Breakfast - Foodservice and Hospitality Magazine
Transcription
Breakfast - Foodservice and Hospitality Magazine
LABOUR PAINS How are foodservice employers responding to an HR shortfall? FROM THE OTHER SIDE Find out what hospitality students really think of the industry FRESHLY SQUEEZED Breakfast Consumers flock to juice bars CANADIAN PUBLICATION MAIL PRODUCT SALES AGREEMENT #40063470 Decadence THE MORNING MEAL GETS A FRESH START foodserviceandhospitality.com $4 | MARCH 2014 Everyday Ideas & Solutions Smucker’s Foodservice has been meeting the needs of foodservice professionals for over a century and are dedicated to delivering variety, quality and service. Contact your broker: Freeman Signature Ontario: • Toronto (647) 547-8292 Freeman Signature Québec: • Longueuil (450) 651-2040 • Ottawa • Montréal • London • Québec City (613) 366-2192 (519) 495-9646 ®/TM The J.M. Smucker Company (514) 552-1592 West – IPS: • (800) 525-5155 Atlantic – AMCA: • (902) 468-1501 © Smucker Foods of Canada Corp. 80 Whitehall Drive Markham ON L3R 0P3 (418) 478-1592 www.smuckerfoodservice.ca ® Smucker Foods of Canada Corp. VOLUME 47, NUMBER 1 MARCH 2014 CONTENTS Features 12 FRESH START 38 SMOKIN’ HOT The breakfast daypart is booming as consumers opt to pay more for premium nosh in the morning By Liz Campbell F&H offers tips to sourcing and installing top-notch smokers and barbecues By Denise Deveau ILLUSTRATION BY JEM SULLIVAN 26 THE GAP Faced with a growing labour shortage, operators have no qualms about bringing on temporary foreign workers and expanding their recruitment horizons By Jackie Sloat-Spencer 33 CHANGING OF THE GUARD Is it time to rethink the way hospitality graduates are treated in the workforce? By Bruce McAdams & Mike von Massow FOODSERVICEANDHOSPITALITY.COM Departments 2 FROM THE EDITOR 5 FYI 11 FROM THE DESK OF ROBERT CARTER 41 POURING FOR PROFITS: 44 CHEF’S CORNER: Juice Bars Murray McDonald, Fogo Island Inn, N.L. FOODSERVICE AND HOSPITALITY MARCH 2014 1 FROM THE EDITOR For daily news and announcements: @fsworld on Twitter and Foodserviceworld on Facebook. CULTURE CLASH “Plus ça change, plus c’est la même chose.” (‘The more things change, the more they stay the same.’) — Jean-Baptiste Alphonse Karr T “ If finding and keeping labour is such a big headache, and if the same problem exists today that has existed for the past 50 years, perhaps it’s time to take a different approach to solving the problem. ” 2 FOODSERVICE AND HOSPITALITY MARCH 2014 ake a look back through past issues of F&H, and it quickly becomes clear that, despite the passage of time, some things never change. Take the topic of labour, for example. As long as restaurants have existed in Canada, operators have typically viewed staffing as their biggest challenge (read: headache). Unlike in Europe, where service has always been considered an honourable profession, and even a vocation, the opposite rings true in North America. Sure, thousands of Canadians enter the foodservice industry, but, for many, it’s a pit stop on the way to something else. And, whether we point the finger at low wages forced by economic necessity, a transient workforce or serious shortages, the reality is clear: attracting and retaining labour continues to be problematic. Still, if finding and keeping labour is such a big headache, and if the same problem exists today that has existed for the past 50 years, perhaps it’s time to take a different approach to solving the problem. Granted, the industry has made great strides in this regard. Today, more than ever, an increasing number of young Canadians are enrolling in hospitality programs, many captivated by the allure and passion of becoming chefs. A good number of Canadians are also perfectly happy to be servers and bartenders because of the flexibility in scheduling and the attractive tips. And, many teenage workers, who look to the foodservice industry as a place where they can earn money while attending school, are perfectly content to work in the quick-service industry. To be fair, many operators have worked diligently to improve their salary packages, especially the bigger chains and successful independents, which appreciate that good working conditions and a variety of perks, namely health benefits, make for happier, more productive employees. But, for every good operator who truly cares about his staff, countless others are guilty of offering low pay, promoting deplorable working conditions and taking advantage of their staff. It may be hard to believe this reality in 21st-century Canada, but low pay and unattractive work conditions still plague the industry. And, as labour challenges persist (see p. 26) and today’s millennials become more vocal and less malleable about what they’re willing to accept in the workforce, the problem will only intensify. In fact, this month’s story titled “Changing of the Guard” (see p. 33) cites a recent University of Guelph survey that shows a growing number of hospitality graduates are disappointed in the state of industry and leaving it. It begs two questions: why is this the case, and what are you going to do about it? If the industry really wants to solve this age-old conundrum and promote a hospitable work environment governed by employers who truly care about their employees, it’s going to require a huge paradigm shift. It’s insane to think anything less will work. After all, as Albert Einstein is reputed to have once pointed out, “Insanity is doing the same thing over and over again and expecting different results.” Rosanna Caira Editor/Publisher [email protected] FOODSERVICEANDHOSPITALITY.COM PRESIDENT & GROUP PUBLISHER MITCH KOSTUCH [email protected] EDITOR & PUBLISHER ROSANNA CAIRA [email protected] ART DIRECTOR MARGARET MOORE [email protected] MANAGING EDITOR BRIANNE BINELLI [email protected] ASSISTANT EDITOR JACKIE SLOAT-SPENCER [email protected] EDITORIAL INTERNS DANIELLE SCHALK & JESSICA MAIORANO WEB COMMUNICATIONS SPECIALIST MAYA TCHERNINA [email protected] MULTIMEDIA MANAGER DEREK RAE [email protected] GRAPHIC DESIGN INTERN COURTNEY JENKINS AEP Resinite™ - The Canadian Leader in Food Packaging Don't accept anything but the best... “The Professional’s Choice™” Resinite™ - the Gold Standard in Foodservice Cling Film Featuring our Patented Zipsafe Cutting System – replacing traditional blades and cutting film safely and quickly, while reducing wastage. DIRECTOR JIM KOSTUCH [email protected] SENIOR ACCOUNT MANAGER/U.S.A. WENDY GILCHRIST [email protected] ACCOUNT MANAGER/CANADA STEVE HARTSIAS [email protected] ACCOUNT MANAGER/CANADA MARK SPASARO [email protected] CIRCULATION PUBLICATION PARTNERS [email protected], (905) 509-3511 ACCOUNTING ELSIE REDEKOPP [email protected] EXECUTIVE ASSISTANT TINA ALEXANDROU [email protected] ADVISORY BOARD BOSTON PIZZA INTERNATIONAL KEN OTTO CORA FRANCHISE GROUP DAVID POLNY CRAVE IT RESTAURANT GROUP ALEX RECHICHI FHG INTERNATIONAL INC. DOUG FISHER FRESHII MATTHEW CORRIN HEALTH CHECK CANADA I HEART & STROKE FOUNDATION KATIE JESSOP JOEY RESTAURANT GROUP BRITT INNES LECOURS WOLFSON LIMITED NORMAN WOLFSON MAPLE LEAF SPORTS + ENTERTAINMENT ROBERT BARTLEY NEW YORK FRIES & SOUTH ST. BURGER CO. JAY GOULD SCHOOL OF HOSPITALITY & TOURISM MANAGEMENT, UNIVERSITY OF GUELPH BRUCE MCADAMS SENSORS QUALITY MANAGEMENT DAVID LIPTON SOTOS LLP JOHN SOTOS THE GARLAND GROUP MANITOWOC FOODSERVICE JACQUES SEGUIN THE HOUSE OF COMMONS JUDSON SIMPSON THE MCEWAN GROUP MARK MCEWAN UNILEVER FOOD SOLUTIONS NORTH AMERICA GINNY HARE To subscribe to F&H, visit foodserviceandhospitality.com Volume 47, Number 1 Published 11 times per year by Kostuch Media Ltd., 23 Lesmill Rd., Suite 101, Toronto, Ont., M3B 3P6. Tel: (416) 447-0888, Fax (416) 447-5333, website: foodserviceandhospitality.com. Subscription Rates: 1-year subscription, $55 (HST included); U.S. $80; International, $100. Canada Post – “Canadian Publication Mail Product Sales Agreement #40063470.” Postmaster send form 33-086-173 (11-82). Return mail to: Kostuch Media Ltd., 23 Lesmill Rd., Suite 101, Toronto, Ont., M3B 3P6. Member of CCAB, a Division of BPA International, International Foodservice Editorial Council, Canadian Restaurant & Foodservices Association, The American Business Media and The Canadian Business Press. We acknowledge the financial support of the Government of Canada, through the Canadian Periodical Fund (CPF) of the Department of Canadian Heritage. Printed in Canada on recycled stock. www.aepindustries.com 595 Coronation Dr., Toronto, ON M1E 2K4 416-281-6000 ™ Shop with us and save for your business. • Restaurant-quality food • Restaurant equipment • Fresh meat and produce • Fresh and frozen bakery • Paper products and general merchandise • East Asian, South Asian and Middle Eastern foods • Large assortment of candy, chips and beverages • Check out our $20 boxed meat program! We have 51 stores in Canada. For a store location near you visit: Business membership is free. Sign up in store and start getting your member benefits right away. • Charge Accounts • Assembly and Delivery • Member Deals www.wholesaleclub.ca MONTHLY NEWS AND UPDATES FOR THE FOODSERVICE INDUSTRY A PIECE OF THE PIE Pizza players are piggybacking on the fast-casual trend with fresh new store designs BY JACKIE SLOAT-SPENCER FYI B urritos, better burgers and salads may have dominated the fast-casual sphere in the past, but there are new players in the game as pizza operators have begun to take cues from the burgeoning segment to re-capture lost share. Domino’s Pizza is turning the spotlight to its pizza artists by rolling out a new “Pizza Theatre” store format, which execs hope to incorporate into all stores globally by 2017. “It’s our new open-kitchen image,” describes Brandon Solano, VP of Store Development for the Ann Arbor, Mich.