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QSR Feature
Your Top 40 Hiring Questions

22 How should I conduct reviews?

All employees should have a hard copy of their job-specific responsibilities. Refer to this during your review and discuss which areas team members excelled in and which ones they still need some improvement in.

23 If I can’t afford to give employees raises, how can I keep them with my store?

Talk to them about where they want to be in three years or five years. That will turn you into a career mentor for them, not just an employer. As a result, they’ll be less likely to quit.

24 What’s a hiring practice I can implement that will boost my bottom line?

Train employees. You can lose a new hire quickly if they’re overwhelmed, underwelcomed, and undertrained. Since the average cost to hire someone is $1,000, lowering your turnover rate even slightly can reduce your expenses drastically each year.

25 How important is it to check references?

It’s essential. People often skip this step because so many companies can only verify employment dates, but even just knowing someone didn’t lie about that information is helpful. Plus, it’s a chance to speak to a potential customer.

26 Should I give my employees scholarship benefits?

It can be pricey, and it doesn’t produce immediate benefits for anyone. For that reason, some of QSR’s experts discouraged it. If you’re going to offer them, study somebody who’s done it well first (Chik-fil-A, for example).

27 How important is industry experience?

Don’t let that be your only criterion. Sometimes operators get so excited by similar experience on a résumé that they’ll hire the applicant immediately. Call their former employer first to ask, “Why doesn’t this person work for you anymore?”

28 What’s a reliable labor force that is untapped by quick serves?

Stay-at-home spouses who like to get out while their kids are in school are perfect for lunch shifts. Retired military personnel are often educated, disciplined, and mature hires. Retirees also work well because they’re generally good with customer service.

29 What resources should—and shouldn’t—I use to advertise job openings?

Websites like or that are targeted toward hourly workers or restaurant job-seekers are helpful. Job fairs, though, can be a hassle and will introduce you to people who aren’t necessarily interested in working in the hospitality industry.

30 What really matters to employees in terms of company culture?

Camaraderie and teamwork. If an environment is friendly and welcoming but competitive at the same time, that’s going to attract employees who love when the store is busy.

31 How can I be a better boss to my employees?

Practice servant leadership. Get to know each employee and do what you can to help them maximize their potential and reach their goals. That involves asking for their opinions, which can lead to a lot of great ideas.

32 What’s an unusual hiring practice I might want to consider?

Pay attention to how you’re treated at other restaurants. The best way to find people with great customer-service skills is to be a customer. If somebody really impresses you, tell them you’d like them to consider working for you.

33 What is a common hiring practice you would recommend against?

Taking applications and résumés at face value. Don’t let being busy get in the way of doing a real interview and getting to know somebody. That’s a short-sighted strategy that won’t serve you well in the long run.

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