Jenni Bedell

00:00Bro, imagine the raddest blend of berries and ginger hitting you in your taste buds like a wave of flavor from the future. This gin-less fizz smacks you right in the mouth feels, internalizing your tongue while delivering that light refreshing euphoria in every sip. The floral aroma, unique flavors, and THC infusion of our berry ginger fizz makes you feel like someone should have thought of this before, right? Right? Right. Like, nobody's thought of this before? I can hardly believe it, but we did. That's insane. For real. Okay. Sorry, sorry. I don't want to interrupt. That's awesome. Go get a Cali Sober Berry Ginger Fizz right now. You can find Cali Sober at the finest liquor stores, or place your order today through Lipman Brothers. It is springtime. That means we're going to be hanging out on patios, we're going to brunches, and of course that means bravazzi. The hard Italian soda made right here in Nashville that is taking over brunch by storm.

01:01Yes, bravazzi is gluten-free. It's made with real fruit juice, cane sugar, and nothing artificial. This is great out of the can, over ice, or mixed in a cocktail, and you can get it on draft. This is distributed by best brands right here in Tennessee, and it has the perfect amount of sweetness crafted in the Italian tradition. This is a studio favorite. When we pass these out to guests in the studio, they love them. We sell them at Chago's, and everybody loves them over at Chago's. We are big fans of bravazzi, and this is the time of year where everybody wants a crisp, clean, Italian sparkling soda. These are also great for the boat. These are great for outdoor picnics. Get you some bravazzi wherever you find fine beverages. Enjoy responsibly. Welcome to Nashville Restaurant Radio, the tastiest hour of talk in Music City.

02:04Now here's your host, Brandon Styll. Hello, Music City, and welcome to Nashville Restaurant Radio. My name is Brandon Styll, and I am your host. We are powered by Gordon Food Service, and we are leading into May, and May is Mental Health Awareness Month, and today we're talking with Jenny Bedell, who is an HR, Human Resources consultant. She works with a lot of restaurants, and I thought this would be a really appropriate way to start off the month, talking about how we can treat each other better, how we can focus on mental health. Lord knows if you listened last week, there's something I needed a lot of help with, because last week was a tough one, just putting out the episode. But by the way, I am doing much, much better.

03:06I think getting back into town, spending some time at work and getting back into a routine, plus just all of the amazing people that have reached out, just the amazing people that you have in your life, friends, family, are just, this whole process is a crazy process, but I'm doing much, much, much better, and I just want to say thank you to everybody for your kind words, and a little crazy to share everything on the podcast, but hey, this is real life. This is what happens. That's what you're going to get. So there it is. This episode is going to be a lot of fun. If you are listening to this, and it is Friday, then know that this Sunday, April the 28th, is the Tennessee Tasting. It's going to be at 114, it is going to be at 2nd Avenue, 2nd Avenue South, and it's going to be a lot of fun. A lot of restaurants there. There's going to be auctions, live music, booze, kind of the whole thing, and that is going to be Sunday. You can get your tickets at givingkitchen.org. All of the proceeds from this event are going to help restaurant workers.

04:09That is what The Giving Kitchen does. They help restaurant workers. If you're hurt, you need any help, and remember this, even if you're just a restaurant leader, anybody who works in a restaurant, if you or somebody you know needs help, they need help with their mortgage because of something that has happened, they need help with their electric bill, buying groceries because they broke their ankle, or there's been a cancer diagnosis, or you know somebody that needs to go to rehab, and they just can't go to rehab because they can't be out of work that long, The Giving Kitchen will come in and they will help you pay your bills while you go get better. So this is an amazing program, amazing people. This is their big Nashville fundraiser, and this is nationwide too. Anybody in the nation can get help with The Giving Kitchen, but this fundraiser this coming Sunday night, April the 28th, is a big deal. I will be there. I will be the emcee for the event. We're going to have a lot of fun. I would love to meet you. We will have our restaurant, Chago's Cantina is going to be representing there. We're really excited about that, and we'd just love to have you there.

05:12So I'm excited about this month. Next week we have Chef Jason, I think it's Ayakona, I'm going to say that. He's over at Miele, and I'm going to tell you right now, he has an amazing story in Mental Health Awareness Month. We broke a record in this episode for the most times saying the F-word, and I'm really excited about that. So you're going to love hearing that episode, definitely not in the car with your children, but we break a record on the show. So lots and lots of fun there, I don't know what that means. Let's get into this thing right now with Jenny Baddell. Super excited today to welcome in Jenny Baddell, and Jenny is with One Digital, and she is an HR consultant. We are kicking off Mental Health Awareness Month. We're doing it right. Welcome Jenny. Thank you. I am so excited to be here.

06:13Thanks for having me. I have not had an HR consultant ever on the show. No pressure. Don't mess it up, Jenny. Well, you know, I talked to a bunch of local restaurateurs, and one of the things that local restaurateurs, for the most part, don't have is a true HR department. It's like go talk to the manager, and this potentially is a 25-year-old person who used to be a server, and then was a trainer and a bartender, and has promised, and they elevated to a management position, and there's nothing wrong with that, but they certainly aren't HR managers, and so you actually work with a bunch of restaurants, and you help do HR for a bunch of restaurants. I do. I do. Me and my team have some wonderful restaurant industry clients, and yeah, I'm excited to be here, Brandon. I think it's such a unique demographic. There are some really cool kind of new tools and resources, I think, to help support the industry, so yeah, excited to dig in.

07:13Well, this is exactly what I want to do, but first, let's tell our listeners a little about yourself. You're a Nashvillean. You live here in Nashville? I do. Yes. Yeah. And you have family here in town? I do. Yeah, so I am actually a native Nashvillean, which is- What? I'm not a native Unicorn. It's so strange, but it's true. My family moved here when I was in the second grade, so I'm going to claim it. I feel like that means I can say I'm a native Nashvillean. I moved here in the fourth grade. Okay, so you can claim it too, right? Well, I have 35 years I've been in Nashville. Yeah, I think that counts. My wife was born at Baptist Hospital. No way. All three of my kids were born at, well, Baptist slash St. Thomas. So the day that my oldest, who's 10 years old, was born, the day we were born, we were watching them take down the Baptist sign and put up the St. Thomas sign. That was like- It's the end of an era. He was born at Baptist, and my eight-year-old was born at St. Thomas, midtown.

