Author: angela

Through inflation the cost of living has experienced staggering increases since early 2021. Rising bills and day-to-day spending have impacted both the hospitality workforce and businesses across the sector. Inflation creates a vicious spiral for all, with demand for salary increases putting an ever-larger need to inflate prices to maintain profits. The secondary problem that inflation brings is pressure on discretionary spend. In markets where there is already financial strain and because of inflation reduced demand it is often not possible to pass on such wage cost rises to the consumer. In April 2022, inflation reached its highest recorded level since 1982. The hospitality industry already has a staffing crisis, low cash reserves due to Covid combined with the likelihood of reduced consumer confidence and demand many businesses are at a crossroads with no clear direction or support for what to do next.

National Living Wage and Salary Bandings

From April 1^st, those working on minimum wage experienced a rise in line with the rising cost of living and increased National Living Wage (NLW). Overall, hospitality wages saw a 7.7% average increase between March 2021 and March 2022, partly due to NLW increasing by 6.6% this year.

According to a recent survey, the average salary within Hospitality and Leisure is £21,862 with an expected range between £18,000 and £30,999. That said, businesses are encouraged to offer salaries above statutory minimums whenever possible and affordable for the business and this involves even those not on minimum wage. Even if the NLW and minimum wage increase doesn’t directly impact a person’s salary, salary bandings across the business should be reviewed in line with the rising cost of living and adjusted accordingly.

Despite improvements being made regarding banning zero-hour contracts, pay rates remain a significant barrier according to Dr Alicja Bobek, a post-doctoral researcher and are contributing to an already challenging staffing crisis.

 

Inflation and Staff Retention

The pandemic brought about huge change for workers within the hospitality sector and staff found themselves exploring new career prospects, resulting in few choosing to return to the hospitality industry post-covid. During current times, when quality employees are hard to come by, staff retention has become even more important than ever. A recent report stated that 52% of hospitality employees plan to change jobs to achieve a pay rise.

Many hospitality businesses are just trying to stay afloat throughout this time of inflation, and many are achieving this through keeping efficient hiring and retention in mind, and matching candidates with jobs that are the right culture fit. That said, pay rises are becoming harder to fund as energy bills and ingredient prices are putting financial stressors onto hospitality businesses. When compared to last year, gas and electricity prices were up 53.5% and 95.5% respectively in April, while average British salaries fell 1.2% in real terms. Inflation in the UK reached a four-decade high this year and it is something we are all living through, businesses and workers alike. 52% of hospitality operators expect to raise wages by 5-7% in 2022, but will this be enough to retain those thinking of leaving?

Conclusion

Inflation led pay rises are a cyclical process. As the cost of living and supply chain costs rise, the workforce will inevitably need a wage increase to support themselves. Hospitality businesses failing to adapt to these changes will ultimately lose staff to competitors prioritising increased wages. While a pay rise is one seemingly obvious solution, staff retention issues can not entirely be blamed on pay. A career in hospitality has historically been seen as a low paid and unskilled job, creating an illusion that it isn’t a serious profession. The responsibility now falls on businesses and professionals within the industry to seriously consider pay and working conditions and pitch hospitality as a desired career for many.

Author: Angela Byrne, Founder and CEO

In a survey conducted by MAPAL Group at the Shine People & Culture Summit last month, attendees from across the hospitality sector ranked company culture, progression and work life balance as more important factors than salary for staff retention – highlighting changing priorities throughout the sector.

The summit showcased 20 hospitality leaders, from brands including Dishoom, Soho House & Co, The Alchemist, Frasers Hospitality, Malmaison, Stonegate Group, Wyndham Hotels, St. Austell Brewery, Nightcap, Darjeeling Express and Hickory’s Smokehouse.

Fifty-eight percent of respondents ranked company culture as a top three factor for retaining staff, followed by progression (53%), work life balance (49%) and salary (46%). Sixty-eight percent said their staff turnover had at least ‘somewhat’ increased since 2019, with 39% going further to say it had ‘greatly’ increased.

When asked what their biggest challenge as a business was, right now, an overwhelming 79% cited issues around recruitment and retention, with 19% also highlighting training and development as part of the same issue.

