminated unnecessary back-of-the-house processes, like shrimp portioning, to make team members’ jobs easier, while also removing dozens of SKUs, including artisanal pickles.
“Our team members had to pry these buckets open one side at a time, just like you would a paint bucket, and when they got the lid off, pickle juice would get everywhere, including on them. It makes me angry talking about it,” Brinker CEO Kevin Hochman said during an interview last year.
SKU management has also been in the spotlight for the past several years to manage costs and simplify operations. This effort has also created a multiplier effect. For instance, Portillo’s chief financial officer Michelle Hook said her company is in the process of testing a menu with 15% less SKUs and team members “love it.”
“We have found that a majority of things we took off the menu, like strawberry shortcake or alcohol, were either very complex to make or required additional training,” she said. “Speed is important for our business, and this increases throughput, but the other benefit is that it makes team members’ jobs easier.”
Freddy’s recently replaced tickets with a pictogram system showing employees what is on each burger build. Photo: Perfect Company
Freddy’s Frozen Custard and Steakburgers made a minor back-of-house change recently when it replaced tickets with a pictogram system showing employees what is on each burger build. The chain also added a designated bagging area, also with pictograms, showing employees what is included in each order. During a recent interview, chief operating officer Brian Wise said these tweaks have made employees’ jobs much easier.
“We are working to de-stress the employees,” he said. “The calmer our employees are, the more our throughput increases.”
For First Watch, the introduction of a new serving tray has made a big difference for employees. Chief operating officer Dan Jones said they have been requesting larger trays to accompany the chain’s growing beverage menu, including new iced coffee and cocktails.
“Now we have two sizes, so it's less trips to the table because they couldn't fit it all on the smaller tray,” he said. “That's a small thing, but it's created a lot of improved satisfaction for the servers. It’s amazing how the littlest things can make such a massive difference for our teams.”
First Watch also made a change with its butter to reduce the number of re-fires, most of which were coming from waffle orders.
“We found that the waffles weren’t cold, but the butter was cold, so it wasn’t melting,” Jones said. “We made a simple switch, and we have the servers apply the scoop of butter on top of the waffle. It’s a more ambient temperature using time temperature controls, and the butter melts easier. Voilà, we solved the biggest issue of customers returning waffles because they're too cold.”
Sometimes the solution to create better employee experiences is to simply provide them with more support. Red Robin has been taking this approach for the past year-plus, beefing up its staffing levels during peak times so that employees can better focus and execute.
“Just having an employee at the host stand to greet customers has made a big difference. It seems small, but if you have nobody there and managers are having to then seat tables appropriately while doing many other things, you risk having both a bad customer and employee experience. Our managers need to be quarterback and keeping pace,” CEO G.J. Hart said during a recent interview.
Most of the companies making these changes are informed by their employees. Their say in the restaurant’s design, processes, and procedures are driving the restaurant of the future.
“You might not think something is going to make a huge difference, but it will to the team members, and it will lead to cost savings. You have to get your hands dirty in this business and ask your team members what’s going on,” Hochman said. “They will tell you.”
Contact Alicia Kelso at [email protected]