08:14Okay, that's how mine were. My older two were Baptist, last one at St.- Yeah. So that's how it was. End of an era. So you have three children? I have three children, yes. They are almost 14, 11, and seven. Big fun and big work. Absolutely adore them. Oh my gosh. Yes, it's my favorite job. They're wonderful. So they're in almost, we were just talking about this, right? I have one that's going into high school next year and one that's going into middle school. So talking about end of an era, it's a big deal. How are your mom feelings doing there? I mean, I'm way, way far up in my feelings, Brandon. It's a real thing. It's a real thing, but I'm trying to play the cool mom, you know, like, all right, we got this. Thankfully, my husband is very calm, cool, and collected. So he helps when I get, oh my gosh, my baby. They leave preschool and they go to kindergarten, kindergarten into the middle school, the middle school. You're like, they're just they because here's the thing. People don't understand that they are so small and they're so precious and so innocent. And every time they graduate to a new thing, it's almost like you're you're losing a part of that baby and they're getting bigger.

09:21And you're like, wow, you're equally proud and excited. But there's also a sadness because you want to just cherish those, those tiny little moments, you know. I mean, gosh, my oldest, some of her friends are doing driver's ed this summer. I'm like, what? That's my biggest fear in the world. Oh, same. All right, guys, have fun. You get in the car and go for the night like, oh, awful, awful. Can't even imagine. But exciting. I'm sure the independence is exciting. But yeah, terrifying for a parent. But yeah, so Nashville native, my husband is actually from New Orleans. So speaking about a restaurant scene that is really, really cool. But we met at UT Knoxville, moved back to to Nashville. And yeah, like you mentioned, I have three little ones and work for an amazing workforce solutions company called One Digital, where I lead our HR consulting practice here for Tennessee. And, you know, interestingly, we were talking about kind of, gosh, just the the world over the past four years. So I actually started at One Digital in 2019, which was, as we all know, like a few months before the world sort of imploded.

10:25So it was a really interesting time to be in the HR consulting business. There was just a lot of need, a lot of really basic foundational kind of HR and, you know, guidance that workplaces, restaurant industry, all workplaces in general really, really needed. So it was an exciting accelerator for our business. But it was intense, as I'm sure you can relate. What about it is intense? I mean, I can. Everything in life was elevated and amped up and intense. But like, what specifically in HR? What's the phone call you're getting a lot of that you're like, oh, my God, jeez. I mean, it was really all over the place. And it was everything that you could imagine. But I think it was, you know, everything from, you know, an employee has popped positive with covid. What do we do? Do we shut down our operation to gosh, you know, we need to furlough our employees. What does that mean foundationally from an employment law perspective? How do we navigate that legally? Yeah, that's a lot. Yeah, I mean, I could go on for the whole hour, but I will.

11:27Yeah, that that that that is a lot. So you do HR consulting. So let's just say one digital is a larger company and this is a portion of that company. But if I was a restaurant, independent restaurant, I could call one digital and say, hey, look, I don't have an HR department. I have Brad and Sandy and Lewis over here who are managers and I'm the general manager. And when somebody comes to me with a complaint and says, hey, I don't like the way that Jimmy said something over heard Jimmy say something about his experiences last night. And that bothered me. Yeah. Like, what do you do? Like, well, it wouldn't bother me like that. No, but it did bother her. Like, how do you take that seriously in these systems and processes and things they can if I'm a restaurant who works with you, I can pick up the phone and call you and go, hey, I need to know what to do in this scenario. And you can kind of just take over, right? I am your HR phone, a friend or actually my team. My team is wonderful. But but yeah, so, I mean, we do everything from full outsourced HR. So we have organizations, you know, restaurants, you know, multiple different, you know, industries that fully outsource their HR to us.

12:36So they do not have someone who is an in-house HR resource. And so we do an outsourced model in which we essentially do everything that would kind of touch your people function. We have other organizations that have HR teams and we supplement, you know, maybe they're not fully staffed, you know, maybe the expertise level of their HR team is different and some various needs come up in which they need a different level of expertise. And in that case, we would come in and supplement. And we also do project work. So, you know, sometimes we'll go into organizations, say you're a restaurant group that's really, really rapidly growing and you need some help sort of structuring whether you need an HR function. What does that look like? I think everybody needs an HR function. Everybody. Right. I mean, everybody needs to have at least access to an HR resource, whether you are, you know, obviously the larger organizations are going to have that built out. But I think, you know, for smaller organizations, it really is just, you know, number one, so critical that your people have that as a resource that are really driving policies, procedures, things like that in a consistent manner.

13:44And two, I mean, oftentimes an HR resource is the hub for sort of the cultural development of your organization. And I think that's, you know, really important as we're currently living in a world, Brandon, where employees are expecting much, much more from their employers than in the past. Do you think that's a good thing? I think it's a, I think it is a good thing. I mean, you know, I feel like we are in this kind of new, I don't want to say new world, but kind of new era where employees really want to be looked at as a person first and an employee second. And I don't think that's a bad thing. I don't think that's a bad thing at all. I think that we should be practicing that all the time. Absolutely. I mean, it really is like, you know, if you boil it down, honestly, it's about empathy, right? And I think, you know, the fact that employees are having that elevated expectation of their employer and, you know, it's, it's, this is a very deep and wide subject that we could talk about all day, but, but I think it is kind of forcing, you know, first for some, some are more proactive about it than others.

14:54Some organizations are more proactive about it than others, but I certainly think that for some, it kind of forces their hand a little bit to create a culture that is more of a, you know, again, people first, employee second type environment. Employee first or yeah, I know I'm with you. I think that that's a general shift in the entire industry that needs to be happening. What do you think some of the most, when you talk about hospitality, workplace issues, what are you dealing with? What are the things you see the most of? Gosh. I mean, there, there are quite a few statistics on mental health in the hospitality and restaurant industry burnout, obviously, um, you know, and I'm trying to remember off the top of my head, I'm going to have to look to tell you the exact statistic, but, um, food and beverage is actually quoted by mental health America to be one of the top three worst industries to work in from a mental health perspective. Why do you think that is?