Seventy-five percent stated that they plan to enhance learning and development initiatives over the next 12 months and 51% said they were planning to launch coaching and mentoring programmes.

The survey highlights a general trend towards a stronger focus on retention, rather than the more traditional pre-pandemic model of high staff turnover and fast hiring.

James McLuckie, Group Chief Learning Officer at MAPAL Group, said: “The survey highlights what we’re already seeing from our clients and partners. As an industry, we’re experiencing a much higher focus on staff training, development and wellbeing now, compared to only a few years ago.

“With a smaller pool of talent to draw from, staff training, and development are taking centre stage, alongside initiatives to promote more flexible working hours and greater job satisfaction, as companies strive to retain and develop the talent they already have.”

Source: The Caterer

Ryan Hopper and Shaun Dalton discuss their careers being veteran chefs and their experiences in and out of the Armed Forces

With Armed Forces Week coming up The Staff Canteen spoke with Ryan Hopper and Shaun Dalton to find out about their time as chefs in the Armed Forces and how Compass has helped support them since they left.

For Ryan, a job in hospitality was never really a goal or something he had ever planned for. But, after learning that university life and further study weren’t for him, he started working in a butchers, which he thoroughly enjoyed.

However, he still wanted more and thus, thanks to a friend in the Royal Navy, he joined as a chef serving for 24 and a half years.

At first, he found he struggled to adapt to the Navy but after a few months he learned to love it.
He said: “You’re a very tight-knit team and it becomes your life. So, the Navy side of life wasn’t such a big thing, it was the chef side that was bigger for me.”

During his time in the Navy, he spent 10 years as the team captain for the Naval Service Culinary Arts Team and then was selected into the Combined Services Culinary Arts Team for his final six years of service. Two of these were spent as team captain, during which the team achieved double gold at the Culinary World Cup and a gold and a silver at the Culinary Olympics.

After leaving the Royal Navy he took up a few jobs, including becoming Haven Holidays’ first in situ head chef, before taking over the Craft Guild Academy’s Culinary Team and taking them to the Culinary World Cup. It was here that Ryan would be introduced to Compass and a very short while later join their team.

Unlike Ryan, hospitality had always appealed to Shaun as he was always a very friendly and, in his words, “hospitable” person. He also already had a fondness for cookery from time spent cooking with his grandmother and mother.

Because of this, and the changing industrial landscape that he left school into, catering college seemed like the obvious next step. As part of his training, he was put on a placement in the only rosette restaurant in his hometown of Newcastle Upon Tyne, which he stayed at for three years after leaving college.

Whilst he was working at this restaurant, the team went down to Hotel Olympia or as it’s now known, The Restaurant Show. It was while at this show that Shaun “was absolutely amazed watching the British Army team of chefs cook” and got talking to a recruiter at that event. Only two months later he was away on his basic training.

He stayed in the regular Army for two years before leaving to travel the world as a cook. In fact, during his career as a chef, Shaun has cooked on every continent – yes even Antarctica when he was out on an expedition there. But after travelling, he came back to the UK and joined the Army reserve system, as he missed the camaraderie and support network he found in the Army.

As a civilian chef, Shaun has worked in most sectors but currently works in catering for education through Chartwells Independent (part of the Compass Group UK & Ireland) where he has run the catering for some of the most prestigious boarding schools that Chartwells works with.

Working with Compass as a veteran

It was clear to see from talking to both the chefs that they thoroughly love their jobs and the opportunities they had through them. Both chefs also mentioned their love of the diversity and variety that came with the job.

Ryan specifically said: “I know people do thrive and strive on consistency, but I like the challenge of everyday being unique. I like to be challenged. I like to challenge back.”

He also described how he likes to see the different team makeups and bringing people together as a team.

“I don’t know what it is about kitchen life,” Ryan said. ” But there’s never really a bad day. A less good day maybe, but there’s always a laugh and there’s always joke and that, for me, is important.”

For Shaun, it also allows him the flexibility needed to continue being a reserve soldier.

