We spoke with some key industry stakeholders to discuss the high dropout rate of apprentice chefs and to find some practical solutions.
A Deloitte 2016 industry report showed that more than 38,000 chefs are needed throughout the country; an alarming number that’s predicted to increase to 123,000 by 2020.
For hospitality businesses, this is a serious concern. Sixty-nine per cent of venues are currently experiencing skill shortages, and this is likely to increase over the coming year.
One issue that’s contributing significantly to the shortage is the low retention levels of apprentice chefs across the industry. Over the last few years the dropout rate has increased, with some venues experiencing a 100 per cent yearly turnover.
If we can individually put more focus on addressing this issue, and find some workable solutions, then the industry as a whole is going to benefit. We spoke to a number of industry stakeholders to investigate further, and find out what can be done to combat this rising problem.
VET associate director of William Angliss Institute Stuart Walsh believes that newcomers to the industry need support and structured training before anything else.
“We have to try and engage with young people when they’re at their most impressionable stages and get them into some type of structured environment that creates a pathway or a funnel into the industry,” he says.
“The sooner people engage in the industry in a more constructive and meaningful way, the more likely they are to choose [to stay].”
Walsh claims “poor work environments” are responsible for the lack of apprentices, and high dropout rates.
“I think we can work on the standards of employment. We can certainly work on the way in which we treat people when we get them out there,” he says.
Tom Gunn of Proud Mary has worked in hospitality management for more than 10 years and believes the key is producing an educational environment.
“If all they do is peel potatoes for months on end, they’re not going to be too enthusiastic about the job,” he says. “You need to be continually teaching and training apprentices, so they see value in sticking around.”
“Legally, you need to train them, but I’d recommended going over and beyond what is required for the accreditation. Get them involved in the business side of it, like building menus, reviewing new dishes and that sort of thing.”
One business with a reputation for treating their apprentices well is MoVida; it has an impressive 80 to 90 per cent strike rate in retaining their apprentices.
Head chef Frank Camorra believes in a checklist of must-dos if a business hopes to keep both parties content.
“Obviously paying them well, respecting them and having a conversation with them." he says. "It’s about creating a culture in the kitchen where people feel valued and respected, I think that’s the cornerstone of anything.”
“We have appraisals with them regularly to see what they need from us and what we need them to improve on.”
By engaging with staff, Camorra is convinced there’s longevity in their employment. With many kitchens seeing apprentices as just an extra hand on deck, he’s mindful of the need to reinforce their value and highlight the potential for “progression”.
Head chef and co-owner of Rockwell & Sons and Bar Liberty Casey Wall also has a good track record of keeping apprentices. He’s built a prosperous kitchen culture by making the entire team feel valued.
“Ask apprentices for a contribution. For example, ‘How would you cook this carrot?’ Then give them some feedback on it. That’s a connection, they can identify that.
“Even if you don’t use it, they feel like they’ve offered their input. As opposed to thinking they’re just young and stupid, or that they don’t know anything. That’s not true, you can learn from anyone.”
Wall believes a thriving workplace is one rich in human interaction and genuine connection, and that if apprentices can experience this, they are more likely to stick around.
“I’m friends with everyone that works with me, both front of house and back of house in both restaurants, and that’s a luxury.
“I’m not saying that everyone has to be best friends with everyone they employ, but I do believe that creating connection and making them feel part of the actual restaurant, as opposed to them rocking up to work every day and doing what they’re told, like a military regime.”
Camorra places specific importance on chefs interacting with other chefs, for both networking and support.
“They have time to step back and actually discuss the problems that they’re having. Then they can meet other people going through the same things they are and hopefully gain some knowledge from each other,” he says.
Wall also believes “it can’t be a one-way street” when you’re dealing with apprentices.
“I think that’s the biggest thing, knowing how hard you can push individuals. You can’t treat all your chefs as the same person,” he says.
“Some people take vocal cues, other chefs need to be shown physically. You need to acknowledge that everyone who works for you is different and you have to treat them so,” he says.
Wall makes an effort to find out what makes his staff tick, and works to further involve them in the kitchen.
“One of the chefs at Rockwell right now, he’s really into fermenting things,”says Wall. “He’s making some really good stuff at the moment. I helped him out in the beginning and answered any questions he had.”