15:55Can you, if you've worked with people in mental health issues, why do you, I have theories, but why do you think the restaurant industry specifically has more mental health issues? You know, my mind immediately goes to two things brain. And the first would be, you know, honestly, some people just aren't very nice from a clientele perspective. And I think, you know, let's just be honest. I mean, we've all witnessed it. It's, it, it always really bothers me because I think, gosh, why, right? You never know what somebody else is going through. You treat people with kindness, but, um, you know, it is what it is. So I think that could be a factor, right? Having to deal with that on an ongoing basis. And, and, you know, maybe you're not even trained to deal with difficult conversations or an unhappy customer. Right. So, so that piece, and then I would say secondly, you know, making sure that we are, are properly training our management staff to be not only good at their jobs, but to be effective people leaders, because that is really your first line of defense and employee engagement and, you know, kind of the, the overall satisfaction of your workforce.

17:01Like that's going to be your first line of defense. It's not going to be senior leadership. It's going to be those line level managers. And so, you know, being certain that we're giving those people the type of resources to be successful and then therefore, you know, ensure that their people are successful and that that's only going to lead to a better environment that's going to increase mental health outcomes. I don't think I could agree more. I mean, really, I mean, educating. Management. I mean, I think that's the thing that most people complain about or the thing that makes it the hardest is ineffective leaders on the front line. I'm dealing with hourly employees every single day. Like that's your, that's your thing. And if those people aren't empathetic and understanding, if they're just, I have one thing on mind and they treat people disrespectfully and it's all, it's not about them. That's it. That's a toxic thing. And I think it's rampant. I think a lot of people don't specifically train for, for that. Well, and what, you know, I think too, what, what does success look like for a leader and then what really having some, some definition around that, you know, is success like, what are your sales numbers is success, you know, maybe the feedback of your team and how they, they perceive your leadership, you know, what does that look like and maybe taking a little bit more of a holistic approach.

18:15If you have somebody in a leadership role to ensure that success looks like many different things that contribute to the success of the organization and maybe not just one thing. So how do you lead restaurants through that? Like, how do you, if, if I was to say, Jenny, I need that in my restaurant, how do you implement that sort of a thing? How do you work towards that? Yeah, I think, you know, at first you really have to look at and understand where you're at, right? You can't know where you need to go until you know where you're at. And so step one is, you know, where are you? Like, have your leaders been efficiently trained? Do you have policies, processes and programs in place to set them up for success? You know, the very first thing that I would say is if your leaders haven't been effectively trained in like HR 101 for managers, right? Is that a class that you guys teach? It is. Do you guys do that? HR 101 for managers? Yes, absolutely. And I think it's so important because again, they are going to be the first one to identify issues with their staff.

19:19Like more than likely the staff is not going to go straight to HR. They're not going to go straight to the COO, right? Or the leader, the overall leader, they're going to go to their leader. And so I think, you know, that would be a very tactical, easy first step. Like, let's just get them trained there. Secondly, making sure that they have soft skill, soft leadership skills. So understanding how to have critical conversations with their team, so on and so forth is really, really important. So, you know, I would always start with training, but I think you don't want to do it in a vacuum. You want to do it with a plan. Like, how does this tie in to other things that our organization needs? So, you know, if we're training, right. And we're educating these people, how are we tracking that? Do we have a performance management metrics? You know, does the team understand what success looks like in their jobs specifically? So I would really start there by looking at, all right, where are we? What do we have overall? Let's start with some very low-hanging fruit, some very tactical stuff. We can do first to at least start moving the needle and then let's dig into some of the other kind of deeper things that we need to understand.

20:25So again, what process and processes and procedures are in place? You know, what does, and this is, you know, it's so funny. I feel like whenever I say this, it is so oversimplified. But one thing that I always tell our clients is if you're having issues with workplace culture, if you don't know what your team wants or needs, just ask them. Right. And ask the question, ask the question and, you know, do it in a formalized way. So it's not just, you know, like, Hey, Sally, you know, but, you know, we can do things like employee engagement surveys, things like that, and use that data to help build out some of these, these programs and these policies, because there really is, there's no one size fits all. It's organization to organization. Right. Well, I think it's so interesting that hearing you say this, it's, it's kind of becoming clear to me, really, there's three major cashflow drivers in a restaurant, right? You have food cost, liquor, beer, wine, like beverage cost, and you have labor.

21:30And those three things typically add up to like 60% of your overall cogs, right? Your cost over gets all of your stuff. We have the Tennessee alcohol beverage commission. You have to take a class and you have to learn how to safely serve alcohol. And you have all of these laws around it. And so that major portion, there's training for everybody that has to go through. Food safety is super important, right? We have to go through serve safe training and all of just, there's, there's constant trainings about how we can serve food safely. Labor piece is the number one thing that you hear people complain about. There's this number one, we can't find any employees or, uh, the staffing market is really hard and what's hard to keep people and people, the server, they keep going to different places. But there's no mandatory training on how to treat those people. And that's such a major part of what we do. And it's almost like I hear restaurateurs talking about the people piece. Like it's this mystical thing and everything you just now described.

22:33Hey, HR 101, how do you, are you treating your people like people? Are you treating your people like workers and numbers and you need to do this? And I don't care if you work 80 hours a week, like you need to care if somebody works 80 hours a week, that's a, that's an issue that's going to lead to burnout. It's going to lead to all kinds of negative things, which like, Hey, I need the guy like, no force that person. And I actually have an employee who works 14 shifts a week, seven days a week, two shifts, like every, if we're open, he's on this guy and he's done it for 30 years. Wow. This is what he, he is the unicorn of everybody. But recently he had, I made him take a couple of weeks off. I'm like, you've done this for 30 years. You need to take, and, but this, this is his home. His name is Ron and he's at the greenhouse grill and he's famous. Hi Ron, I'm going to come see you. He's one of the most famous servers in the city. Cause anybody's listening is like, Oh Ron, man, I love Ron. He's always there because it's the thing people love. He's always there, but it's so important and it's not that hard to do, but it's an elective thing that you care about your people.

