David Hawthorne
Chief People Officer
Anchor Point Management Group, LLC
Episode 365
Restaurants aren't dead-ends: Uncover the real career growth and leadership opportunities
Current chapter: Built by People podcast features insights from world's top HR leaders
Built By PeopleDecember 27, 2024 · 10:08
Thesis
“The restaurant industry, often mischaracterized as a dead-end, actually provides substantial and proven long-term career growth, leadership development, and lucrative opportunities for employees, underpinned by robust internal development and continuous bench planning.”
Show notes
In this episode of the Built by People podcast, HR veteran David Hawthorne shares his insightful career journey, discussing his transition from college restaurant work to his current role as Chief People Officer at Anchor Point Management Group, LLC. David explores key aspects of HR's role in strategic leadership, skill acquisition, and succession planning within the fast-paced restaurant industry. He emphasizes the importance of continual development, mentoring, and dispelling misconceptions about the restaurant industry as a viable career path. David also provides advice on personal career advancement and stresses the significance of focusing on individual goals rather than comparisons. 00:44 Guest Introduction: David Hawthorne 00:56 David's Career Journey in HR 02:03 HR's Role in Strategic Leadership and Skill Acquisition 03:56 Bench and Succession Planning in Franchise Operations 05:20 Promoting the Restaurant Industry as a Career Path 07:05 Challenges and Opportunities in Franchise HR Strategies 08:10 Balancing Operational Needs with Employee Growth 08:58 Parting Advice for Young Leaders 10:01 Conclusion and Farewell
What you'll take away
- 1Proactively dispel negative myths about frontline jobs (e.g., fast food) by showcasing real-world career progression and competitive compensation.
- 2Implement a consistent and frequent bench and succession planning process (e.g., every four weeks) across all departments, not just operations.
- 3Leverage existing franchisor development programs while also encouraging external learning opportunities like books, webinars, and mentorship.
- 4Foster a culture where employees take personal ownership of their career development, setting individual goals rather than comparing themselves to others.
- 5Develop creative, low-cost HR strategies that maximize existing knowledge and systems to provide quality development and training within lean financial operations.
What most organizations get wrong
- •Challenges the notion that HR is a planned career path, stating most people 'just kind of fall into it'.
- •Directly refutes the popular joke and stereotype that 'fast food is a dead end', highlighting it as a lucrative and viable long-term career.
- •Expresses skepticism about significant generational differences in the workplace, suggesting that critiques of 'young leaders' are historically consistent.
In David's words
“I tell people all the time, I don't think people kind of grow up saying, I want to be in HR one day. They just kind of fall into it.”
This quote challenges the perception of HR as a deliberately chosen career path, suggesting a more organic entry for many.
“The owner of our company, Tom Cook started out frying taco shells at a Taco Bell. Now he owns 282 of them, you know, so it's something our brand president started out in as a restaurant manager. We've got directors of operations who started out as team members.”
These examples powerfully illustrate the significant growth and upward mobility possible within the restaurant industry.
“Every 4 weeks, our managers sit down and talk to their managers about their team... it goes all the way up to the executive level. Every 4 weeks, we're talking about where people are.”
This highlights a highly structured, frequent, and deeply embedded succession planning process that is core to their organizational DNA.
“there are restaurant managers out there running fast food restaurants that make $100,000 a year in total compensation. So, I mean, it is a lucrative business to be in... But I do my best to dispel that myth that, you know, fast food is a dead end.”
This quote directly counters a widespread negative stereotype about fast-food careers by revealing surprising earning potential and career viability.
“I do like to impress upon people, though, to really take your career into your own hands. Don't wait for somebody to hand something to you and don't worry about what other people are doing.”
This advice emphasizes personal accountability and proactive career management as key to achieving individual professional goals.
The problems this episode addresses
- •High industry-average turnover (over 100% in restaurants) necessitates robust internal development and retention strategies.
- •Negative public perception of frontline roles (e.g., fast food as a 'dead end') hinders talent attraction and retention.
- •Franchise operations face significant financial constraints due to royalty payments (4-5% of revenue), limiting budgets for HR programs.
- •The challenge of developing quality, impactful training, mentoring, and development programs with limited financial resources.
- •Employees' tendency to compare their career progress to peers can lead to dissatisfaction, underscoring a need for individual goal-setting focus.
In this episode
Built by People podcast features insights from world's top HR leaders
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In the Elevator With Taco Bell's HR Chief
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How HR Supports Strategic Leadership and Skill Acquisitions
David, what role does bench and succession planning play in managing 12,500 employees
David, What Role Does Bench and Success Planning Play in Restaurants
How can HR promote the restaurant industry as a long-term career path
Employment Strategy: Fast Food Restaurants
HR strategies align with franchise operations, and how do you navigate them
How Do Franchise HR Strategies Impact Franchise Operations?
David, any parting advice you'd like to share with our audience
Built by People: David
Topics covered
Organizations and entities mentioned
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