-based brand. “It will bring our customers closer to the hand crafting of our food; they will get to see our premium ingredients and they will have closer interaction with our pizza makers.” The design, which includes a step-up platform where kids can see the action, as well as kiosk ordering, is part of a marked effort to better cater to customers who “carry out” their meal, a contingent which comprises one-third of the company’s business. “It is important because carry out is a growing part of the business, and consumer expectations are higher because of the fast-casual segment,” he adds. In January, Pizza Hut revealed its next-generation restaurant format, which is beginning to roll out in locations across the U.S. It features a pizza-by-the-slice program, an upgraded ordering area with digital menu boards and an open seating area. “It’s important for us to keep pace with consumer behaviour,” says Doug Terfehr, Pizza Hut spokesperson, of the revamp, describing the ideal space as “open, simple and accessible.” Industry analysts say limited-service restos are smart to revamp their offerings to incorporate elements of fast-casual, where possible. “They’re doing it because they almost have to do it,” emphasizes Bonnie Riggs, restaurant industry analyst for NPD Group, who is based out of Rosemont, Ill. “In foodservice, there’s a lot of remodels, a lot more upscaling, more premium products and in terms of pizza, it doesn’t surprise me that it didn’t happen sooner.” It’s reflecting a more discerning customer base, too, she says, adding customers love the appeal of the innovation, creativity and high-tech nature of fast-casuals. “[Customers] traded down from casual dining and family dining, and traded up from fast food, and that’s helped drive the growth of these segments. I think we’re going to see a lot more [restaurants] trying to be more like fast-casual,” she says, adding “Not all will succeed.” LUNCH GRAB In keeping with the fast-casual theme, Pizza Hut is tossing more focus on its food as it seeks to boost lunchtime traffic, with its new pizza-by-the-slice program, which has begun to test in select U.S. markets. “Lunch is a huge opportunity for us,” emphasizes Doug Terfehr, Pizza Hut spokesperson. “Pizza-by-the-slice provides consumers the quick inexpensive option they’re looking for.” Cut from an 18-inch pie and served at a pizza bar, slices will range in price from $2 to $3 and include new, chef-inspired recipes such as chicken bacon ranch. PARTNERS IN PIZZA Fast-casual pioneer Chipotle Mexican Grill has announced it’s bringing its fast-casual philosophy to pizza, by partnering with the U.S.-based Neapolitan pizza concept Pizzeria Locale. Customers can choose from 10 classic pizzas, cooked in under two minutes, and high-quality sides such as prosciutto, meatballs and even wine on tap. “Opening Pizzeria Locale using a model similar to Chipotle allows us to make extraordinary pizza, made with high-quality ingredients accessible to everyone,” says Steve Ells, founder, chairman and co-CEO of Chipotle. FOODSERVICEANDHOSPITALITY.COM FOODSERVICE AND HOSPITALITY MARCH 2014 5 FYI COMING EVENTS TOP LOT: (l to r) David Weaver, Corby Distillers, Davin de Kergommeaux, chairman of the judges, Bill Atwood, Corby Distillers BEST IN SHOW Corby’s Lot No. 40 was named the Canadian Whisky of the Year at the fourth annual Canadian Whisky Awards, held recently at the Victoria Whisky Festival in Victoria. Distilled at the Hiram Walker Distillery in Windsor, Ont., the top producer uses a 100-per-cent rye grain recipe developed in the 19th century by Joshua Booth, a Canadian pioneer distiller. “Interest in Canadian whisky is growing tremendously,” said Davin de Kergommeaux, chairman of the judges. “Export sales of Canadian whisky worldwide were up 25 per cent in 2013, and the upward trend continues. Canadian whisky producers are stepping up to the plate with new high-end releases. More small-batch and top-end deluxe whiskies are available now than ever before.” Other Whisky Award winners included Alberta Premium Dark Horse (Connoisseur Whisky of the Year Domestic Market), Forty Creek Heart of Gold (Connoisseur Whisky of the Year Best New Whisky), Masterson’s Straight Rye Whisky (Gold medal), Wiser’s Red Letter (Gold medal) and Crown Royal Black (Gold medal). MARCH 2-4: CRFA Show 2014, Direct Energy Centre, Exhibition Place, Toronto. Tel: 800-387-5649; email: [email protected]; website: crfa.ca MARCH 3-5: International Restaurant & Foodservice Show of New York, Javits Center, New York. Tel: 203-484-8055; email: [email protected]; website: internationalrestaurantny.com MARCH 5-6: North American Summit on Food Safety, International Plaza Hotel, Toronto. Tel: 416-944-9200 x200; email: customercare@strategyinstitute. com; website: foodsafetycanada.com APRIL 2-4: SIAL Canada & SET Canada, Palais des congrès de Montréal. Tel: 514-289-9669; email: [email protected]; website: sialcanada.com MAY 1: Icons & Innovators Breakfast Series, Toronto. Tel: 416-447-0888 x236, email: [email protected]; website: foodserviceandhospitality.com For more events, visit http://bit.ly/HNqE9U READY, SET, SIAL Consumer trends will be front and centre at the 11th edition of SIAL Canada, the international food-and-beverage tradeshow, which will be held April 2 to 4 at the Palais des Congrès in Montreal. While last year’s show, held in Toronto, welcomed nearly 13,000 visitors from across Canada and the globe, this year’s event is positioned to bring in even more, with 750 exhibitors (including 350 Canadian companies) and more than 14,000 attendees. Features include Olive d’Or, an olive oil tasting session; La Cuisine by SIAL, a competition for corporate chefs; The Lab, a pastry event; and SIAL à Manger, a new project that highlights Montreal’s restaurants, organized in partnership with the Association des Restaurateurs du Québec. In addition, the show will feature educational sessions that highlight food innovation, ethnic products, packaging, food waste, health and gastronomy. SIAL Canada will mark the first celebration of the international brand’s 50th anniversary, which will continue with SIAL tradeshows across the world, culminating with SIAL Paris in October. FOODSERVICEANDHOSPITALITY.COM FYI TWEET A COFFEE Starbucks has discovered a new way to share its brand online (and boost sales) through Twitter. Starting January, the company launched its Tweet-a-Coffee program, whereby Twitter users can tweet $5 e-gifts to other users, who can then redeem them at Starbucks stores. “Starbucks is a gathering place that creates moments of connection between people every day. Tweet-a-coffee is a new way for our customers to connect with friends and followers and share the gift of Starbucks instantly,” said Richard Burjaw, VP of Starbucks Coffee Canada. RESTO BUZZ El Caballito has joined the Toronto tequila restaurant scene, offering 64 different tequilas and mescals alongside authentic Mexican street food, with specialties such as the Tostada de Atun, made with tuna sashimi, magnolia sauce, avocado, crispy leeks and a corn tortilla ($5.75)...Edmonton received a new addition to the food scene on 124th Street, with the opening of Daravara. Helmed by chef Shane Loiselle, the restaurant and bar offers an amalgamation of French, Canadian and American regional cooking, with a pinch of Latin spice…The Lake House has opened its doors to Calgary diners in its new location at Lake Bonavista. Head chef Thomas Neukom’s dishes can be enjoyed in a casual lounge setting as well as a fine-dining area… Eggspectation is expanding with a new location in Toronto’s Bell Trinity Square. The restaurant offers dishes such as the Sugar Shack, with two scrambled eggs, crêpe bretonne, sliced ham, baked beans and Lyonnaise-style potatoes ($11.25)...The owners of modern Chinese restaurant Wild Rice have closed the doors of the original location at 117 West Pender St. in Vancouver. The restaurant’s New Westminster and River Market locations will remain open. Opening a new restaurant? Let us in on the buzz. Send a high-res image, menu and background information about the new establishment to [email protected]. IN BRIEF Ontario’s minimum wage is set to rise for the first time in four years, from $10.25 to $11.00, beginning June 1...The Atlanta, Ga.based Manufacturers’ Agents Association for the Foodservice Industry (MAFSI) predicts a 5.5-per-cent growth in Canadian equipment and supplies sales, including an increase in equipment (5.7 per cent); supplies (5.3 per cent); tabletop (3.6 per cent) and furnishings (7.3 per cent)...Cineplex Entertainment has acquired a 50-per-cent stake in YoYo’s Yogurt Cafe, a London, Ont.-based self-serve frozen yogurt chain. Cineplex plans to open more YoYo’s units in its existing theatres as well as standalone locations...U.S.-based Panera Bread Company is expanding in Ottawa, with the opening of its 13th bakerycafé location in Ontario and first unit in Ottawa...Toronto-based Mr. Greek has opened the first of five planned locations in Kuwait...Etobicoke, Ont.