23:40Absolutely. Isn't that weird? I mean, why is there not like a mandate for that? Gosh. I mean, you know, to me that's, that's first things first, right? You know, we've, I started out my career in hospitality and I have a lot of respect for kind of the Ritz Carlton mentality in terms of how you, because essentially, you know, what they say, right? Is that your employees are going to treat your clientele the way that you treat them. And so, you know, especially, gosh, in the restaurant industry, in a hospitality business, like let's take it down to that. Let's start there. And then, because obviously, you know, you want your clientele to have an amazing experience. You want them to, you know, become net promoters to come back to your business. Well, gosh, it starts with your people. It absolutely starts with your people. A hundred percent and having a good culture. And I'm a big advocate of like core values. I think so many restaurants get it wrong that they think they can just hire into a culture and it's like, no, you have to have a foundation and that has to be the basis for everything that you do.

24:42We do the right thing and we do this and we do this and we do this. That's how managers know that's, that's the equalizer. Hey, no, our foundation is this, but if you don't have that, you're just hoping you hire somebody that has those soft skills. Those are hard things to even interview for, but you have to see them in action and then realize where you need to train because everybody's different. Well, and I think, you know, you bring up a really good point, you know, when we go back to talking a little bit about policies and process, listen, I know that that's not everybody's favorite. I'm an HR nerd, so I love it, but I know that that's not everyone's favorite thing to talk about. But what it really does is it helps your business, your restaurant have a set of standards. And so, you know, going back to your point about interviewing, I mean, really an applicant, once they start engaging with your employer brand, with your restaurant, that's the very beginning of their experience with you. And when you think about issues like recruitment and retention, which I know in the restaurant industry, in most industries, but really in the restaurant industry can be a big deal.

25:43How do you hang on to that person? Well, it really is about, if you think about branding in general, not even from an HR perspective, right, just holistically, how does that brand make you feel? That's really what it boils down to. And so when you think about, you know, you boil that down to an employer brand standpoint, when an applicant starts engaging with your restaurant or your brand, are they hearing back from people? Or are they kind of ghosted, right? You know, how are they feeling through that process? And then you get to the interview process. And I think, you know, again, you know, your comment about making sure that you have somebody that you're bringing in that really is a fit with your organizational values and culturally. To me, that is built in to your interview process. You create a process, you wrap around that and build that in. And I think another thing that's really important specifically in this industry that we've seen with clients that run restaurants, it's having a very, very realistic job preview on the front end. Like, hey, here's your schedule. You know, here's, you know, just, just being very transparent.

26:46I think a lot of times when we're interviewing, it's kind of like we're dating, like we want to put it, and that's a good thing, right? Um, but, but at the same time, we have to be honest and realistic about what the job entails. I'm going to give you a little bit of an, I'm going to share some of my secrets. Yeah, like I'm going to steal these for, yeah, you might, you might not. I don't know. Um, and I'm going to go into some of those secrets in just a moment, right after these words from our sponsors. Are you looking to grow your business or are you looking to start a business finding a retail spot is number one, you got to do this. And that is why we're talking about the Chandler James retail team at Lee and associates. Miller Chandler and Lee and James are your go-to brokers to do just that. They're located downtown in the heart of it all and the Batman building. And they're serving all of middle Tennessee. Let me tell you both Miller and Leanne are Tennessee native. So, you know, they know the neighborhoods, they know, they know the demographics and they can help you find your dream location.

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28:52Or you can give Erin Mosso a call directly. Her number is 615-319-6453. That's Sharpier's Bakery. One of the things that I think is very important is that when somebody applies for a job, we know that they're interested in working with us, right? So I've never been on a dating app. I don't know what they're about, but I imagine if somebody connects with you, it doesn't mean it's a match. It means now you get to know each other, right? So somebody applies for a job. They're kind of, Hey, I've heard about you. I know about you. So once it gets to me, if it's to me, and it's a third interview, I always sit down with them and I say, here's the deal. I'm going to interview you, but I'm actually not going to interview you. I think it's important that you want to work with us as much as we want with you. This is your third interview. We want to work with you. We like you. We think that it got to me. We think you're, you're a really good candidate. Okay. But I want to make sure that you want to like us. So today you're going to interview me about this job.

29:53And then I let people interview me about the job. And I answer all the questions that they want to know in a very, but it also tells me a ton about them in that process of doing that. But I think it's important that people want to work at your job and you can answer all of the random questions. I want them to start fully engaged and ready to go. And if during that interview, there's something they hear from me that they don't really match with, I think it's it's a million times better to find that out in the interview process than six weeks after they start working. Absolutely. You don't want to get to the altar and be like, this is, this is not working out, right? I want them to want to work here as much as we want. We know we want you to work here. So now let's figure out whether or not you want to work here. Ask away. What do you want to know about the company? I love that. And that gives them an opportunity again to, you know, really understand what does this job look like? And does it, you know, is this a fit with my life, right? Is this a fit for what I'm looking for? You know, and then, you know, moving kind of through the life cycle, like, you know, obviously the interview stage is so important onboarding.

30:58I don't know what some of your listeners are doing to onboard their, their new team members, but gosh, I cannot stress enough the importance of the onboarding experience. And I work with this wonderful, wonderful gentleman. He's the SUP of talent at one digital, the company I work for. And he, the other day he was giving a talk. I was listening to him and he was talking about the onboarding experience and really making it like a celebration. And he gave this example of, someone had bought a car at a Nissan dealership. And when they left, like the entire sales team had lined the, the dealership and was like cheering for them as they left. And it's like, that's really what you want your onboarding to look like. It's a celebration of the fact that you joined this organization. It's not like here's your I-9 paperwork. Please fill this out. So exciting. Yes, we have to do that. Like legally, right? Please do not hear me as the HR person coming on here and saying, do not fill out your legal paperwork. But you know, I think there has to be a component of celebration, right?