“I was looking for a job that was Monday to Friday; good hours, still earning a good salary, but giving me the time and the scope to fulfil my commitment to the regiment and obviously, Compass Group UK & Ireland has signed the Armed Forces Covenant. So, they do give me an extra ten days, paid, to go off and do my reservist work.”

He added: “From the managers downwards, it’s just full support.”

Ryan explained there is a really good military support network within Compass and that the instructions from management are always very clear and understanding.

On diversity in the group, he said: “I work in a very strong team, we’re a good mix. There’s a 50/50 split of ex-serving and never served, so there’s a good mix in understanding of what we do in our food offer.

“There’s a good gender balance across my patch as well and Compass are strong promoters of this, with amazing chefs in the business.”

Source: thestaffcanteen.com

Aa reveals the Chefs’ chef award shortlist, featuring Clare Smyth, Galton Blackiston, Hélène Darroze, Paul Ainsworth and others, for the awards to be held on 26th September at JW Marriott Grosvenor House

London. 9 June 2022. The AA is delighted to unveil the shortlist for the annual Chefs’ Chef Award – the ultimate accolade for a British chef –  with celebrated sports host and broadcaster Gabby Logan set to host the AA Hospitality Awards 2022, which will take place on Monday 26 September at JW Marriott Grosvenor House London.

Simon Numphud, Managing Director at AA Media said: “We are delighted to have Gabby Logan as our host for the AA Hospitality Awards this year – we are sure she will make our first in-person awards ceremony since 2019 even more special.”

“We are also proud to reveal the AA Chefs’ Chef Award shortlist, an award that remains unique as it is voted by their peers. We are looking forward to crowning the Chefs’ Chef 2022 this September, as well as recognising the hard work and passion of many excellent establishments and teams working in the hospitality industry across the UK.”

Selected by AA Rosette-awarded chefs, the Chefs’ Chef Award is a unique award recognising the best chef in the UK, as chosen by their peers. The award is sponsored by Caterer.com.

With previous winners including Claude Bosi, Tom Kerridge, Raymond Blanc, Marco Pierre White, Gordon Ramsay and more, this year’s shortlist hails from across the UK, from Belfast to Padstow and from London to Windermere. The nominated chefs showcase a huge breadth of cuisines and styles, from sophisticated takes on everyday Italian to assertive modern cooking using locally sourced ingredients, to finely crafted and creative contemporary French cuisine.

Gabby Logan said: “I am thrilled to be hosting the AA Hospitality Awards at the wonderful JW Marriott Grosvenor House this September. Back after a two-year hiatus, the AA Hospitality Awards are a key event for an industry that is all about physical places and people, and I am delighted that they are back with an in-person ceremony after the pandemic.”

“I am really looking forward to celebrating the very best of the UK’s hospitality establishments and dedicated people in the industry, in a night to remember!”

The shortlist for the Chefs’ Chef Award 2022:

Angela Hartnett – Murano, London

Clare Smyth – Core by Clare Smyth, London

Gareth Ward – Ynyshir, Eglwys Fach

Galton Blackiston – Morston Hall, Holt

Michael Wignall – The Angel at Hetton

Hélène Darroze – Hélène Darroze at the Connaught, London

Michael Deane – Deames EIPIC, Belfast

Stephen McLaughlin – Restaurant Andrew Fairlie, Auchterarder

Lisa Goodwin-Allen – Northcote, Langho

Paul Ainsworth – Paul Ainsworth at No 6, Padstow

Mark Birchall – Moor Hall Restaurant with Rooms, Aughton

Hrishi Desai – Gilpin Hotel, Windermere

Recognising the excellence of hotels, restaurants and their teams across the UK, the AA Hospitality Awards is one of the industry’s most prestigious and highly anticipated events. Spanning 15 categories, the Awards will name the best hotels, restaurants, and spas across the UK, and celebrate individuals with awards such as the Lifetime Achievement Award, AA Housekeeper of the Year and more.

For tickets to the AA Hospitality Awards 2022, please visit: www.aahospitalityawards.com

Source: thestaffcanteen.com

James Close is chef-patron of the Raby Hunt in county durham, which he runs with his wife maria who is also the pastry chef. boasting two Michelin stars, it started life as a pub serving basic food. now, 13 years later it’s one of the UK’s best restaurants and the ‘style has changed dramatically’.

