{"id":130351,"date":"2013-03-28T04:00:00","date_gmt":"2013-03-28T04:00:00","guid":{"rendered":"https:\/\/pizzatoday.com\/departments\/2013-april-look-inside\/"},"modified":"2025-08-21T08:58:06","modified_gmt":"2025-08-21T08:58:06","slug":"2013-april-look-inside","status":"publish","type":"post","link":"https:\/\/pizzatoday.com\/news\/2013-april-look-inside\/130351\/","title":{"rendered":"Look Inside: Promoting Employees"},"content":{"rendered":"

\"lookInside02<\/p>\n

In 1996, a then-16-year-old Clayton Krueger began working as a dishwasher at Farrelli\u2019s Wood Fire Pizza in Lacey, Washington. Krueger later moved his way through various spots in the kitchen, earning more responsibility and praise along the way.<\/p>\n

Today, as the Washington-based chain holds six locations, Krueger serves on Farrelli\u2019s executive team as the director of marketing and communications.<\/p>\n

Among Farrelli\u2019s leadership team, two other senior members share a similar tale. Both IT Director James Mickelson and Director of Kitchen Operations Mike Rutledge have ascended the company ladder from entry-level spots.<\/p>\n

For Farrelli\u2019s President of Operations Jacque Farrell, the company wouldn\u2019t have it any other way. Cultivating internal talent, she says, has helped Farrelli\u2019s establish itself as one of America\u2019s top pizzerias, including past honors as Pizza Today\u2019s Independent Pizzeria of the Year.<\/p>\n

\u201cA core strength in our senior management team is the number of people who have grown with the company,\u201d Farrell says. \u201cThey understand our vision and are committed to the business.\u201d<\/p>\n

Convinced that a culture of talent development motivates employees and heightens productivity, many pizzerias share Farrelli\u2019s penchant for internal promotion. \u201cWe\u2019re a stronger company because we promote people who understand our culture and know what it takes to be successful here,\u201d says Gabriella Streicher, director of human resources for 35-unit, Chicago-based chain Lou Malnati\u2019s Pizzeria.<\/p>\n

Streicher says that 81 percent of Malnati\u2019s store managers have been promoted from within, while Farrell reports that each of Farrelli\u2019s current GMs has been elevated from the inside. Both restaurant leaders champion the benefits and advantages of promoting from within the restaurant\u2019s ranks.<\/p>\n

Most notably, hiring from within often carries less risk. No matter how comprehensive the interview process, it\u2019s a gamble that an outsider will embrace the restaurant\u2019s internal culture. With a current staff member, however, an operator knows the employee\u2019s character well enough to make a more informed personnel decision.<\/p>\n

\"Photo

Mike Rutledge of Farreli\u2019s Wood Fire Pizza worked his way up through the ranks to director of kitchen operations.<\/p><\/div>\n

That employee\u2019s familiarity with the restaurant, meanwhile, will mean less training and, ultimately, cost savings. Mary Dawson, assistant professor at the University of Houston\u2019s College of Hotel and Restaurant Management, says one executive for a regional casual-dining chain confided in her that recruiting, interviewing, and training a new manager over a six-month period cost the company an estimated $20,000. In contrast, a current employee innately understands the processes and culture of the organization and can therefore spend more time learning how to manage rather than discovering systems and policies.<\/p>\n

\u201cWe know them and they know us,\u201d Streicher says, adding that the mutual awareness also breeds a consistent guest experience.<\/p>\n

By promoting from within, restaurant leaders also show current staff that the restaurant offers possibilities rather than dead ends, a reality that improves recruiting and retention efforts. When Georgia State University hospitality professor Debra Cannon asks her students what they desire in their careers, most name advancement opportunities before salary. \u201cPeople want to see the ability for upward movement,\u201d Cannon says.<\/p>\n

 <\/p>\n

For all of internal promotion\u2019s benefits, however, the practice is not without its challenges. Industry insiders share five common problems created by promoting from within and offer battle-tested solutions:<\/p>\n

Problem:<\/strong> A newly appointed manager encounters trouble supervising her former peers.<\/p>\n