31:58Like you're on the team. Welcome. Welcome. Yes. People genuinely feel that and make sure that they, I think it's so important to make sure they have a buddy. And I know probably in the, with servers, that's pretty common. But I, you know, I think that is so critical. They have somebody to call and say, Hey, what do I do if this happens? That first 90 days, um, when you look at numbers and statistics from a retention standpoint is a really, really, really critical time period. That's a really good idea. Like assigning, like we have trainers and people that we have a lead trainer that, you know, kind of writes their schedule and works with them. But I don't think we assign like an individual person. Like this is your person. Anything is your person. You call them. Like I think like a sponsor, you know, sponsor, built-in friend. They know all the answers. Call them. If you need anything. Yep. How comforting is that just to know that you have a phone, a friend, if you're new, I love it. Like I'm sitting here going, wow, that is really, really great. Easy stuff. Doesn't cost anything. No, it doesn't cost anything at all. Um, what else? What else we got in the mental? I'm going to read.

33:01We have topics today. We do. We have topics. Have we talked about any of the topics? Yeah, we're doing really well. We're actually doing really well. I'm going to this, this is key topic number three on our list of topics from Parthenon PR. Shout out to my Parthenon girls. Shout out to Parthenon PR. Yes. I am the worst. I'll tell you, I'm the worst PR companies. If you're listening, I am so sorry. They send me all this information. Like we want to touch on these key topics. And usually like the last five minutes of the interview, I'm like, Oh shoot. Okay. Hey, Hey, I'm supposed to ask you about this new dessert that you have. Or, you know, I, I, I don't know. I'm terrible. So today we're prepared. We're going to touch on the key topics that the everything anyway, let's do it. Number three says shed some light, uh, shed light on some of the discrepancies in the restaurant industry while offering helpful insight on how to improve to make Nashville restaurants the best they can be for employers, employees, and guests alike. Wow. No pressure. Go. Gosh.

34:05Thanks Parthenon. Shout out. No, I'm just kidding. Um, what are some discrepancies that you're seeing? Discrepancies in the restaurant industry. I guess, you know, I think going back to what we've really been touching on. We did it without even thinking that's how good we are. Yes. Um, you know, I think there's kind of the recruitment and retention issues, which everybody is struggling with to some, listen, we are in what's called a demographic drought. Have you heard this term? No, this, this literally means that there are not enough workers and it's only going to get worse. Right. So, and it has to do with like the number of children people are having, you know, versus how many children, rapid growth of the city and if you put up a 30 story hotel, you need workers. Nashville is extra. We got, we got, we got a lot of Koreans downtown. So that means lots of growth. So yeah, I think that, you know, the, the recruitment and retention aspects of the conversation are heightened in the restaurant industry. Um, you know, because the turnover is historically pretty high. And so to me, that makes the things that we're talking about today, Brandon, even more critical, like they're critical for all organizations, but having your house in order to try to hold onto those employees that you have is, you know, it's critical in all industries. I think, gosh, the discrepancy is the turnover is pretty historically high in this industry.

35:27And so we want to lean into that even further. Um, you know, another thing I would say, and I know we touched on this a little bit is the mental health component of, you know, specifically hospitality in the restaurant industry and how that can be a pretty major factor. Um, you know, with burnout, with, you know, probably retention, I would say as well, you know, employees who are having mental health outcomes are, you know, probably going to want to take some time off and deal with that. So I think that can be a, um, another component that statistics show is higher in this particular industry. You know, I've noticed, and I've said this on the show many times. So if you're a regular listener, you're like, dude, we get it. We, we understand, but I've never had an HR person on the show. So this is really a lot of fun. I think the very nature of what we do causes mental health issues because they're unresolved. I think what happens is, let's just say you work in I shift, where you work a double that day. It didn't matter. But if you come in at four o'clock, you come in and Hey, everybody agreed. Everybody, maybe there's a family meal. Maybe there's not, but then you cut lemons or you roll somewhere, you prepare for the night.

36:30That's a very chill. You can like wear AirPods or whatever, and you just kind of do your thing. You do like a lineup at four 45, five o'clock and then it's still kind of slow. And then from five 45 to seven 45, it gets out of control. The restaurant floods with people. You go from not doing anything to every sense heightened. You're completely on moving in the directions and people stop being nice. Right? So where I may be cutting limits and going, Hey, how was your night last night? At six 45, we're on an hour away and it's insane around here. And you walk up to the chef and you say, Hey, can I get a ramekin butter? You get nothing and it's like all of a sudden people don't speak in a respectful way because there's no time to speak in a respectful way. It's very direct in the moment. I need, it's not personal, but this is what I need you to do. And that happens all just because there's a, every single person in that building is in a heightened sense of where you're at.

37:33Sometimes you say things to people that in a regular context would be really mean or I'm, I have thick skin. Like I can deal with a lot of stuff. That doesn't mean that when that shift ends, if somebody is rude or mean to me that I need to express that or deal with that. Right? So what happens at the end of these shifts are I'm a server and I messed up a table and I have to tell the chef, Hey, I forgot to ring in the entrees. I need them in two minutes. And then the chef berates me in front of the entire team table to my legs. I walk out of the kitchen and I go on the rest of my night, the shift ends and then I leave. What do I do then? I have all these emotions about what I just experienced. What is the easiest, most common way to deal with that emotion? Gosh, I mean, it's most people in the industry do this. They go drink. You go to a bar and you go, can you believe that motherfucker said this? Sorry, language, but can you believe this guy said this to me? And I'm so mad.

38:36And I think we need to like at the end of these shifts, like if you're a leader, a manager, you need to walk around to every employee before they leave and go, Hey, how was your shift today? Is there anything we need to talk about? Like, is everything okay? I know you and chef kind of get into it. I want to sit us all down before we leave. I don't want you to, I don't want you to go to bed angry. Right. I want to, but like that doesn't happen. And the regular response to that is I'm going to go smoke a joint. I'm going to go do whatever drug or I'm going to go to a bar with my friends and start drinking because I don't want to deal with what I just had to deal with and then do that six days a week. Well and wonder why there's mental health issues. Yeah. Like the difference it would make to your point, just having a space to process. Yeah. Right. To, to, to process in a healthy way. So I, so I was just looking down at my notes here and I was thinking as you were saying that just thinking about kind of the age demographic of a typical restaurant industry employee, Brandon, what would you say that looks like? 18 to 30.

