A common theme that is ringing out in the field, at any of the industry events you attend or even on the mainstream news channels, is around staff and employment. Whilst attending the Pub Summit earlier this year in Sydney, the key messages from the various speakers were around any business’ most integral component – their people, and the importance of training staff to give them the best options or path that will arise out of a career in hospitality, keeping staff motivated, creating a culture that workers want to be a part of (and stay in!), and the retention of staff.

Christian Tsalikis Vice President Hotels & Hospitality Group JLL, told The Hotel Conversation, “As an agent in the hospitality industry, I hear it a lot when speaking to publicans, moteliers and other business operators, and simply see it on P&L’s as ‘wages’ but I wanted to get a better insight into this critical business element – so I spoke with Ben White of the Bracken Ridge Tavern, recent recipient of the QHA’s Outstanding Achievement in Training Award, to get a better understanding of some initiatives and strategies they have implemented.

Q: Congratulations on the award Ben, what does the ‘Outstanding Achievement in Training’ mean to you and in your opinion, what is it giving recognition to?

A: As a proud independently owned and operated pub, it was great recognition to what we stand for and the lengths we will go to to give our staff the best opportunities in this industry, and I think the BRT Training Academy is proof of this. We have been here for 43 years and people are our most important asset, we want to continue to be leader in this regard and set the example.

Q: How many staff do you have on your roster? What are your main challenges when it comes to the retention of staff?

A: 74 currently, 88 pre-COVID and this went down to as low as 44 during the pandemic. The main challenge and threat these days are the poaching of staff from other hospitality establishments which, as frustrating as it is, I like to wear with a badge of honour which states, ‘you’re doing it right’ for others to want to take staff from you. Other than this, COVID was a tough time for the industry as a whole, rule changes at the drop of a hat, and the implication to staff was that their job descriptions all of a sudden changed dramatically. There were not as many hours available during this time, so a number of people were forced to other industries or chose to broaden their education in differing fields. This ultimately led to a change in career path for them and unfortunately the hospitality sector hasn’t had the crossover of staff some industries have.  

Q: How have you been able to build a stable management group around you, and what are some of the things the BRT are doing to build the culture you’re looking to establish?

A: I’ve been taught that you’re only as strong as the pillars around you, and since stepping into the role of having far greater responsibilities that come with the 24/7 publican tag, I needed to have a team around me that I could trust – you can’t be everywhere and across all the intricate details, at all times. I incentivise my executive level of management significantly, not only through monetary measures and or experiences; but what I see people wanting is a sense of autonomy and ability to control their destiny – this is achieved through offering their input and making decisions which they see through to fruition, giving a well-earnt sense of pride in what they do.

Q: Recruitment is tough in the current market. What are your tips to improve staff retention and avoid the need to recruit?

A: We are trying to a do a lot for our staff, which includes bringing in the increase rate of pay earlier than what is required. We offer packages and programs to help with fitness, mental health and eating, we have updated our staff facilities to give them a space that they can enjoy and get use out of, which includes a study room, toilets, showers, TV, fridge, microwave, these amenities are especially important with staff who work split-shifts. We offer a staff menu as well, and we are trying to do more with other local pubs to give them areas to socialise and enjoy the benefits of working in our industry. I am also really striving to leverage off my own relationships and our standing in the community to give our staff benefits inside AND outside of the workplace; this can be with regards to uniforms, retailers and department stores, fast food outlets, local mechanics etc.  

Q: In this time of change in hospitality, with low unemployment and high staff demand, what are the key attributes you look for when hiring?

A: ATTITUDE. You can train for everything, but you can’t train attitude.

Q: What you need from staff and what they want aren’t always the same thing. What are the main areas that staff want to be trained in, versus the areas you see need?

A: I don’t see this as a problem, but it is more so about ambition and eagerness to impress. Every ‘glassy’ wants to work behind the bar, every ‘dishy’ wants to be a chief, duty managers want to move up the ranks etc. It’s all about giving importance to what they do and how this helps with the overall machine. I like to walk around and pick up glasses and clean plates (hopefully it’s not required too often) but leading by example is important and shows that no job is beneath me which helps to set the standard.  

Q: Thanks for answering a couple of questions, I know you’re always thinking of new plans and initiatives in both the training space, but pub world in general, anything you can divulge at this stage that we will see in the future at the BRT or otherwise?

A: I’m working on Stage 2 of the BRT Training Academy which will provide those with the right attitude an opportunity to really peel back the layers and delve deep into the inner workings of the industry which will include multiple experiences behind the scenes of all things that they do – food, wine, beer – I’ve had the fortunate opportunity over the years to experience suppliers / manufacturers take me through their whole processes which has given me great appreciation and understanding – for the steak you serve, or wine you pour – and I think our staff will get a lot out of it in terms of enjoyment, but it will also be something that will give them confidence in what they are doing, with the knowledge brought back and incorporated into their daily work life.

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