“If you look back to what we were at the beginning, it’s completely opposite to what we do now,” explained James. “The first star was a very big achievement for the team and I remember [..] realising that what we’re doing here actually works. For them to give me a star so early was more of a sign that we’re on the right track.”

Despite now running a two Michelin-starred restaurant James’ goal was never to be Michelin starred as, in his words, “that’s the wrong way to go about it.”

He said: “The main aim for me is to get better.

“I always say to the chefs ‘when you come in, we’ve got to be better than we were the day before’ and with that mentality what normally happens is you’ll achieve things. But that doesn’t have to be Michelin stars.”

James feels that actively chasing accolades would, at least for him, ruin the experience of being a chef.

“Because we are so into food, if it became too much about Michelin stars and stuff, I think, the enjoyment would go out of it.”

Work-life Balance

Speaking of his early years running the restaurant James explained how he really lacked the work-life balance he now has and how before he lived above the restaurant, started work at 6:30am when he woke up, and finished work at 2am when he got back into bed.

Realising he didn’t want to do that, he said, was when the restaurant ‘actually got better’.

“For me, yes, the restaurant does have the importance, but for me to be successful it’s more about health, mental health, wellbeing, all those sort of things. If I’ve got all of those, automatically this place will be a success.

He added: “I’ve got my daughter, I’ve got my wife, all those things are by far more important than [the restaurant]. This is something that is a passion, but it does not dominate my life anymore. Like it did in the early years.”

The Industry & Staff

James has seen the industry change and adapt to new needs but the current staffing issues are something that even he is dealing with.

He says the industry really needs ‘to sort itself out’ as despite the improvements being made, the message doesn’t seem to be getting ‘out there to the younger generation’.

Unfortunately, James said: “They just see it as an industry where you work every night, [where] you work Saturday night, and you work Friday night.”

However, that really isn’t the case anymore, he said: “I know there’s some chefs that are not going to be opening Saturdays and Sundays soon, they’ll just open mid-week. Even destination restaurants like us, we might eventually do that.

“I think if I was out there wanting to be a chef, I would probably be more inspired now to get involved with this industry than I was 10 years ago. Because 10 years ago there’s no way I’d want to step into a kitchen and never get a break. Whereas now, you can get the break, you can get a better wage, and you get more looked after.”

He added: “We need to get that message over to the people that want to be interested in food that this is not an old school industry anymore. It’s pretty modern, it’s laid back, it doesn’t have to be shouting. It really is more balanced.”

The Food

Five years ago James wanted to find his own style and the start of the menu now features food ‘he likes to eat’, it’s called the Global section and it takes you on a trip of places James and Maria have been.

“It’s not fusion it’s straight technique and perfection with ingredients,” he explained. He puts a lot of the restaurant’s success down to the ingredients he uses.

“We set out to always use the best of the best. So, that’s the best tuna, the best beef, the best langoustines. We set our stall out to be different to everybody else and regardless of what it costs, to put it on the menu.

“I became very obsessed with ingredients, learning how to handle them, and where to get them from, and everything like that. That’s definitely contributed to where we are now.”

Source: thestaffcanteen.com

Carpenter is the CEO of CHS who helps hospitality businesses expand with grow-focused strategic accounting.

The official rate of inflation as of March 2022 is hovering around 8.5% year over year, but the true rate differs for everyone. Inflation is more properly defined as the increase in the amount you are paying for goods and services. This varies from industry to industry, business to business and person to person. The consensus though is that everyone is paying more.

Our firm works with many industries and can verify firsthand it is affecting everyone. A client of ours recently purchased a delivery truck for 40% more than what they paid for the same model the previous year. A landscaping business we account for is finding their fuel costs have almost doubled year over year.

Our focus on the food and beverage sector provides a wealth of data, enabling us to compare the change in prices for thousands of food and beverage items. Using this data, we compiled the year-over-year price change for April this year versus last to arrive at the latest one-year wholesale food and beverage inflation rate.