39:37Okay. You're close. You're, you're pretty close to my stat there. So that, so basically the American psychology association says that eight adults ages 18 to 34 report the highest rate of mental illness at 50% in 2023. So 50% of adults ages 18 to 34 report that they are struggling with some kind of mental illness. And then like translate that to the demographic of the restaurant. And this isn't, this is just holistically, right? This is not specific to the restaurant industry. So it's gotta be higher. Oh yeah. I'm sure it's higher. So, you know, having some kind of, you know, gosh, I love your suggestion of like, what's just a creating a space to process, but there are also some really cool mental health resources that are targeted specifically at the restaurant industry. Can we talk about those specific things that are aimed at the restaurant industry right after these words from our sponsors? We can. All right. We'll be right back y'all. Y'all today we are talking as always about SuperSource. And you know, one cool thing about SuperSource is did you know that they develop most of their cleaning products and chemicals in their in-house facility?

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43:00You need someone who knows the industry, who understands your business, who will create a policy that protects your physical space and protects you and your staff too. Y'all Matthew Clements is that guy. He's the agent at Robin's Insurance for the hospitality industry with extensive industry experience himself. Matthew has the knowledge to create a policy that'll protect you and your business no matter what comes your way. Visit Robin's website at robinsins.com. That's R-O-B-I-N-S-I-N-S.com to get in touch with him or reach out to Matthew directly at 863-409-9372. Protection you can trust. That's Robin's. Okay. So we are back and now we are talking. We, we teased this previously. We're going to talk some mental health resources for restaurants. What are we looking at out there? Yeah. Well, I mean, I think, you know, going back just a little bit, you know, I think Starbucks and Chipotle were probably the pioneers in offering some mental health resources and really starting to do that for their employee populations with things like, um, uh, support line is one of them. It's a larger one. Lira Health.

44:10We actually have Lira at one digital. Um, it's a really great mental health resource, but it's, it's for larger employers. Um, there's also something called first stop health that can tie into that. You do. That's what we use in our company. So do you use the telehealth mental health resources? Both of them. Okay. We have mental health resources and we have just the telehealth. We've seen amazing outcomes from our clients who partner with first stop. Great. Really great. Yeah, it's a wonderful one. Um, but there's also some resources that really are targeted specifically to the restaurant industry. So, um, there's one, it's actually a nonprofit called chow, the culinary hospitality, uh, culinary hospitality outreach wellness. Um, and they offer free training resources online around mental health. Um, they offer some leadership resources as well. So that's it. That's a really great one. Um, another one called fair kitchens. Um, and that's, these are all, you know, resources that you can look up online. They offer a starter kit to kind of follow what they call their fair kitchens code. It's, this one's really targeted more for leadership and really can help organizations who maybe don't have the resources to hire somebody to come in and do this to help them develop things like organizational values, culture, and then, you know, kind of the more tactical things that we need to come alongside that. That's great. Um, and then there's another one called healthy poor and healthy poor is more of an advisory consultancy for the restaurant industry.

45:32So they can come in and look at, you know, how are you structured organizationally? They do have kind of training and leadership resources and things like that. So, so those are just a few that are targeted very specifically that, you know, listeners, you can go look up online if that's something that you're looking for, um, and could, you know, provide some, some of them, even no cost type resources. Wow. I also, I want to throw in, those are amazing. Those are like real resources to help you run mental health specifically. Right. I love that. I also, I always love to throw out a plug for the giving kitchen anytime that I possibly can because they help restaurant workers and part of mental health is, um, instability, financial instability. You break your ankle and you can't go to work and your paycheck to paycheck and you don't know how you're going to pay your rent. That causes real mental anguish and that's something the giving kitchen comes in and they can help do all of that for you. So if you are a restaurant worker or your restaurant manager out there and you have a worker who, um, needs help the giving kitchens and also resource for them.

46:33I love that because you know, none of these things happen in a vacuum, right? So, you know, when you talk about, and that's one of the things I love about what we do at one digital, it's such an all in approach. I mean, you know, when we talk about financial wellness, health, financial, you know, security from a compensation standpoint, job security, like these things all tie into your overall mental health. And so I think the fact that, you know, they're touching on so, you know, the giving kitchen is touching on so many of those different aspects. Um, and not just one is, is really critical. We're having a lot of fun here. I want me, I'm going to stop the fun. Can we stop the fun? I mean, I guess. We're not going to stop the fun. It's fun. I feel a responsibility because I learned something recently. I learned, um, we have three restaurants, I've got over 200 employees and I'm documentation like identifying how to document people. I, I called our HR, uh, expert.

47:33I want to give a big shout out to Marlene, uh, Marlene Guillen. She's amazing. And I said, I don't think we're doing this right. I don't think we're doing this right. Cause I think there's a lot of mental health issues around how people are held accountable. Is it a warning? Is it a second warning? Is it a fifth warning? Is it a firing on the spot? Is it a written warning? Is it a documentation? Is a final warning? Like there's so many different ways to go about this. And I learned a lot because Marlene came in and didn't in a class for our entire leadership team. And I was like, Oh, wow. This is a, there's a, there's a lot here, but it, and it makes complete sense. But again, and we had three people in the room or 30 year restaurant veterans. And I'm like, wow, this is really good stuff. So this is stuff that anybody out there can take and go, yeah, how are we documenting and how important is documentation in the grand scheme of things, but in a mental health aspect, allowing your employees to know where they stand without fear or fear of retribution, fear of getting fired.

48:47I think people need to know where they stand, where they need to improve and where they're doing great and then constant coaching. But there's a lot around that. I was hoping you could help address that. Yeah, absolutely. Well, I'm, you know, going back to the comment that you made about kind of, you know, having a presentation and three, three veterans being in the, in the room. I mean, your job is to run a restaurant business, right? Yeah. It's not necessarily to be an expert on employment law. And so that's, that's where I think it's so important to have access to a resource who does have expertise in that area, whether that be somebody that's in house or somebody that's, you know, outsourced or, you know, like that you just mentioned, I think, you know, that that's really important because if you hear me say anything about this subject, I'm going to start, I'm going to start with the ending in mind, right? I'm going to start with two things I think are really, really important. The first is consistency. It has to be consistent. It has to be from a legal standpoint. There's just a whole world of trouble that we can get into if there is not consistency in your performance management processes, right? Secondly, it's so incredibly important that employees are not surprised by performance feedback.

