Foodservice Footprint W9A7751 Doing a good job - The role of social responsibility in recruitment Best Practice

Doing a good job – The role of social responsibility in recruitment

Many foodservice companies accept a CSR policy is no longer a ‘nice to have’, it is becoming a vital element of securing and growing a customer base [1]. With the current industry challenges around recruitment, Paul Lumley, Brand and Communications Manager at NESTLÉ PROFESSIONAL®, takes a closer look at the role social impact plays on attracting and retaining staff.

“The scale of recruitment needed within the hospitality industry is staggering. Growth in the sector is surging [2] – outstripping all others since the economic crisis [3] – with People 1st estimating that 1.3 million hospitality workers will need to be recruited by 2024 [4]. With that in mind, companies need to think strategically about how to appeal to the next generation of hospitality professionals.

Millennials and meaning

“It is predicted that by 2025, 75% of the global workforce will be made up of millennials [5]While our research shows 60% of millennials would consider a career in the field, 45% also feel it would be a “stop gap” or “a job for students” [6]. With this in mind, we need to collectively inform and educate our potential workforce on how a career in hospitality can meet their needs.

“Studies show that consumers and employees prefer to purchase from, and work for, companies that are invested in social and environmental responsibility [7]. By showcasing the societal benefits, as well as adapting the industry’s culture to suit the demands of a modern life style, hospitality could change perceptions and secure its future in the process.

A pleasing profession

“With more than two thirds (70%) of hospitality workers saying they are proud to work in the industry [8], it’s fair to say that most people who work in the industry like to please others. So, when it comes to building a business where people want to work, it’s important to provide a platform for good work within it, but also outside it, looking at the social impact it makes on the community.

“More than 53% of people outside the sector think it would be rewarding to work in the hospitality industry [9] and it is, but for staff to feel good, it takes more than a financial reward. Businesses with the “feel good factor’ are the ones that contribute to the community. Whether that is ensuring a sustainable footprint goes above and beyond what is required, providing mentoring skills or contributing to food banks, making a greater social impact goes a long way to attracting employees and customers, who want to do business with a company that cares.

“Businesses can take this further. By finding out what matters to employees, – whether it’s local charities, world stage issues – organisations can build an attractive, personalised and authentic solution and instil a sense of community in the team.

For more insight on retaining staff download the BuzzBites Talking Talent report – an industry report with tips and advice from across the industry on how to attract, develop and retain talent. Visit

[1] Forbes, Millennials Driving Brands To Practice Socially Responsible Marketing, March, 2017

[2] British Hospitality Association, UK Hospitality Industry Productivity Report, June 2017

[3] Ibid

[4] People 1st, The Performance and Talent Management Revolution: Driving Productivity in Hospitality & Tourism, July 2017

[5] The Guardian, 2017

[6] BuzzBites: Talking Talent (survey of 1,600 participants), 3GEM in collaboration with Nestlé Professional®, August 2017

[7] Nielson, Global Corporate Sustainability Report, 2015.

[8] Buzzbites: Talking Talent (survey of 1,600 participants). 3GEM in collaboration with Nestlé Professional®, August 2017

[9] Buzzbites: Talking Talent (survey of 1,600 participants), 3GEM in collaboration with Nestlé Professional®, August 2017