-based Pizza Pizza has added two new locations in Montreal, building on its goal to open 10 locations in Quebec this year...Carl’s Jr. recently launched its newest location in Abbotsford, B.C., making it the eighth location in Canada. This is only the beginning for the chain’s growth north of the U.S. border as its operator, Carpinteria, Calif.-based CKE Restaurant Holdings Inc., has major plans to expand across Canada in the coming months and years. PEOPLE Imvescor Restaurant Group has reappointed Denis Richard president and CEO. Roland Boudreau, Gary O’Connor and François-Xavier Seigneur have also joined the Board of Directors...JeanPhilippe Miron is the new chef de cuisine at Montreal’s long-running Globe Restaurant. The Repentigny, Que. native is a graduate of l’Institut de Tourisme et d’hôtellerie du Québec and has previously worked at Simplé Chic and Au Pied de Cochon... There’s new leadership at the Louisville, Ky.-based Yum Brands as the company has named David Gibbs president of Pizza Hut in the U.S., and Jason Marker as GM of KFC in the U.S. Gibbs was previously president and CFO of Yum Restaurants International, while Marker was previously CMO for KFC in the U.S. The company has also FOODSERVICEANDHOSPITALITY.COM FYI SUPPLYSIDE Nick Perpick announced it has reorganized its business by combining Yum Restaurants International and the U.S. individual divisions for KFC, Pizza Hut and Taco Bell...Nick Perpick retired in late January as president and COO of Prime Restaurants Inc. The foodservice veteran co-founded the first Casey’s Grill • Bar in 1980 in Sudbury, Ont. Sparks, Md.-based Mcw Company celebrates its 125th anniversary with a new campaign, Flavour of Together, which invites culinary professionals from across the globe to share stories about how food and flavour plays a special role in their lives...Landsberg am Lech, Germany-based Rational, celebrated its 40th year in business. Dr. Günter Blasche left his post as the chairman of the Board of Rational AG and will be replaced by Dr. Peter Stadelmann...C.W. Shasky has debuted its new 4,000-sq.-ft. Culinary & Mixology Solutions Centre in Oakville, Ont., complete with a new commercial kitchen, mixology centre and two conference and dining rooms...Tom Dickson, CEO of the Orem, Utah-based Blendtec company, is advancing hands-on learning by donating $1 million towards a children’s science museum in Utah, scheduled to open in spring... Chicago-based Flat Tech Inc. offers a solution for wobbly tables with its new table bases that align using a hydraulic system... Waterloo, Ont.-based Piller’s Simply Free Smoked Breakfast Ham was named the Best New Fresh Packaged Meat by Consumers, as part of the 2014 BrandSpark New Product Awards...Franklin Park, Ill.-based American Metalcraft has released its modern interpretation of the old-fashioned milk bottle for foodservice that can be used to pour juices, teas and even beers...Vancouver mixologist Lauren Mote is expanding her Bittered Sling line of bitters and extracts with the addition of Kensington Dry Aromatic and Malagasy Chocolate. OBITUARY: John Schmied, former chairman and national president of what is today known as the Canadian Culinary Federation, died in January. Schmied served as president of the federation from 1968 to 1969 and was a member of its Team Canada; he also contributed to two books about the foodservice industry, including the Canadian Menu Manual, produced in partnership with Kostuch Media Ltd. Ontario Hostelry Institute Chefs Supplier s Hotelier s Educator s Media Restaur ateur s Ar tisans Students 2014 OHI GOLD AWARDS DINNER CALLING EVERYONE TO THE TABLE. Excellence – Passion – Achievement – Success. These words embody the mandate of the Ontario Hostelry Institute. Each of these attributes is difficult to achieve in any industry and the Hospitality, Foodservice and Tourism industry is no exception. Every year the Ontario Hostelry Institute ensures that these attributes do not go unnoticed by acknowledging and celebrating these achievements at the Annual OHI Gold Awards Dinner. The OHI Gold Awards are awarded to individuals in our industry who exemplify passion, achievement, success and whose commitment to excellence enhances not only the industry but also the image of Ontario and Canada among thousands of diners, travelers and vacationers year after year. Come to the Table and join us to celebrate these amazing men and women on Thursday, April 24th, 2014 at the Four Seasons Hotel in Toronto. Partake in the celebration of this continuing legacy. Tables and tickets are available for purchase at www.theohi.ca or by calling 416-363-3401. Ontario Hostelry Institute 300 Adelaide Street East #339 Toronto ON M5A 1N1 Tel: 416-363-3401 Fax: 416-363-3403 www.theohi.ca FROM THE DESK OF ROBERT CARTER UNCHARTED WATERS Foodservice brands need to innovate when expanding into global marketplaces, which are dominated by local cuisine E daily restaurant visits. Following in second place is McDonald’s, which is ubiquitously seen as a global brand, capturing 10 per cent of Canada’s daily restaurant use. The main reason for the popularity in domestic restaurants may be the local population’s desire for its native cuisine. After all, every country has its own top 10 list of most consumed items, such as buns and soybean milk in China; sushi, miso and rice balls in Japan; doughnuts in Canada; tapas in Spain; and bacon in Great Britain. Of course, select menu items have transcended borders and are commonly found at restaurants in countries around the globe. For example, coffee is popular in most very day there are more and more stories about foodservice brands expanding globally, as favourable trade agreements between countries open the door for growth. But, international growth is more difficult than it appears, since the global market remains dominated by restaurants that are local to the country in which they operate. According to NPD’s Global CREST survey — which tracks consumer restaurant behaviour in 12 countries around the world — global restaurant brands account for less than 10 per cent of market share. As such, domestic chain restaurants capture the vast majority of restaurant visits in most countries. In Canada, Tim Hortons is a Canadian-made success story, having grown to earn 27-per-cent share of the country’s Global restaurant chains capture less than 10-per-cent share of the global foodservice market 86% 84% 91% 94% 93% 88% 92% 93% 98% 90% 82% Domestic S.A . Ru 18% U. ia 10% ss ly 2% Ita in 7% Sp a nc e 8% Fra rita tB Gr ea Ge in y an pa n 12% 7% rm 6% Ja da na ia Ca tra l Au s 9% Ch 16% 14% ina Global Chains countries; beef burgers are among the top 10 foods consumed at restaurants in every country, except Italy and China; french fries are among the top 15 most consumed items in every country, except China; leaf salad is enjoyed in nearly every country; and pizza is top-ranking internationally with the exception of Asia. And now ethnic cuisines are slowly gaining popularity, too. Major ethnic cuisines can be found almost everywhere — sushi is prevalent in Moscow, London and Chicago, noodle bars have emerged in Europe and North America, and consumers in most countries enjoy French, Italian, Chinese, Indian, Tex-Mex and Spanish. Nonetheless, ethnic foods are rarely among the top menu items ordered in restaurants worldwide, save a few exceptions. For example, the British are more likely to order Chinese and Indian foods at restaurants than a traditional roast or fried fish as a result of a shifting ethnic population. In the U.S., Mexican food is one of the most consumed menu items, while in Canada, over the past five years, Asian food continues to be one of the fastest-growing menu items. Overall, since consumers around the world generally prefer their native cuisine, operators looking to expand globally should learn the dynamics of the local population in which they wish to operate and adjust their menus accordingly. l Robert Carter is executive director, Foodservice Canada, with the NPD Group Inc. He can be reached at [email protected] for questions regarding the latest trends and their impact on the foodservice business. FOODSERVICEANDHOSPITALITY.COM FOODSERVICE AND HOSPITALITY MARCH 2014 11 FOOD FILE Fresh Start D r. John Harvey Kellogg promised cornflakes were a quick and healthy start to the day when he launched the revolutionary breakfast food in 1895. Years later, in 12 FOODSERVICE AND HOSPITALITY MARCH 2014 1975, McDonald’s rolled out the Egg McMuffin and breakfast changed. Perhaps it was its portability that catapulted the breakfast sandwich into the culinary stratosphere. After all, busy The breakfast daypart is booming as consumers opt to pay more for premium nosh in the morning BY LIZ CAMPBELL commuters often eschewed breakfast for grab-and-go coffee. Suddenly they could grab a seemingly healthy meal on the go. Nutritionists pushed the message — breakfast is the most important meal of FOODSERVICEANDHOSPITALITY.COM FOOD FILE the day. The breakfast sandwich was born. “Breakfast sandwiches and coffee are both on the CRFA’s ‘What’s Growing’ list,” says Garth Whyte, president and CEO of the Canadian Restaurant & Foodservices Association (CRFA). “It appeals to two ends of the spectrum — the time pressed and those who want a good breakfast.” Not surprisingly, sandwiches are the top-selling breakfast item at Tim Hortons. “Mornings are a very busy time for many people. QSR breakfast guests are looking for convenient locations, fast and accurate service, delicious and portable food