50:04We want to create a culture in which there is a constant loop of feedback. Yes. Yes. You know, we don't want to have a, Hey, it's your annual review, Sally. Like, yeah, you really blew it up this year. Sorry about that. You know, we need to be constantly communicating with that employee and providing opportunities to train and upskill or re-skill them if they get into a situation from a performance standpoint that they need some extra support. But I think going back to the question about documentation, first, I think you need to have a written policy on what your, what your stand is. You know, we have many different organizations that do it in many different ways and it's as deep and wide as the industries that we serve. I think, you know, what we see typically for the restaurant industry is for there to be a more formal written out policy, you know, and that's where, you know, step one is a, you know, verbal, verbal, right? Step two is a written documentation. Step three, you know, maybe that's a 30 day notice. Exactly. Exactly. And so what I would say to that is, you know, number one, going back to my original comment, gotta make sure it's consistent.

51:09And one way that you do that is by having a written policy that you can go back to, right? There's a favoritism comes into play here. I mean, if Sally is late five times and you give her four warnings and then John is late, but I don't really like John John, you're late one time. Next time you're getting written up. Yeah, that's not, I mean, we can't do that. That's a, that's a thing that we have to pay attention to because I guarantee you as a leader, if you're not paying attention to it, your entire staff is. Yeah. There has to be a consistent set of standards for what success looks like and what maybe not success looks like. Right. So, so what is that? You know, obviously there's no, there can always be some level of a gray area, right? That's going to take some interpretation, but I think you have to have something because when you think about HR, when you think about employment law, Brandon, what's important, what's really important is policy and practice, right? So you have to have the policy that you can lean on, right? This is our set of standards as an organization. It's, it's written here. We've etched it into the stone, right?

52:11Not to say that it can't be a living breathing document that you can change as your organization changes, but you got to have that set of standards. But then secondly, and this is where it's so important that your managers know and understand how to be leaders of people and performance managers, right? Yeah. Secondly, it has to be consistent in practice. So policy one, practice two. Policy one, practice two. I think that that's really good advice to write out a policy of exactly what it is and then cascade that message to everybody so that everybody's aware of what that policy is. It's funny cause all this stuff just basically boils down to one minute manager stuff. It does. I mean, let people know what the expectations are, then tell them they're doing a great job or redirect them like then document it, do it. Well, and you know, I know we've had, I've said multiple times I've referenced training, but you know, we really recommend that all of our frontline managers are trained annually on performance management best practices on kind of the basics of things like FMLA and ADA for them to recognize. I'm, I'm throwing out the HRA acronym.

53:22So yes. And the Americans with Disabilities Act and, and how those things kind of intersect. I mean, going back to the conversation around mental health, you know, the ADA now sees certain types of substance abuse disorders as a qualifying disability under the ADA. Really? So, yes. So, I mean, like what, um, well, it's mainly alcohol abuse. Like it gets a little bit, you know, when you get into the drug stuff, there's some legal implications, but mainly alcoholism. Yeah. Yeah. And so, you know, it's so important that again, these people that are on the front line with your employees every day, they know how to recognize, gosh, that employee, we may need to have a conversation about a reasonable accommodation with them. They don't have to be the expert to do it, but it's more training them to recognize it. Yeah. Um, so, you know, again, things around performance management, around harassment training, right? We need to know what's okay and what's not okay in the workplace. Um, and again, kind of just being able to recognize those employees who maybe perhaps they need some sort of leave. I think training frontline managers, as well as on soft skills on those three areas can, you could really see a major difference in your business.

54:33Wow. Okay, man, we're just, we're plowing through this stuff. We are really getting into it. Have we lost any of the listeners out there and like, Oh, I didn't know it was going to be like that. Once she started throwing down those acronyms, we were done. Okay. Let's get into, we have like, you know, 10 minutes left. Okay. So we got it. We got to cover the big stuff here and save the world in 10 minutes. I think we've kind of hit all of the things. Um, okay. Top tips for leadership, one digital's top tips for leadership. I'm looking over my notes as to what we've got. She's like, what the heck? Do as you preach. If your employees are seeing ownership or chefs working tireless hours, they're going to follow suit. Yeah. Do you, are you saying work tireless hours and then something that they'll want to do? Or are you saying don't work tireless hours and maintain balance? I think as a leader, you set an expectation of success for your team.

55:41And so, you know, I'll just give you an example. My day is pretty flexible, right? But I'm, it, most days are pretty intense, but generally two to five, I'm kind of shut down mom mode, right? So it's pickup time. Got to hear about the kid's day, all that kind of stuff. Homework. Yeah. Yeah. We got to go to baseball, right? But at eight o'clock, once my kids start settling, I'm usually on email. Like I'm trying to wrap up my day and you know, I know that's maybe not a traditional schedule, but I do not expect my team to respond to me at eight PM that night. And they know that. So I think, you know, just setting an example of what success looks like. And then if your example looks a little bit different, just making sure that your team knows like, look, Hey, you know, I'm, I operate this way, but we're all different. We want to create an environment for our teams as leaders of psychological safety where they can do their best work, right? And do it the way that they do it and be successful, but know that it doesn't necessarily have to look like what somebody else's best work looks like. However, you are setting the tone as a leader.

56:50If you're setting the tone that this environment is very toxic and it's work, work, work. And you know, I don't really care about what happens sending emails at two o'clock in the morning as like a feather in your cap that I'm working at two o'clock in the morning by two oh one, or this is done. No, I think there's, there's a manager sending emails at one or two o'clock in the morning as kind of a, Hey, they're going to see, I sent the email at two o'clock in the morning. Like I'm still working this late. I'm a go getter. And it's like, dude, you should be sleeping overwork and burnout is not something to hang your hat on. So, but it is in this industry and this industry, that's a real thing. I took Easter off this year. I took Easter off this year because I have children that are in that age that like, this is a magical time. And I heard somebody say, the only people who remember that you worked on the holidays are your children and family. And so we're open all these days. Like I don't really have a role in there. I just go there and it's a, I get to play restaurant the whole day. But I said this year, like I'm not going to go in because I want to spend that time with my family.

