Prioritizing the employee experience improves retention

Hiring challenges in the restaurant industry may have eased in recent years, but employee retention is still something of a challenge. As a result, more managers and executive team members are employing engagement initiatives and communication tools to improve workplace stability.

Although applicant flow has improved, 77% of restaurant operators say retaining employees is a significant challenge for their businesses, according to the 2025 State of the Restaurant Industry report.

Provide clear expectations and opportunities for growth

Nevertheless, new National Restaurant Association research has found that positive workplace experiences drive retention, and companies that set clear job expectations, provide mentorship, recognize commitment, and create career growth opportunities are rewarded with improved retention rates.

The report, Research Insight: Workforce Technology, determines that fostering a strong workplace culture and prioritizing employee engagement are the keys to holding onto good employees. 

“Companies who support good communication between team members and managers at the outset of employment help workers feel connected to colleagues and aligned with employers’ values, making it more likely they’ll stay a while,” says Chad Moutray, the Association’s Senior Vice President of Research and Chief Economist. “Creating positive relationships and opportunities for growth boosts retention. And those who invest in workforce technology tools that augment the process, like AI and data analysis, could further encourage long-term commitments from employees.”

The Potbelly Pulse survey

Fast casual Potbelly Sandwich Works recently rolled out an engagement tool called Potbelly Pulse. The digital survey helps the chain identify retention challenges, highlight potential areas for improvement, and offer insight into where and how the company could enhance its employee experience.

According to Patrick Walsh, Potbelly’s Senior Vice President and Chief People Officer, the survey serves as a check-in with employees. It’s issued following the first week of employment, then after 14 days, and, again, after 30 days. 

“The employee gets a ping on their phone saying, ‘Hey, we want to know how your experience is going,’” he says. “It's quick and gives us a bit of a pulse on what’s going well and where we have a good culture. We're still in the process of leveraging it to its full potential, but it’s providing data on almost all of our shops, and our district and regional managers get direct access to the data.”

Walsh notes that the program is designed to assess employees’ experiences and gather real-time feedback. He adds that the initiative differentiates the brand from its competitors by continuously monitoring sentiment and identifying issues and areas that require attention. 

“We implemented the platform last year, and it’s been doing a good job of indicating potential challenges,” he says. “It lets us know where we need to lean in proactively and put information into our managers’ hands.”

“I don't think a lot of our competitors have tried this yet, or invested in this level of engagement,” he continues. “Potbelly Pulse is allowing us to better assess what’s going on and where we need to improve. We believe it’s transforming the level of engagement, communication and coaching we provide for our leaders and frontline associates.”

Technology will continue to play a greater role in shaping workforce strategies, Moutray says. “AI-powered insights, predictive analytics, and enhanced communication tools are not only poised to further refine hiring practices but also improve overall employee satisfaction. Embracing technology and prioritizing a strong workplace culture will allow operators to build more successful teams, enhance efficiency, and create lasting employee engagement.”