and beverage offerings,” acknowledges Julie Unsworth, director, Category Brand, Food, for Tim Hortons. “We also know many guests are trying to eat healthier. We provide a wide variety of breakfast options, including many better-for-you choices like our new Turkey Sausage Breakfast Sandwich ($3.29). All of our breakfast sandwiches are always made fresh to order.” But, breakfast is evolving across dayparts. Since 2007, annual breakfast/brunch occasions have grown by 159.7-million visits. And, although breakfast/brunch accounts MORNING MEAL: Tim Horton’s Biscuit Egg and Ham breakfast sandwich is one example of the popular grab-and-go morning meal sandwich option; Cora Breakfast and Lunch offers innovation with its Ode to Oatmeal for only 15 per cent of total restaurant traffic, it has been responsible for 56 per cent of visit growth in the foodservice industry during the past six years, (growing every year). “QSR chains have been the most impactful driver of the breakfast growth trend. Their share has grown from 62 per cent to 71 per cent from 2007 to 2013,” explains Robert Carter, executive director, Foodservice, with NPD Group Canada. “While motivators for breakfast are convenience, habit and time crunch, it seems loyalty, craveable items and FOODSERVICEANDHOSPITALITY.COM Piller’s has your favourite wiener. GLUTEN FREE LACTOSE FREE Are your hotdog sales bouncing around in the Minor leagues? Switch to Piller’s Ball Park® wieners and your sales will reach All-Star status in the Major leagues! Ball Park ® Original and All Beef wieners are crafted with a great taste by the trusted sausage makers at Piller’s Fine Foods. Contact Piller’s Foodservice for your All-Star lineup of Ball Park ® wieners. www.pillersfoodservice.com FOOD FILE SIZZLING EATS Breakfast menus across the country are sprouting decadent options. Here are a few we found: SWEET & SAVOURY: Calgary’s Sweet Life restaurant offers customers indulgence and sustenance with dishes such as the popular Bacon’eh’tor (above, left) and the Regular Joe (above, right) BACALAO, ST. JOHN’S, N.L.: Partridgeberry-Apple Belgian Waffles are crispy on the outside and tender on the inside. They’re served with quality have been a strength for FSR.” Cora Mussely Tsouflidou figured that out 26 years ago. “Place a good breakfast in front of people, and they love it,” she has said. At Cora, there are more than 100 offerings, so there’s something for everyone, and most come with beautifully cut fresh fruit. “We have some decadence of course, but we focus on health. It’s top of mind for our customers,” says David Polny, EVP of Cora Breakfast & Lunch, a chain with 130 locations across Canada. And loyalty continues to drive sales. But as breakfast thrives, other dayparts are losing customers. The breakfast meeting seems to be replacing lunch and dinner — it’s cheaper, faster and perceived as less self-indulgent. According to NPD, lunch and supper together contribute to only 10 per cent of incremental traffic gains, and FSR traffic is still trending down this year. The solution for many operators has been to begin serving breakfast. The CRFA’s Whyte points to a number of restaurants and pubs that are now serving weekend brunch, daily breakfast and even all-day breakfast. For example, Toronto’s Barque Smokehouse serves a breakfast Benny with brisket or warm partridgeberry-cranberryapple compote and whipped cream ($13, plus $3 for local sausages or bacon). TWISTED FORK, VANCOUVER: The Bacon frittata is filled with thyme-roasted cherry tomatoes, zucchini, caramelized onions, brie and fresh basil. It’s served with fresh greens and sweet corn relish ($13.50). LE PASSÉ COMPOSÉ, MONTREAL: The poached duck egg with duck confit is served with butternut squash, parmesan, chives, INGREDIENT OF THE MONTH: MAPLE SYRUP Nothing says local and Canadian like authentic maple syrup. Canada is the largest producer in the world of this natural sweetener that’s an excellent source of important nutrients such as zinc and manganese. Maple syrup is graded based on colour and clarity. While the provinces can differ in their grading systems, in general, the top grade (usually designated no. 1) includes Extra Light, Light, and Medium; No. 2 is usually Amber; and No. 3 includes Dark or any other ungraded category. The darker syrups are usually produced later in the season and tend to have a stronger flavour, are more nutrient-dense and may be thicker in consistency. Many real maple lovers prefer these though they may not be as clear and golden. Maple syrup is expensive but perceived to offer added value by customers who are generally willing to pay more for the real thing. Traditionally served with the usual breakfast fare of French toast, waffles and pancakes, it’s a treat served with bread pudding and even oatmeal. It also pairs well with proteins and many vegetables, adding a touch of sweetness to other menu offerings. 18 FOODSERVICE AND HOSPITALITY MARCH 2014 white port sauce and potato wafers (one egg, $17; two eggs, $23). ISAAC’S WAY, FREDERICTON: Gourmet French toast is stuffed with fruity cream cheese, fried in egg and drizzled with apple or blueberry coulis. It is served with a side of bacon or ham and made with sourdough or multigrain bread ($9). JOY BISTRO, TORONTO: The 48-hour braised beef short rib hash is served with winter vegetables, deep-fried duck egg and white truffle hollandaise ($14.81). FOODSERVICEANDHOSPITALITY.COM FOOD FILE SUPPLYSIDE For operators who can’t cook their breakfast from scratch, there are other on-trend options. At the Illinois-based Sara Lee Foodservice Ltd., a Division of Hillshire Brands, Jimmy Dean’s FullyCooked Breakfast Sandwiches offer “vari “variety, plus fool-proof food safety,” as a breakheat-and-serve break fast option. Meanwhile, the Jimmy Dean Fully Cooked HOT INNOVATION: Halifax’s Coastal Cafe offers innovative offerings such as its Huevos Rancheros with three fried eggs on cheesy tostadas with guajillo rancheros sauce, Mexi veg, guacamole, salsa and mole crema trout from their smoker, barbecue hollandaise and cornbread ($14). This upsets operators such as Tony Cappellano, an owner and major stakeholder of the thriving Boom Breakfast & Co., a 10-year-old chain with four corporate loca- tions in Toronto. “Everybody’s jumping on the breakfast bandwagon,” he says, pointing to coffee shops and even pizzerias that have joined this daypart. “We’re successful, but we have to constantly rethink what we’re doing. Some of the chains are offering a price point Breakfast Sausage is made with fresh lean pork, with no fillers or artificial flavours. FOOD FILE “ OUR FOOD IS HEALTHY, ORGANIC AND APPROACHABLY UPSCALE. I THINK THAT’S THE REAL BREAKFAST TREND. ” — STEVE EWING, YOLKS, VANCOUVER and speed that is hard to beat. But, we offer more personable service than most chains. Our focus is local, freshly made food — and we’re working on speed.” While speed is patently important, it seems Gooodd Fdo rink the & l festiva Cappellano is right about the food. Freshly made pancakes and waffles, handmade hollandaise and Canadian maple syrup are helping to sell breakfast. Two years ago, Steve Ewing started Yolks, a food truck in Vancouver, which serves 80 to 150 breakfasts daily during the week, and 120 to 300 breakfasts on weekends. More recently, he opened a much-anticipated 36-seat restaurant, which served 200 covers on opening day. That quickly expanded to 42 seats and now averages 300 covers on a Sunday. His simple menu takes the breakfast sandwich to the next level. Free-range eggs are the base for a build-your-own sandwich that could include double-smoked bacon and real, homemade hollandaise sauce. Daily specials might include anything from pork belly to duck confit served atop eggs. Yolks’ version of hash browns are made with potatoes soaked in fresh lemon juice and served with homemade ketchup for dipping. The waffles are made from scratch. “Our food is TRIED AND TRUE: The McCoastal Sandwich is a favourite at Halifax’s Coastal Cafe, despite its $12 price tag April 3 - 6, 2014 The Direct Energy Centre, Exhibition Place Party, Thursday, April 3..... 6pm - 10pm NEW Preview Friday, April 4 ...........................................12noon - 9pm Saturday, April 5.......................................... 10am - 9pm Sunday, April 6 ............................................ 10am - 6pm Why Exhibit? Marketing Opportunities MAKE IMMEDIATE SALES while building long-term brand awareness. LAUNCH NEW PRODUCTS to your target market. TASTE MAGAZINE/SHOW GUIDE the latest ideas for home chefs, a night on the town, what vintage to taste and new gadgets. 