Hiring the Right People

Introduction

Hiring in a restaurant or pub is not simply about filling an empty rota slot. One unreliable server, cook, bartender, or shift leader can increase labor cost, slow table turnover, damage guest service, and place extra pressure on the rest of the team. The goal is to build a dependable crew that can handle busy services and fit the way your operation works.

The Talent Funnel treats hiring as a process with clear stages. You attract suitable applicants, test whether they can meet the real demands of the job, train them properly, and keep the people who perform well. This approach is especially useful in hospitality, where rushed hiring often leads to no-shows, early resignations, and expensive retraining.

Concept

The Talent Funnel has three main parts: Hiring, Training, and the Repellent Job Ad. Each part helps you attract, assess, and retain people who can deliver consistent restaurant or pub service.

#

Hiring

Hiring starts with a clear picture of the role. Before posting an ad, define the shifts needed, expected availability, physical demands, service standards, pay, tip policy, and the skills required. A server may need to manage several tables, use Toast POS accurately, recommend menu items, and stay calm during a rush. A line cook may need to follow recipes, control portion sizes, maintain food safety, and work at pace during a Friday night service.

A strong hiring process uses the same questions and practical checks for every candidate. Ask about availability, transport, previous volume, and how the applicant handled a difficult guest or a busy ticket rail. For kitchen roles, use a paid trial shift when lawful and appropriate. For front-of-house roles, observe communication, attention to detail, and comfort with the POS. The aim is not to hire the most impressive interviewee. It is to hire someone who can perform the actual work your restaurant needs.

#

Training

Hiring someone reliable is only the beginning. A new team member needs a structured path from first shift to independent shift. Start with a short orientation covering food safety, alcohol service rules, harassment policy, attendance, emergency procedures, uniforms, tip handling, and guest recovery.

Then train the person on the station. A server should learn table numbers, opening and closing duties, menu allergens, modifier rules, payment steps, and the service sequence. A bartender should learn recipes, responsible alcohol service, ID checks, draft-line procedures, and closing counts. A cook should be trained on prep lists, recipes, holding times, cooling rules, cleaning, and ticket priorities.

Use a training checklist and have a manager sign off each skill. Pairing a new hire with a strong trainer is more effective than leaving them to guess. Review progress after the first shift, first week, and first month. Good onboarding protects food quality, guest satisfaction, and prime cost because fewer mistakes mean less waste, fewer comps, and less manager time spent correcting errors.

#

The Repellent Job Ad

A repellent job ad is designed to discourage applicants who are not prepared for the real job. It is not rude or unfair. It is honest about the work so the wrong people opt out before they enter your interview process.

Explain that the role includes standing for long periods, late nights, weekend work, cleaning, lifting, high-volume service, and direct guest interaction. State the required availability and the standards for punctuality. Add a simple attention test, such as asking applicants to include their preferred weekend availability and the word "service" in the subject line. This helps identify people who read instructions and take the application seriously.

For example, a pub hiring a bartender could say: "This is a high-volume evening role. You must be available for Friday and Saturday nights, follow responsible alcohol service rules, clean your station, and remain calm when the bar is three deep. Include your Saturday availability in your application." The ad will produce fewer casual applications, but more of the applicants will understand what they are accepting.

Conclusion

A strong restaurant hiring funnel reduces desperate decisions. Write an honest job ad, screen for the real demands of the role, use a practical interview or trial, and train every new hire against a clear checklist. Track how many people remain and perform after 90 days. If retention is poor, examine the job promise, manager behavior, schedule, pay, training, and workload before blaming the labor market. The right team improves service, protects margins, and gives the owner more dependable shifts.