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On the matter of the training budget for that financial year, restaurant B's HR head concluded that it would have to be axed by 70%. The available funds were spent on very few but relevant training programmes conducted by senior industry associates at a nominal price and one even was honorary.
Not only had their stance on hiring the two new employees paid immediate dividends but also their work culture clearly supported the likelihood of their long-term retention.
By the time the recession began to lift, restaurant A attracted only opportunistic employees whose intentions had a proportionate impact on its patronage. On the other hand, restaurant B attracted talent with far more positive intentions and that too had a proportionate impact on its patronage.
While this example is of course purely hypothetical, the approaches and outcomes mentioned here are very real and in fact closely resemble those of many organisations these days.
The circumstance of each business is always unique and must be addressed accordingly. What remains constant is the fact that their choices today will have a certain impact on their outcomes both tomorrow and many days thereafter.
Ravi Wazir is a hospitality business consultant and author. He can be contacted through his website http://ravi.freeshell.org
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