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Basic American Foods™ is a trademark and Potato Pearls® and Excel® are registered trademarks of Basic American Foods. FOOD FILE healthy, organic and approachably upscale,” says Ewing. “I think that’s the real breakfast trend.” At the other end of the country, Mark Giffin’s Coastal Café in Halifax follows the same formula. While the restaurant only has 20 seats, the team manages to serve up to 190 covers in one shift. And, Coastal consistently wins Best Breakfast accolades. The McCoastal Sandwich (no points for guessing the origin of this name) is a top seller and while it rings in at a considerably higher price than the average breakfast sandwich, $12 buys you two fried eggs, house-made cured maple sausage or locally cured maple bacon, Havarti and red wine onion compote in an English muffin, served with homemade hash or salad. “High quality ingredients and attention to detail is what brings people back,” says Giffin, who saw a niche in the breakfast market about six years ago and used his fine-dining training to create an upscale offering. Nonetheless, he recognizes the need for indulgence, even at breakfast. Another top seller is the Durty Bird — two fried eggs, Habanero Buffalo chicken, bacon and guacamole in an English muffin served with hash or salad ($13). Nataliya Babenko will tell you indulgence is the reason for her success. The chef/ owner of Sweet Life in Calgary did a careful analysis of what people want. “Bacon and eggs,” she asserts. “But they want a backsplash of something sweet, like a waffle or maple syrup. I couldn’t believe the success of our Bacon’eh’tor.” Her top seller combines smoked maple bacon, double vanilla ice cream, dulce de leche, chocolate sauce and maple syrup on a hand-made Belgian waffle ($11.95). The only challenger for top spot on her menu comes from Regular Joe: a Belgian waffle topped with two scrambled eggs, and smoked maple bacon or all beef breakfast sausage, served with warm maple syrup Food is our passion. People our most valuable asset. Trust our currency. ($11.95). These sell better on weekends, but Sweet Life is busy daily with sales growing exponentially. While NPD’s Carter suggests most people are really looking for healthy breakfast offerings, anomalies abound. One need only look at the current craze for ‘cronuts’ in their various incarnations. Croissants deep fried and sugar-coated are hardly healthy fare. And, at Yolks, the line-ups for the Friday breakfast special — fried chicken and waffles with maple syrup — are legendary. This Southern U.S. classic might seem supremely unhealthy, but Yolks’ Ewing brines and adds panko crust to boneless, organic chicken then fries at a very high temperature so little oil is absorbed ($11.75). “We serve real maple syrup, too,” he adds, “so we take the trashiness out of it.” While it isn’t low calorie, perhaps it has enough redeeming features to make it appealing to those who want to indulge. In fact, this particular Southern specialty Newcombe Search Group delivers exceptional people to leading foodservice manufacturers and operators. With over 30 years of experience, we’re committed to understanding your challenges and providing you with the top talent you need to achieve operational success in today’s highly competitive market. Contact us today and let’s chat about your organization’s needs! David J. Newcombe | www.newcombesearch.com | 416.684.6481 Candidate submissions: [email protected] is making its way on to many Canadian menus. At Montreal’s SuWu, a breakfast of French toast and blueberry sauce comes with fried chicken ($12). And, at Toronto’s Drake Hotel, chicken with herb waffles, maple syrup, crème fraîche and Niagara cherry jam ($15.95) gets raves. And, what about price? “We offer a $5.99, two-egg breakfast that includes coffee,” says Boom’s Cappellano. “It brings people in and keeps us top of mind.” And, of course, customers might decide to get Boom’s topselling Bennies ($10.49 to $11.89) instead. “There’s a perception that breakfast is a cheap meal,” says Cora’s Polny. “Our clientele comes back, because we offer value on the plate, and there’s no compromise on quality.” Quality and service brings customers back despite an average price of about $10 a plate. In fact, while that QSR take-away breakfast sandwich costs under $5, in the FSR breakfast market the full plate price seems to have settled around $10 to $15 across Canada. How much will Canadians pay? At The Coastal, says Giffin, “We served butterpoached lobster with our eggs for $30, and we sold out.” So, while Canadians are cutting back their restaurant spending, they may see breakfast as a lower priced dining-out alternative, especially on weekends. “They might not go out for dinner on Sunday night, but they’ll go for brunch,” says the CRFA’s Whyte. “It can be a family occasion, too.” At brunch, speed and price are replaced with upscaling and top-notch service. But whether it’s for breakfast or brunch, offering customers something unique and freshly made seems to be the mark of success across the country. Yolks’ Ewing sums it up: “The one trend that will keep growing is that customers want real food made by humans, not machines. Adding water to powdered mixes just doesn’t cut it anymore.” l 26 FOODSERVICE AND HOSPITALITY MARCH 2014 FOODSERVICEANDHOSPITALITY.COM LABOUR The Gap Faced with a growing labour shortage, operators have no qualms about bringing on temporary foreign workers and expanding their recruitment horizons I t’s every kitchen manager’s nightmare — starting a shift with a bare-bones staff, realizing the missing hands in the kitchen will slow down preparation times, dull service standards and perhaps send frustrated customers to the door. BY JACKIE SLOAT-SPENCER ILLUSTRATIONS BY JEM SULLIVAN LABOUR The labour shortage is increasingly becoming a problem for restaurant operators across the country. According to the Ottawa-based Canadian Tourism Human Resource Council, Canada will deal with a long-term labour deficit of more than 136,000 full-time workers in the restaurant industry by 2030. Jordan Romoff, operating partner at the Toronto-based hospitality search firm Lecours Wolfson, is concerned. “We expect 2014 will be a year of heightened competition for market share across all foodservice segments. Sourcing, securing and retaining top talent will be the biggest challenge and the most important ingredient for success in the coming year.” EAST VERSUS WEST Despite the desperate need for Canadian-grown labour, foodservice operators are increasingly turning to “ WE EXPECT 2014 WILL BE A YEAR OF HEIGHTENED COMPETITION FOR MARKET SHARE ACROSS ALL FOODSERVICE SEGMENTS. SOURCING, SECURING AND RETAINING TOP TALENT WILL BE THE BIGGEST CHALLENGE. — JORDAN ROMOFF, LECOURS WOLFSON, TORONTO ” 28 FOODSERVICE AND HOSPITALITY MARCH 2014 the government’s Temporary Foreign Worker Program to fill the gaps in their kitchens. Case in point: in 2012, 213,573 temporary foreign workers were admitted to Canada, almost twoand-a-half times as many as in 1995, according to the October 2013 report “Economic Implications of Recent Changes to the Temporary Foreign Worker Program,” by Christopher Worswick, a professor at Ottawa’s Carleton University. Unsurprisingly, the use of temporary foreign workers is becoming common in booming industries, where foodservice attendants are abandoning their jobs for higher-wage gigs in Newfoundland’s offshore oil industry or Alberta’s energy and construction sectors. “The labour shortage situation is most acute in Prairie provinces, and with the Temporary Foreign Worker Program it’s no surprise close to 90 per cent of all temporary foreign workers that are in our industry are in Alberta, Saskatchewan and Manitoba,” says Mark von Schellwitz, VP, Western Canada for the Canadian Restaurant and Foodservices Association (CRFA). Jay Gould, president of Torontobased New York Fries and South Street Burger Co., says his franchisees in Alberta are depending on a foreign workforce to stay afloat. “Commerce is doing very well in Alberta, has been for years, and as a result, there are pretty good job opportunities. When that happens, it’s a little harder for us to attract — at reasonable rates — decent staff,” he says. “In Alberta, we’ve been sponsoring people from mostly the Philippines for probably five or six years now. And, that’s our operators doing that. My guess is perhaps 25 to 30 per cent of our workforce in Alberta has been sponsored at some point,” Gould adds. Recently, the CRFA has been successful in lobbying the Alberta government to allow for restaurant owners to nominate foreign workers permanently. In September, for a limited time, the government announced employers could apply to permanently fill up to 20 per cent of the workforce with people hired through the pilot Alberta Immigrant Nominee Program. Across the country, foodservice operators in Newfoundland are dealing with similar problems. Luc Erjavec, VP, Atlantic Canada for the CRFA, says kitchen workers are leaving in droves for higher wages. “Particularly in Newfoundland, with the boom in the economy, there’s a shortage of cooks, and it’s [creating] competition between a lot of new establishments in Newfoundland, and there are some pretty big camps up in Labrador that are paying top dollar, and people tend to go there,” he says. It’s an issue that’s also affecting Moncton, N.B.