57:55And I was in like physical pain. I wasn't like physical pain that morning. Like I was like a withdrawal. Like my team is there working and I'm not. And how do I let them work and me not work? And once I got the message from the GM that like they had everything covered, everything was fine. I felt a little better, but like I was, it was weird. Like it was, that's how ingrained it is in me. You just got to be there no matter what. Like they don't even need me, but I feel like I need to, I have to be there to do all these things. And it's like, Oh gosh, I can relate to that on such a deep level and a little bit of a different way, but being the first HR consultant at one digital in Tennessee, like it's really been me and our amazing team, right. And in the other areas of our business that have built this business. And so, you know, gosh, having it really be me and me alone for a while, like when the business really started growing and I got to add members of my team to my team, letting go was really hard.

58:57It's honestly, it's still hard for me. But, but letting go was really a big challenge, but I will tell you as I have trained up my team who are the best in the business shout out to my team. I cannot do it without them. They are, they make me better. But as I started like releasing some stuff, there was this whole level of freedom where I could kind of walk into this new season of my career and learn and grow. And, you know, as they were kind of doing that simultaneously and parallel to me, but gosh, is it hard? Like I get that. It is very difficult. I think it's something that's normalized our industry that we've got to look at and say, Hey, coming to work sick isn't good. Like if you're sick, get better. Well, and also to, you know, going back to the conversation around re-skilling and up-skilling what you not being there, what opportunity does that give to somebody who is coming up in the organization or in the restaurant to really shine, to step up and shine? Yeah.

01:00:03A hundred percent. Well, this is, this has been so much fun. I don't know why I haven't had more HR people because this is typically correlate HR with fun. Or you should. They're synonymous to me. Every HR director I've ever had knew me personally. It's always, I am a, um, what's the word I'm looking for? I'm a rule breaker and I'm a troublemaker because I like chaos sometimes. You know, that's why I'm in this industry because I thrive on that, that time we described during that really hectic 5 45 to 7 45. That is like a drug to me. That is my every endorphin going all of your everything firing at one time. Like, Oh my God, that is the best for me. So yeah, it's a, it's a thing. Anyhow, tell people that if they would like to have your services, if they look, I love what she's saying and we are desperately needing that.

01:01:08How would somebody get ahold of you? How would somebody do a consultation to kind of say, Hey, are you a good fit for our restaurant? Is that cost effective? All of the things which as far as HR is concerned, like there's not enough money you can pay me for saving. If you can save employees and you can do the right way, every employee you lose things like $2,000 they said. So you'll lose 10 employees cause you don't have these processes like a guarantee you're going to save money overall. If you hire a good HR company like one digital and Jenny here to be your, your HR solution, how do they go about and do that? Yeah. Well it's typically 30% of an annual salary is kind of what you're looking at losing when an employee leaves. Okay. Um, and yeah, so, um, you know, I think the best way to reach us is through LinkedIn. You can go to our one digital website, contact me directly, um, which we can share. I'm sure resources, my email, I'm happy to give that in my phone number. Well, if you want to give it on here, you can give it. Yeah. Yeah. It's just J bedell at one digital.com. So J B E D E L L at one digital.com.

01:02:10And I'm going to shout out my, my phone number here on this podcast. It's okay. It's six one five four seven three eight six nine six. Um, and yeah, we, we can definitely talk. We can talk about how we serve other clients in the restaurant industry, how we work with them to build out best in class people programs. That's what we love to do. We, we get excited about that. Well, I certainly have enjoyed our conversation today. I didn't know where it was going to go. And I think it went a lot of places and I think we could do this for another hour on that. We could do this every week for the next six months, but it is mental health awareness month and we wanted to get this out here. And then right now we're going into Derby weekend and you've got Cinco de Mayo and then the following weekend is mother's day. You've got graduations, busy season for Nashville is about to hit. And if you're not thinking about your team and how their mental health through this, this is something that if you really get a grasp on it now leading into our busy season as a city, um, I think you're going to fare really well come September.

01:03:17I think you're going to be really happy with where you're at. The one thing that we do here is our Gordon food service final thought. You get to take us out, Jenny. Wow. Whatever you want to say, as long as you want to say it, the mic is yours. You have an open conversation with the six people that are listening. Gosh, no pressure. Six people. Um, you know, I'll go back to a recurring theme of our conversation today and that is, you know, treat people as people first and employees second. Think about, you know, obviously we have to have a certain set of standards and somebody told me at one time that just because we really care about people doesn't mean that we can't hold them to a set of standards. Actually we hold them to a set of standards because we care about them and their success. So I think, you know, treating people as people first, really thinking about, you know, putting yourself in their shoes, right? Simple basic stuff. What would I feel like if I was this employee going through this situation and as an organization, you know, how do we wrap our arms around them to walk them through whatever season of life, whatever season that they're in and their employee life cycle, because that's really how you create a brand and employer brand that people and like really subsequently clientele are attracted to.

01:04:40I love it. Wonderful final thought. Jenny Bedell, thank you so much for joining us on Nashville restaurant radio and I hope that you have a wonderful rest of your week and rest of the mental health awareness month and we'd love to have you back soon. This was great. Thank you for having me. And thank you again, Jenny Bedell for joining us here on Nashville restaurant radio. I, you know, as I listened back to that, there was so much good information there. Um, she was so sharp. I really, really enjoyed that. And I hope that you did too. I hope that you heard that and there's some good pieces and things you can take out of that because this isn't my wheelhouse. That's this HR stuff. Woo. It's not, it's not my wheelhouse. I'm usually the one who gets called to the HR office. So I'm glad that she was able to come in and hopefully some of you heard some stuff there that you can take and uh, you know, maybe it was, maybe it was positive. Uh, like I said, we'll be back next week with Jason Icona from Miele and you aren't going to want to miss this one. Um, it's, it's a good one. And uh, we appreciate you guys hanging out with us out here today.

01:05:46Hopefully we'll see you this weekend. Uh, Cinco de Mayo coming up. We got a lot happening and uh, we hope that you are being safe out there. I love you guys. Bye.