Foodservice Equipment & Supplies

JAN 2019

Foodservice Equipment & Supplies magazines is an industry resource connecting foodservice operators, equipment and supplies manufacturers and dealers, and facility design consultants.

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28 • FOODSERVICE EQUIPMENT & SUPPLIES • JANUARY 2019 operator's opinion One of the keys to success for all members of the foodservice industry, however, will be the ability to develop five-star talent from within. I n today's workplace, it seems everyone is dealing with a talent shortage. In August 2018, the U.S. Bureau of Labor Statistics noted there were more than 7 million job openings. Over the past year, there has been a net gain in the number of jobs available. The prospects for an infusion of new talent remain low since it is currently a job hunter's market. One of the keys to success for all members of the foodservice industry, however, will be the ability to develop five- star talent from within. The concept of developing this talent supports the reality of today's workplace with its evolving job requirements and changing needs — a workforce with lower average tenure in any one job and growing complexity in organizations with matrix management. Internal staff members will have a shorter learning curve in the ever-changing work landscape. In their article "How Company Culture Shapes Employee Motivation" in Harvard Business Review, Lindsay McGregor and Neel Doshi note that company culture shapes employee motivation. Their research shows why we work influences how well we work. The three direct factors that influence employee motivation are play, purpose and potential. Cultivating internal talent can impact these factors and amplify growth potential for existing staff. Since I am writing this during the heart of football season, coaching analogies are top of mind. Are there ways to assemble human resource (HR) operations much like a professional football team? The divi- sions could emulate those elements that contribute to winning teams: playbook, scouting, player development, and coaching and feedback. Playbook The playbook sets the stage for perfor- mance by identifying the strategy and in- dividual talents necessary for peak perfor- mance. As the coach, you craft the strategy with your team — what do we want to accomplish and how do we get there? Frequently organizations operate from a robust strategic plan but do not have a talent plan to support it. It takes time to step away from daily work to view this more broadly. Being able to quantify the knowledge, skills, abilities and behaviors (KSAB) necessary to achieve the peak performance that your playbook defines pays big dividends. Sometimes, you might have to alter your strategy based on talent. In other words, good coaches understand the talent they have and develop strategies to get the most from it. So how do you quantify KSAB for different roles? Understand the areas of expertise critical to your company's success and what particular competencies might be most important. Competencies such as emotional intelligence, communication, feedback, motivation, decision making and critical thinking represent examples of how your team accomplishes its work. Aligning the work of the team, financial perfor- mance, operations knowledge and customer engagement represent examples of what the team needs to accomplish. What competen- cies does your business require to bring the strategies in your playbook to life? Cultivating and Coaching Your Own Five-Star Talent By Julie Jones, RDN Director of Nutrition Services (retired) The Ohio State University Wexner Medical Center

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