-based Imvescor Restaurant Group, which owns franchised and corporate full-service restaurants Pizza Delight in Atlantic Canada as well as Mikes, Scores and Baton Rouge in Quebec and Ontario. “In particular markets, more so Labrador, it’s been extremely challenging. It’s not a matter of retaining people there. It’s been a matter of getting applicants in, because there’s just no one to hire,” says Amber Coggan, chief compliance officer, All Brands and brand leader, Pizza Delight. After being forced to reduce hours of operation in Labrador, the company turned to the temporary foreign worker program, which she says has created a chain of referrals from its temporary labourers and a growing community of internationally born workers. “They’ve had really good success with the workers they’ve brought in,” she says. “We end up getting people [referred] that they know or are related to them to come over in the future.” However, it’s an onerous task to bring on a new employee through the program. To apply for a Labour Market Opinion (LMO), the operator must demonstrate they’ve exhausted all possible avenues to employ Canadian workers, such as posting help ads at Aboriginal employment FOODSERVICEANDHOSPITALITY.COM Kikkoman Orange Sauce. Crave appeal without the peel. Orange Chicken has it all—it’s sweet, savory, tangy and totally craveable. And now it’s easier than ever, thanks to new Kikkoman Orange Sauce. Made with naturally brewed Kikkoman Soy Sauce, real orange juice concentrate, a splash of vinegar and a touch of garlic and onion, it’s pre-thickened and ready to use as a stir-fry sauce, glaze or condiment. Just open, pour and get ready to stir up some serious cravings. A S I A N F L AVO R M A D E E A S Y 800-944-0600 w w w. k i k k o m a n u s a . c o m © 2013 Kikkoman Sales USA, Inc. LABOUR centres or seniors’ centres. And, there’s a $275 application fee per position, plus recruitment costs, finding suitable and affordable accommodation for the successful applicants as well as return transportation at the end of the employment contract. TICKING TIME BOMB STAFF SHUFFLE Despite declining union memberships, strife between unions and restaurants is still making the news. Recently, Toronto-based Richtree Markets was brought to the Ontario Labour Relations Board (OLRB) by Unite Here Local 75, a union representing approximately 40 workers who were laid off after Richtree’s Toronto Eaton Centre location closed last January. The company opened a new, 18,000-sq.-ft. location about 50 metres away inside the mall and hired new (non-union) staff. The Labour Board ruled in favour of the laid-off workers. “I am not persuaded that in the circumstances of this case, the union’s bargaining rights should be extinguished by a move of some 50 metres across the corridor of the mall,” read the decision by Bernard Fishbein, OLRB chair. A representative from Richtree did not respond for a request to comment, but an earlier release defended the company’s position. “The thought that we were hiring associates in the new restaurant at lower rates of pay is simply not true. To the contrary, we have hired over 200 local Toronto job seekers at extremely competitive rates. A majority of the jobs for which we have hired are very different than those in our previous location.” Teferi Zemene, a Unite Here Local 75 leader and volunteer union organizer, noted the new precedent. “Hospitality workers are often immigrants, minorities and people of colour. We come to Canada to work for a better life for ourselves and our families,” he said. “The Board’s decision today means more workers have a chance to achieve the dream that brought us to this country.” 30 FOODSERVICE AND HOSPITALITY MARCH 2014 Another one of the biggest labour hurdles to overcome is what Lecours Wolfson’s recruitment consultant Robbie Bishop calls “a demographic time bomb.” He says: “Our population isn’t growing fast enough to accommodate our human resources requirements. In the near future we won’t have enough workers to fill each slot. And, to complicate this even further, many of our well-trained, experienced people are moving to other segments, such as the retirement industry, or they’re leaving our industry for higher wages and better hours.” QSR operators are feeling the pain from the decline in young people looking for their first jobs. “The Canadian born-and-raised, they don’t much love the QSR industry, and they’re not making hundreds of dollars a week or perhaps more in tips,” Gould says, alluding to the extra money made in full-service serving positions. “As an industry we could do a better job of marketing the many opportunities in the hospitality industry.” It doesn’t help that supervisory staff and assistant managers are also becoming more difficult to staff, because they are a transient pool of workers. “[They’ll] move to other QSR positions or other low-skilled retail, manufacturing and administrative positions on a regular basis,” says Michael Perrin, human resources manager, New York Fries and South Street Burger Co. He explains: they’re motivated by hourly rate, hours of operations, working conditions, employ- ment location and potential or perceived advancement opportunities. At Vancouver’s Glowbal Restaurant Group, which operates eight concepts, including Glowbal Grill Steaks & Satay and Black + Blue, Emad Yacoub, president and CEO, rethought his recruitment and employee development plans after applying for LMOs and placing ads in the U.S. “I had to approach it differently than everybody,” he said. “I worked on creating a management training school program in our company. For example, trying to get somebody at a level that’s going to fit my restaurants is very hard — but take a hostess and mould her for six months, [have her] shadow a general manager, and I am going to have a great junior manager,” he says, adding that his management training program sees up to two graduates every six months. He took it a step further by partnering with local culinary schools and making donations to their program in the form of cooking appliances or uniforms and then training the students in his kitchens. “By doing that we get flocks of students from the school, and it’s easier for us to train them and get them to the level we need,” he says. Glowbal also offers a six-month cooking school, which culminates in a cook-off where the winner receives a three-month mentorship with Yacoub. But, the development doesn’t end in the kitchen; Yacoub picks up the tab for servers interested in getting their sommelier certificate with one caveat — they have to commit to a year of employment with the restaurant group. OUTSIDE THE BOX The government is placing more under-represented groups in the workforce by channelling funds into human resource programs. For example, in November, the CRFA and the Canadian Federation of Independent Business partnered with March of Dimes Canada’s Accessible Biz Connections program, which helps FOODSERVICEANDHOSPITALITY.COM Do you have the Foodservice and Hospitality App? With the Foodservice and Hospitality magazine app, you can access all the latest issues. View the entire issue page by page or jump directly to your favourites. All the departments and features you’ve come to know and love, all at the tap of a screen Search “Foodservice and Hospitality magazine” in the App Store. LABOUR “ CULINARY SCHOOL ADMINISTRATIONS SUCH AS GEORGE BROWN COLLEGE IN TORONTO ARE TRYING TO ENCOURAGE THEIR STUDENTS TO EXPAND THEIR CAREER OPTIONS. ” 32 FOODSERVICE AND HOSPITALITY MARCH 2014 integrate people with disabilities into the workplace. The program, which launched in Atlantic Canada, Alberta, Saskatchewan and Manitoba, helps operators find workers based on skills and experience, and provides a wage subsidy for up to a year. “We’re also working on a pilot project in Alberta to try and do more matchmaking for under-represented groups to the industry,” adds the CRFA’s von Schellwitz. In the meantime, culinary school administrations such as George Brown College in Toronto are trying to encourage their students to expand their career options. “Grads need to figure out what part of the industry they really want to join; there are now so many different opportunities,” says Lorraine Trotter, dean of the Centre for Hospitality and Culinary Arts. “There is an opportunity to be a chef in a retirement living facility, in food product development; there are opportunities in emerging industries, and those industries and segments of the industry offer different lifestyles and different values.” Moving forward, operators must hire creatively, advises the CRFA’s Erjavec. “Here in Nova Scotia, we’re working closely with the community services to try to get people on social assistance … into the workforce; other employers are working with First Nations communities. They’re working with immigrant associations to look for workers. I spoke to a guy from Cape Breton — they’ve turned to international students at the university to fill labour shortages. Necessity is the mother of invention. There’s no one simple magic bullet to labour shortage, and operators are exploring them all.” l FOODSERVICEANDHOSPITALITY.COM LABOUR CHANGING OF THE GUARD Is it time to rethink the way hospitality graduates are treated in the workforce? BY BRUCE MCADAMS & MIKE VON MASSOW T he hospitality industry could be losing a generation of future leaders. It’s not that there’s a shortage of passionate young people, but we’re not treating our future managers differently than the transient employees we use in front-line positions; as a result, many of them are leaving the industry. To solve this problem, leadership development needs to be strategic and specific to the people we want to promote. We can’t take for granted that bright and ambitious young people want to manage FOODSERVICEANDHOSPITALITY.COM our businesses. Case in point: last year two students from the University of Guelph’s School of Hospitality and Tourism Management in Ontario conducted a research project examining their peers’ perceptions of the industry as an employer. The students, Lindsay Barron and Matthew Azevedo, were in their graduating semester and had completed year-long co-op placements at resort hotels in Western Canada. With their academic careers winding down, both wondered what their future career