Staff shortages in hospitality: delivering an experience with fewer people

Almost every venue runs tighter than five years ago. You don't notice it in the food, because the kitchen holds up. You notice it in the dining room: less time per table, longer waits to order something, and less room for the chat that makes a visit personal.

The reflex is to work harder. That holds up for a while and then costs you people. The other route is to look at which work can be removed without the guest losing out on anything.

Where the pressure really lies

If you walk through an evening, you notice that most interruptions don't come from the order itself but from the waiting around it:

• Guests raising their hand for something small and waiting five minutes until someone walks past.
• Impatience at tables where the food is taking a while, leading to extra questions for staff.
• Chasing reviews afterwards, usually by email and usually without result.
• Children getting restless, which staff have to work around.

None of those four is service. It's all work that arises because something else isn't running smoothly.

What you can take away

Reordering without waiting

A button on the table that lets a guest order an extra drink removes the main source of hand-raising. The order arrives exactly where it should, and staff make one trip instead of two.

Waiting time that fills itself

A table with something to do calls out less. Table games require no action at all from your staff: no materials, no explanation, nothing to clear away. See how it works.

Reviews at the right moment

Asking while the experience is still fresh yields more than an email afterwards, and costs no one any time.

What you want to remove is not the contact with the guest, but the waiting that eats into that contact.

Keeping people is cheaper than finding people

Replacing an employee costs a job posting, interviews, training time, and a period in which the rest of the team picks up the slack. Reckon on six to eight weeks before someone is as fast as the person who left. In those weeks, quality drops in everything that person touched.

That makes the maths different from how it looks. Every measure that lightens the workload pays for itself as soon as it prevents one departure a year.

Why people actually leave

Rarely for the pay alone. What keeps coming up in exit interviews:

• Rosters announced too late to plan anything around.
• Shifts that are structurally understaffed, so nothing can be done well.
• The feeling that guest complaints land on you while you can't change anything about them.
• No moment at all to catch your breath between two peaks.

The first two are about planning. The last two are about how much the work costs you, and that is exactly what this article is about.

Scheduling around the moments, not the hours

Most rosters are built around opening hours: someone starts at five, someone else at six. But the pressure in a dining room isn't spread evenly across the evening.

There are three peaks, and they're all short: the moment the first tables arrive and all want to order at once, the moment the first main courses go out, and the moment three tables want to pay at the same time. In between, it's calmer than it feels.

Whoever places their staffing on those three peaks instead of spreading it evenly across the evening gets more calm with the same hours. That does require knowing when those peaks fall for you, and that differs by venue and by day.

What the staff themselves notice

There's a difference between a heavy shift and an unpleasant shift, and that difference isn't in the number of plates.

• A shift where you walk from A to B and finish that, feels light, even if there's a lot of it.
• A shift where you're called away halfway through three times feels heavy, even if there's less of it.
• One impatient guest costs more energy than five guests who don't become impatient.

Anything that reduces the number of interruptions reduces the felt workload as a result. That's not a soft benefit: it's the main reason people leave hospitality.

What you should definitely not automate

There is a line, and it's sharper than providers of these kinds of systems suggest. These three should remain human work:

1. The welcome. A guest who walks in and is greeted by a screen starts at a disadvantage.
2. The moment something goes wrong. A well-resolved mistake often earns a higher rating than a flawless visit, but only if there's a person standing there.
3. The goodbye. That's the last thing someone takes away with them.

Everything in between is largely logistics, and logistics is allowed to be easier.

What this gives your staff

Fewer interruptions means less walking about and fewer moments where someone is called away halfway through something else. That saves on the physical side, but especially on the mental side: it's the constant switching that makes a shift heavy, not the number of plates.

And it gives back something that's the first to go with a tight team: time for the conversation at the table that guests remember.

What this costs for your number of tables is on the pricing page.