Working exclusively in HR for nearly two decades now, I’ve learned a tremendous amount about people – how they think, what drives them, or how they react to specific situations.
I’ve also witnessed countless leaders in my niche – early stage restaurant companies – become increasingly frustrated as employees of “this generation” demand more. More pay for the same or fewer responsibilities, more recognition despite decreased quality, and more time off without putting the time in to begin with.
But this mentality overflows to any industry nowadays. And ironically, it may continue to happen even when a company’s management team is already heavily invested in their staff by offering benefits like livable wages, opportunities for advancement, and educational reimbursement.
It’s a prominent and growing concern for leadership, because entitlement doesn’t typically bode well for the success of either party.
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Legal Disclaimer: The information I publish is not legal advice but rather is intended to prompt a discussion on best practices in human resources. Further, federal and state laws are amended frequently and vary significantly from jurisdiction to jurisdiction. Therefore, the published information may not be current at the time that you read it or it may not be applicable to your jurisdiction. As such, you should not rely upon any of the published information without first consulting directly with Restaurant HR, legal counsel, and reviewing your local, state, and federal laws as well as any applicable industry practices and company policies.
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