held for them. Initially, they were keen to pursue a future in hospitality management — Azevedo most likely in foodservice and Barron in accommodation. But, four years later, although Barron was still determined to find a career in the industry, Azevedo had decided his future lay elsewhere. Regardless of their final career objectives, the duo was determined to address and document issues that concern students and recent graduates from hospitality programs across the country. They hoped their research would encourage industry leaders to create a more supportive, complementary and mutually beneficial relationship with their employees. The following article presents Barron and Azevedo’s findings, followed by the school faculty’s experience with students and recent grads. FOODSERVICE AND HOSPITALITY MARCH 2014 33 LABOUR THE STUDENT PERSPECTIVE For their research, Barron and Azevedo interviewed approximately 150 hospitality students from colleges and universities across Canada. Students were asked 30 questions about earning potential, compensation and work-life balance. Below is an excerpt from their research paper: “ Respondents were asked to reflect on the following statement: “The earning potential of the hospitality industry appeals to me.” The findings show a decline in positive feelings about earning potential as the students approached graduation and full-time employment in the industry. When asked to list what they dislike about the industry, one respondent stated: “The number of hours management has to work and the difference in pay between managers and servers.” Respondents were also asked to rate their feelings about the statement “The compensation for work is fair in the hospitality industry.” Fifty-two per cent of the first- and second-year respondents surveyed agreed or strongly agreed that compensation for work is fair. Thirdand fourth-year respondents had a more divided perception as only 28 per cent agree or strongly agree with the statement. And, the perception among recent graduates shifted further as only 16 per cent agreed, while 0 per cent strongly agreed with the statement. In a preceding question, respondents were asked to list the two qualities they liked least about the hospitality industry. This open-format question did not require respondents to explicitly list two separate items. Overall, the word “hours” was mentioned 54 per cent of the time. Perhaps more telling is a breakdown by year: first- and secondyear students mentioned “hours” in 42 per cent of the responses, while thirdand fourth-year students mentioned the word 56 per cent of the time, and recent graduates mentioned it 71 per cent of the time. ” 34 FOODSERVICE AND HOSPITALITY MARCH 2014 50% “The earning potential of the hospitality industry appeals to me” 40% 30% 20% 1st - 2nd Year 10% 3rd - 4th Year Recent Grads 0% Strongly Agree 50% Agree Neutral Disagree Strongly Disagree “The compensation for work is fair in the hospitality industry” 40% 30% 20% 1st - 2nd Year 10% 3rd - 4th Year Recent Grads 0% Strongly Agree Agree Neutral Disagree Strongly Disagree THE FACULTY PERSPECTIVE It’s understood hospitality students don’t always graduate into the industry, and that fact isn’t exclusive to North America. In 2008, researchers from Griffith University in Australia found that one-third of its hospitality students didn’t pursue a career in the industry upon their graduation. When the researchers examined why, a disturbing fact was noted: almost all of the students made their decisions based on the work experiences they had while attending college. Meanwhile, industry leaders across Canada often discuss the increasing difficulty they have recruiting and retaining staff and management personnel. In fact, the university’s 2012 study of Canadian foodservice executives shows 64 per cent of operators felt ‘attracting, retaining and motivating top talent’ was one of the greatest challenges facing their organization. Interestingly, research shows the FOODSERVICEANDHOSPITALITY.COM LABOUR millennial generation has its own set of unique values and attitudes, which translate to a new set of work expectations. “This group has largely been taught by their baby-boomer parents to be independent-minded, to question authority and negotiate with their parents and teachers rather than listen to authority,” says additional research conducted by Sean Lyons, a professor at the U of Guelph in the HR faculty. “They’re the product of the self-esteem parenting movement and have received a lot of positive attention throughout their lives.” One would think this kind of attention would have purely positive long-term effects, but Lyons has also noted negative results, such as an “extremely high sense of self-esteem that’s not rooted in achievement or proven success.” This point was driven home recently by a graduate of the U of Guelph hospitality program. After managing a restaurant for two years, she said: “I don’t want to be a part of someone else’s journey; I want to be on my own journey.” This young woman who had been looking to switch from operations into a support function realized both jobs were hard to secure, and she left the industry entirely. This solution may A NEW PERSPECTIVE Former University of Guelph students Lindsay Barron and Matthew Azevedo surveyed their peers and recent graduates from the school’s hospitality programs about opportunities in their field. Below are impactful quotes from the project. “I have realized that to move up the ladder I am going to have to take pay cuts and work ... longer hours with less compensation for more responsibility. I am still pursuing a career in the industry, but I worry I may burn out quickly.” “I [have] realized the effect industry hours could have on my marriage and future family.” 36 FOODSERVICE AND HOSPITALITY MARCH 2014 FOODSERVICEANDHOSPITALITY.COM x seem foreign to older generations, but operators who are employing young people need to understand their perspective. It’s impossible to change the thoughts and beliefs of a generation, so hospitality veterans have to change their cultures and expectations. Extend the millennial’s focus on self to a leadership context and other issues arise. Not only are young people mostly concerned for their own well-being, but being a ‘leader’ does not often appeal to them. Leadership ratings are at an all-time low, as millennials have grown up during a period of increased exposure to the shortcomings of politicians, CEOs and athletes who were once role models. Ultimately, the idea of being a leader or manager of a work team no longer drives students to the hospitality industry; in many cases it’s not even on their radar. Couple that with the fact that restaurant employees lose the opportunity to make tips — ultimately taking a pay cut to become a manager — and it’s hardly a surprise there is a dearth of young leadership in the industry. That said, it’s common for hospitality students to be given early supervisory or management jobs while still at school or in a co-op placement, although many who have had these opportunities often feel taken advantage of and unsupported. In one case, a student explained how she had been promoted to a supervisory role but was forced to continue working part-time as a server to earn tips to subsidize the low pay. Unfortunately, it’s an accepted reality in many segments of the restaurant industry that workers should earn less money and work longer hours before they can gain more responsibility. NOW WHAT? The industry’s struggles to attract and retain top young talent is hardly a new problem. But, what is new is the context in which we operate. As an industry, we have created and learned to adapt to continuous turnover, which makes us dependent on a new workforce. But, it could be dangerous to count on millennials to meet the industry’s employment needs without understanding what motivates them. It’s a small generation, with different attitudes and expectations, leading to potential staffing challenges if the employment situation doesn’t improve. With that in mind, the industry needs to work on staff retention, especially if fewer young workers are choosing to remain in the industry. This means treating each employee and new entrant — especially those who are considering a career in the industry — as an asset. In a labour-intensive industry that relies on people to sell products, it’s necessary to adapt a new approach in the management of our greatest and most precious asset, our people. When it comes to menu items, inventory systems, service delivery and other tangible concepts, the foodservice industry is innovative. So, it’s important to apply that same creativity and innovation to new job designs, compensation systems and expectations. To effectively do this, we need to acknowledge the severity of the issue and work together to solve it as an industry. We need to view this research as a wakeup call, which will remind us to treat hospitality students well, engage them and show them what’s great about our industry. Our future, after all, is in their hands. l Bruce McAdams and Mike von Massow are assistant professors at the School of Hospitality and Tourism Management at the University of Guelph in Ontario. They can be reached at [email protected] and [email protected]. FOODSERVICEANDHOSPITALITY.COM EQUIPMENT SMOKIN’ HOT F&H offers tips to sourcing and installing top-notch smokers and barbecues BY DENISE DEVEAU T here was a time