Solution:<\/strong> If possible, transfer the promoted employee to a different store rather than having her work in the current unit. If a transfer is not possible, consider providing progressive steps of heightened responsibility. Cannon says this should lessen some of those peer-to-manager challenges and provide the employee \u2014 and her co-workers \u2014 time to adapt. \u201cIt\u2019s difficult when someone goes from peer one day to manager the next \u2026 and you could be setting up that employee for failure,\u201d Cannon says.<\/p>\n

Problem:<\/strong> Feeling the need to promote based on seniority.<\/p>\n

Solution:<\/strong> The goal is to promote the right person from within, which doesn\u2019t mean elevating staff on tenure alone. Cannon calls seniority-based promotions \u201cdangerous\u201d and a practice that quality-minded restaurant companies reject. \u201cYou have to be prepared for tough conversations \u2026 and understand that not everyone is meant to be a boss,\u201d Farrell says.<\/p>\n

Problem:<\/strong> Charges of favoritism or bias follow an internal promotion.<\/p>\n

Solution:<\/strong> Announce the reasons someone was elevated, such as experience in different roles, performance metrics, or the particular skills the employee possesses that will help the restaurant succeed.<\/p>\n

\u201cShare the story of why someone was promoted,\u201d Cannon says. \u201cThis can help eliminate the negative talk that goes on, while also helping other employees see what\u2019s necessary to get ahead.\u201d<\/p>\n

Problem:<\/strong> Wonderful workers who, when promoted, struggle from a lack of leadership qualities.<\/p>\n

Solution:<\/strong> Recognizing this problem within their ranks, Malnati\u2019s began working with its managers to identify the skills necessary to be an organizational leader and then charged managers to assess those traits in promising employees. This, Streicher says, has helped curb the dicey situations that can arise when a quality worker earns a promotion, but then trips in the new position.<\/p>\n

Problem:<\/strong> Accurately assessing an employee\u2019s leadership chops.<\/p>\n

Solution:<\/strong> To gauge one\u2019s leadership potential, both Dawson and Cannon suggest making an employee a trainer first or involving them in new tasks, such as ordering, receiving, or operational duties for closing the restaurant.<\/p>\n

\u201cThis helps the operator get a better sense of the employee\u2019s abilities, but also allows the employee to feel valued and invested in,\u201d Cannon says.<\/p>\n

When to Scrap Internal Promotions<\/h3>\n

Even among the most devoted proponents of internal promotion, there remain times when restaurant leadership would be wise to look outside the organization to fill a particular role.<\/p>\n

As restaurants evolve, the need for new perspectives (understanding of a franchised system or catering) or skills (tech knowledge or menu development) may simply not be present in-house. In knowing the restaurant\u2019s present and future as well as current employees\u2019 strengths and capabilities, an operator can make more strategic and informed hiring decisions \u2014 even if it means ditching the internal promotion mindset.<\/p>\n

\u201cDecisions have to be business based and made to set the operation up for success,\u201d says Georgia State University hospitality professor Debra Cannon. \u201cOperators can\u2019t just hire for today\u2019s needs, but need to look at potential needs down the line, which may mean bringing in new blood.\u201d<\/p>\n

Chicago-based writer Daniel P. Smith has covered business issues and best practices for a variety of trade publications, newspapers, and magazines.<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

In 1996, a then-16-year-old Clayton Krueger began working as a dishwasher at Farrelli\u2019s Wood Fire Pizza in Lacey, Washington. Krueger later moved his way through various spots in the kitchen, earning more responsibility and praise along the way. Today, as the Washington-based chain holds six locations, Krueger serves on Farrelli\u2019s executive team as the director […]<\/p>\n","protected":false},"author":11,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","inline_featured_image":false,"footnotes":""},"categories":[3236],"tags":[],"topic":[3256],"class_list":["post-130351","post","type-post","status-publish","format-standard","hentry","category-news","topic-employee-management"],"acf":[],"yoast_head":"\nLook Inside: Promoting Employees - Pizza Today<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/pizzatoday.com\/news\/2013-april-look-inside\/130351\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Look Inside: Promoting Employees\" \/>\n<meta property=\"og:description\" content=\"In 1996, a then-16-year-old Clayton Krueger began working as a dishwasher at Farrelli\u2019s Wood Fire Pizza in Lacey, Washington. 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