To calculate this number, the average price paid this year for each individual SKU was subtracted from the amount paid for the same item the previous year and multiplied by the quantity purchased in the current year. This provides the difference in the amount paid currently versus what these items would have cost in the prior year. We then weighted the price change by dollar volume purchased to calculate an overall percentage price change by category. For instance, an item purchased in quantities of $100,000 will have 10 times the weight of an SKU with only $10,000 in purchases.

The results are enlightening. While the official inflation statistic is 8.5%, it is very different for the food and beverage industry. In terms of categories, beer was up the least at 6%, seafood the most, at an astounding 31%. Between these extremes, costs for nonalcoholic beverages like coffee and soda went up 21%, dry goods like butter, flour, olive oil and more went up 20%, dairy went up 11%, and wine went up 7%. Produce saw a 19% increase and liquor went up 16%.

Aggregating and weighing all categories of food and beverage, prices have increased for the average hospitality establishment we account for by 18% overall. This is in line with a reported 17% increase announced by the Bureau of Labor Statistics. Putting this 18% figure in perspective, an establishment spending $1,000,000 in food and beverage in 2021 can expect to spend $1,180,000 for the same in 2022. For some, this $180,000 difference in itself means the difference between profit and loss. It is imperative businesses react accordingly, when possible, by increasing prices if cost reduction is not possible.

Calculating the amount of sales price increase necessary to recoup the inflation effect can be derived from a simple formula. Take the cost of sales and divide it by the total sales for each of the two periods, most likely the most recent month-end period versus the same month from the prior year. The change in the percentage between the two numbers is the percentage change needed in sales price.

For example, at the hypothetical ABC Restaurant, April 2021 sales were $230,000 and April 2022 were $250,000. Cost of sales were $55,200 in 2021 and $70,800 in 2022. Therefore, cost of sales was 24% and 28.32% for 2021 and 2022, respectively. The change in sales price necessary is (28.32% – 24%) = 4.32%.

In this example, food and beverage costs rose by $15,600, but of that, $4,800 is due to higher volume sales. The remaining $10,800, all things otherwise equal, is the inflationary effect. If we take the $250,000 in sales and multiply it by the result from our calculation, we get $10,800, the exact amount of the change due to inflation.

It should be noted that the same calculation should be made regarding all expenses across the business, especially payroll costs, to arrive at a sales price increase that encompasses the full effect of inflation for the entire business.

Also, remember when making the calculation that inflation is a moving target. A price increase needs to address not only current but also future increases. Anticipate further increases by assessing drivers of inflation such as fuel costs, supply chain issues, labor shortages and consumer demand. If these factors are continuing as before, inflation is likely to continue. Since increasing prices takes time, effort, expense and customer acceptance it needs to be done sparingly, so a business owner needs to be ahead of the curve.

The information provided here is not investment, tax or financial advice. You should consult with a licensed professional for advice concerning your specific situation.

Source: Forbes

The winners of the 36th Acorn Awards have been revealed, celebrating 30 of the industry’s most talented stars aged under 30.

The Acorn Award recipients gathered today at the start of their Acorn winners’ weekend at Rudding Park. The hotel in Harrogate has a spa, two restaurants, a kitchen garden, private cinema, golf courses and conference space, all set in 300 acres of landscaped gardens and woodland.

The winners will enjoy the expert hospitality of Rudding Park and attend a prize-giving lunch tomorrow to collect their trophies in the company of the Acorn Award’s sponsor, CH&Co, their nominators and Acorn judges. They will be presented by The Caterer managing editor Lisa Jenkins and CH&Co chief operating officer Allister Richards.

Acorn Award winners Charlotte Horler, deputy general manager of the Grand in Birmingham, and her father James Horler, chief executive of Ego Restaurants, will also address the winners.

The annual awards seek to highlight and celebrate the achievements of 30 outstanding individuals, with each winner nominated by their peers for their exceptional ability in their field.

Richards said: “The announcement of the Acorn Award winners is always a joyful occasion. In a time when we could easily get bogged down by ever-present pressures – from rising inflation and supply chain issues to the relentless labour shortages – it offers a welcome reminder of what makes the hospitality industry so inspiring and great.

