“We can’t keep anyone past three months.”
UK hospitality runs at 70-80% annual turnover and treats it as the cost of doing business. It isn’t — it is a P&L line most operators have never converted into money. Retention is won in the first 90 days and in the quality of the shift leader, not in the pay review. Read the retention guide →
“Our managers are great operators and poor leaders.”
Almost everyone running a hospitality team was promoted for being excellent on the floor, and almost nobody was taught to manage. The gap shows up as avoided conversations, inconsistent standards and good people leaving quietly. See the leadership workshops →
“Standards vary site to site.”
Multi-site groups rarely have a consistency problem in their brand standards. They have one in what each general manager believes “good” means, and in how rarely anybody says so out loud. Shared language fixes more than another audit will.
“We keep hiring the wrong people.”
Hospitality recruits on availability and experience, then wonders why retention is poor. Attitude and behaviour predict a good hire far better than a CV does — which is the whole premise behind WHY HATS. More about WHY HATS →