“The Acorn Awards shine a light on the positive innovation, opportunity and energy that define our industry. While our winners may represent different hospitality sectors and be on separate career paths, they have much in common. They have the intrinsic qualities that will see them become successful, compelling and inclusive leaders – creativity, resilience, dedication, flair, agility, authenticity and much more.

“Congratulations to the 2022 Acorn Awards winners from everyone at CH&Co, we look forward to following their continued progression.”

Peter Banks, managing director, at Rudding Park, added: “We are delighted that we have been able to tempt the 2022 Acorn Award winners to Rudding Park, and it is a privilege that we have the chance to look after some of the rising stars of our industry. Each of the winners will take away a living souvenir of their stay with us in the form of a small oak tree, and we will be planting an Acorn Winners’ wood on the golf course this winter as a living memory that will last for centuries.”

Each winner of the annual event was nominated by their senior team and peers for outstanding achievements and successes in their field.

The 2022 Acorn Award winners

• Miles Baxter, group general manager, Houston & Hawkes
• Lily Bell, account manager, BaxterStorey
• Connor Black, head chef, the Bull & Bear
• Jordan Burdall, golf academy manager, Rudding Park
• Josh Chadwick, hotel manager, the Tawny
• Graeme Cumine, restaurant manager, L’Enclume
• Ethan Davids, co-owner, Chickpea Group
• John Dickson, hotel manager, Dakota Hotels
• Dorya Djebbar, people partner, CH&CO
• Laura Dunphy, training and development manager, Cameron House on Loch Lomond
• Chara Forrest, resident manager, the Devonshire Arms Hotel & Spa
• Ruth Hansom, head chef, Princess of Shoreditch
• Kumiko Hiwatari, premier pastry sous chef, the Ritz London
• Jacques Hobson, food and beverage manager, the Belfry Hotel & Resort
• Craig Johnston, head chef, Marcus
• Serafin Kapusta, food and beverage operations manager, InterContinental London Park Lane
• Timothy Kendall, chef proprietor, T and T Pubs
• Tabitha Kirby, deputy account manager, BaxterStorey
• Will Lockwood, head chef, Roots York
• Lilian Lubowitz, group sales manager, CH&CO
• Deepak Mallya, premier sous chef, the Ritz London
• Veikko Paananen, restaurant director, Mandarin Oriental Hyde Park London
• April Lily Partridge, sous chef, the Ledbury
• Ryan Percopo, executive head chef, BaxterStorey
• Sophie Shotton, general manager, Yorebridge House
• Claire Small, director of innovation, Elior UK
• Lydia Staniforth, recruitment marketing specialist, Delaware North
• Ewen Thomas, general manager, Christian Conference Trust
• Victoria Tweddell, human resources business partner, PPHE Hotel Group
• Shaun Wright, revenue application and systems manager, Hand Picked Hotels

Source: thecaterer.com

Michelin-starred chef Nathan Outlaw is urging restaurateurs to join the Hospitality Rising campaign to stimulate recruitment in the UK hospitality sector

Nathan Outlaw is the owner of the one Michelin-starred restaurant, Outlaw’s New Road, in Port Isaac, Cornwall. He joined Hospitality Rising, expected to be the UK’s most extensive recruitment advertising campaign with a target budget of £5m (though at £600,000 at the time of writing) to increase the hospitality sector’s workforce nationwide.

By encouraging more people to join him, Nathan Outlaw said: “This is a massive opportunity to review the industry and make changes to see it successfully into the future. The worse thing we could do is carry on as we are. If hospitality businesses don’t change with the times, I suspect they will fail.”

‘By working as a group, we will be more powerful’

Nathan Outlaw joined in February when chef Angela Hartnett introduced him to the campaign, as he grew concerned with the state of the industry in his local area.

“Being very rural with lots of places quite remote, staffing for hospitality in Cornwall generally has always been an issue,” he explained, but “nowadays, with the lack of rental housing and the price of those rentals, and houses for purchase being so high, it’s even more of a problem.”

“I’m pleased to say we are starting the new season fully-staffed and have managed to find suitable people from the local talent pool,” he added.

Nathan is unsurprised that others haven’t joined the campaign yet, as, he said, “they’re probably too busy trying to save their businesses,” and many have “tended to work in isolation, partly because when hospitality is busy, there’s no time for anything else, and partly because we traditionally tend to see other hospitality businesses as rivals.”

However, the chef believes that the sector’s success rests on having a collective voice, which is where the Hospitality Rising campaign comes in. He said: “It takes time to change people’s ideas so that they realise that by working as a group more, they will be more powerful and get more done.”

“I think the Hospitality Rising campaign has made us more aware of the need to engage in changing the public’s perception of hospitality as a worthwhile career, though, in order to attract more people to the industry in general.”

Source: thestaffcanteen.com

The summer months are upon us and we’re already booking out our relief brigade ready for the busy season ahead

We’re gearing up for what’s expected to be the busiest summer since pre-lockdown and we’re pleased to be supporting so many brilliant properties.

Whether you’re looking to fill gaps in your diary or relieve your busy team with some added temp support, we’re here to help.

Call: 01200 890 890

Email: hospitality@ginger-recruitment.co.uk

Life in the Ginger Hospitality Relief Brigade

The hospitality industry offers a hugely rewarding career and we believe everyone should have the opportunity to get involved regardless of circumstance and commitments. COVID shed some light on work-life-balance and encouraged the industry to acknowledge the need for jobs that work around real people and real lives. We’re grateful for these chances and pleased to be offering the level of flexibility that once was previously unheard of within the industry. We want all hospitality professionals to have the chance to join our team on a basis that works for them, being paid for every hour worked and finding their version of work-life-balance. Regardless of your weekly hours worked, every member of the Ginger brigade receives the same benefits including holiday pay, management of tax and NI, plus weekly pay on the same day every week.

“The team at Ginger Hospitality was more than happy to help, accommodating my needs and creating a work life balance which was once considered only a rumour in the catering world. Before I knew it, I was all set with a job to walk into meeting all my requirements.” – Karl, Relief Chef

Joining Ginger Hospitality for relief work whether in the kitchen or Front of House, our brigade receives the full support of our team of consultants. As ex-hospitality professionals, all our consultants understand the industry and we make it our mission to understand you! We value what is important to you, whether it be salary, working hours, location, type of food, the brigades you want to work with or the establishments you want to work in – we want to know so that we can plan your work around you. We believe you should be able to take holidays when you want, book weekends off for family events and should not feel restricted when it comes to attending weddings, or other events. We want to provide you with the ability to travel and see new places, meet you people and experience new kitchens and establishments. Should you choose to live away from home as part of the Ginger Relief Brigade, we ensure you are provided with a clean, tidy and comfortable accommodation for your stay.

“Ginger Hospitality’s clientele is made up of excellent locations including five-star boutique hotels, resort spas and fine dining restaurants. I am extremely happy to be part of this amazing agency; both now and in the future.” – Anthony, Relief FOH

Are you ready for the post-Covid Summer?

The current hot topic of conversation among hospitality workers is the very busy summer period ahead. The industry is gearing up for what’s expected to be the busiest summer since pre-lockdown, and we have already began booking out our relief brigades into some of the exciting opportunities and beautiful locations we have on offer this summer. Now is your time to plan your summer diary, whether you’re looking for ongoing relief work in the most picturesque and sought-after establishment or wanting to fill gaps in your dairy to fit around other commitments. Whatever your plans are this summer, let us find the right fit for you.

“I have never encountered such a switched on, professional and personable business as Ginger Hospitality. Thank you to Jodie and her knowledgeable Team in providing me with bespoke employment opportunities.” – Richard, Relief Head chef 

Current opportunities we have available for summer include:

5-star hotel on the Isle of Arran

Seafood terrace in the Yorkshire Moors

5-star hotel on the Dartmoor National Park

Michelin Starred Restaurants

High volume pubs

If you like the look of one or more of the opportunities above or would like to hear what else we have to offer, get in touch to speak with one of our Hospitality Recruitment Consultants.

Call: 01200 890 890

Email: hospitality@ginger-recruitment.co.uk