when only a handful of smokehouses populated the urban landscape. Today, as demand grows for hearty delicacies such as pulled pork, beef brisket and slow-cooked ribs, smokers and barbecues are becoming mainstays. Almost everyone who smokes or barbecues food is extremely passionate about it. David Neinstein, chef and coowner of Barque Smokehouse in Toronto, has even spent time training in the U.S. and judging BBQ Pit Masters competitions. He respects the nuances between the terms barbecuing and smoking. “Barbecuing is to smoke in the classic South American tradition sense. That is, to use indirect heat,” he says. “What a lot of people call barbecuing is actually grilling. The main difference is you have a direct heat source underneath the grill.” Neinstein has two smokers — one at his restaurant and another at his commissary location (both in Toronto). At Barque, he has a Southern Pride SPK-500 (500-lb. capacity), a combined wood-burning and gas-fired unit that weighs about a ton and rotates food rotisserie-style throughout the day and overnight. His catering division has an SPK850 model, which is cheaper but longer and thinner. “I was trained on it,” he says. “It’s one of the smarter smokers available.” To Neinstein, the most important feature on his smoker is the thermostat that allows him to set a timer and desired temperature, which is maintained within 5°F to 8°F. “I can put food in at night and go home after setting a standard 225°F temperature. Once the wood burns out, the gas-fired burner will continue to heat it. The internal gauge determines if more heat is needed as the wood burns,” he says. Once cooking is complete, the smoker switches to a 150°F “holding pattern” — just hot enough to keep bacteria from growing but low enough to prevent the meat from continuing to cook, Neinstein explains. This feature is invaluable, because it means there doesn’t need to be someone on site to add wood or monitor the machine THE HARDWARE: Danny Kleinsasser (right), owner of Danny’s Whole Hog BBQ & Smokehouse in Winnipeg, uses a combination of stationary and portable smokers; (left) The 2014 Broil King Imperial XL features two independent ovens and six independent burners 38 FOODSERVICE AND HOSPITALITY MARCH 2014 FOODSERVICEANDHOSPITALITY.COM for airflow changes. The smoker is so integral to Barque’s operation that real estate for the restaurant was scouted with the equipment in mind. “We landed on a location that had a double door that opened wide. That was important, because [the product] comes as a big box — about 6x6x6 feet — that can’t be disassembled and reassembled. We were able to roll it in. I’m told others have had to remove a front window or use a crane to get one in,” says the businessman. It was also possible to vent directly onto the roof due to the 20-foot ceilings. “If we had another couple of floors on top we would have had to vent outside, which can be cost-prohibitive. If you were in a building with six storeys or more, it could cost tens of thousands of dollars for the venting alone,” Neinstein says. Once the unit was installed, Neinstein called an engineer and fire inspectors to ensure it met safety requirements. It needed a straight chimney with a ventilated duct, a hood with enough suction to draw the air to the roof and a built-in fire suppression system (in this case, it’s built into the smoker). The chef estimates the equipment, delivery, installation and hood mechanism cost $30,000, plus an additional $4,000 to $5,000 for venting. “That’s about what you’d spend on a wood-fired pizza oven from Naples, [Italy],” he notes. Neinstein has also worked with smaller units, including a Traeger electric wood-pellet unit ($700 to $1,500). “It’s SUPPLYSIDE Below is noteworthy smoker/ barbecue equipment: Southern Pride’s new SRG-400 is a gas-fired, wood-burning, stationary rack smoker that can be loaded/unloaded from the front or back. It fits through a standard 36-inch doorway and under a standard depth hood. Bradley’s new two-rack smoker is compact and uses convection oven heating, so it can smoke for up to six hours. Bisquettes are available in 12 flavours. Fast Eddy’s by Cookshack FEC120 is a wood-burning, pellet-fired smoker. It features an electronic control system for setting smoke cooking time and temperature and holding temperature. It has a capacity of 150 lbs. and 15 sq. ft. of cooking space. The newly designed 2014 Broil King’s Imperial XL features two independent ovens, providing more than 1,000 sq. inches. of cooking space. It features six independent burners (rated at 60,000 BTU output), a 15,000 BTU stainless-steel rear rotisserie burner and a 10,000 BTU side burner. not insulated, so it’s more for general home cooking. Cookshack also makes an electric box model that works off pellets. And, Bradley produces smaller units that can be as small as two-feet tall by one-foot deep, which makes them great for small restaurants,” Neinstein says. Danny Kleinsasser, owner of Danny’s Whole Hog BBQ & Smokehouse, Buck’s Sports Lounge, catering operations and a commissary in the Winnipeg area, has a combination of stationary and portable units from Southern Pride. He’s always been a FOODSERVICEANDHOSPITALITY.COM EQUIPMENT big proponent of investing in quality equipment sourced through meticulous research. “You can have the best barbecue sauce and spices in the world, but that has to go hand-in-hand with the right equipment with the right temperature control,” he says. When researching a new piece of equipment, Kleinsasser considers service and maintenance. “I don’t want to buy something if I can’t get overnight service,” he explains, adding that easy installation is important. “We were given the blueprint, and all we needed to do was get an electrician to install it. It only took a day,” he says. Of course, smokers also need complementary equipment. Barque has a Winston Industries CVap holding oven ($3,000) to prevent meat from drying out. Other must-haves include a vacuum sealer, immersion blenders, spice grinders and mixers for creating rubs and sauces. But, smoking isn’t always the favoured choice when it comes to cooking over a flame. For Peter Wright, owner of Guerilla Gourmet Corp., a Mississauga, Ont.-based provider of outdoor event cooking demonstrations, grilling is the way to go, despite the fact his gigantic, specially appointed 40 FOODSERVICE AND HOSPITALITY MARCH 2014 Extreme BBQ Trailer has a dedicated space for a smoker. “Smokers take far too long when you’re at a festival or event,” he explains. When selecting a barbecue, he checks the proximity of the grill to the heat source, capacity and construction. “There are commercial grills that have terrific capacity for around $2,500 to $3,500,” he says. “Crown Verity is a good one, and it’s easy to find. It has capacity options, ranging from 30 to 100 inches. Vermont Castings went bankrupt, but you can still find units, because they’re so popular. Broil King also has some great grills. One of my favourites is a two-cover design, so you can cook fish on one and burgers on the other and never the twain shall meet.” As far as heat sources go, “You can’t beat the speed and control you get with propane or natural gas,” Wright says, adding that he cooks with charcoal when he has time, when he’s producing a gourmet menu or when he’s trying to achieve a certain taste. Overall, Wright doesn’t look for fancy functions when sourcing a barbecue. “Electronic starters or thermometers are the things that go first. Any professional will have a meat thermometer anyway. The most important thing to look for is a stainless-steel or cast-iron construction or a combination of both. Stainless-steel is great for quickly cooking food like vegetables [that] don’t stick much. For authentic carnivore stuff, I go oldschool and use cast iron,” he says. The better the barbecue, the better the temperature control. “If you go cheap, you will have to replace it more often,” Wright advises. “You’re better served buying something that will throw big amounts of heat, control [temperatures] and stand the test of time.” l FOODSERVICEANDHOSPITALITY.COM POURING FOR PROFITS CHEERS TO GOOD HEALTH Consumers are paying big bucks for nutritious juice BY JENNIFER FEBBRARO I n a culture obsessed with celebrity diets, it’s easy to see why juice bars have become so popular. Case in point, media outlets have reported that pop icon Nicole Richie does a weekly juice cleanse — for health purposes only, of course. And, Us Weekly revealed supermodel Naomi Campbell just finished a 10-day juice cleanse. Whether or not the celeb news is completely accurate, there’s no mistake that the Canadian juice market is growing exponentially every year, and operators are searching for a competitive edge. The 2013 Technomic “Canadian Chain Restaurant Report” reveals Booster Juice, Jugo Juice, Orange Julius and Freshly Squeezed appear on the Top 200 list of top-earning franchises in Canada, with Booster Juice ranked as the highestearning juice bar at number 34 and Jugo Juice a distant second at 82. “Consumers are more concerned than ever with making healthy choices,” explains Kelly Weikel, senior consumer research manager at Technomic, a Chicago-based research firm. “And, juicing as well as juice cleanses are trends helping the marketplace thrive.” Case-in-point: Liquid Nutrition, a five-year-old, Montreal-based franchise, with 16 units worldwide, recorded a 33 per cent jump in sales from 2011 to 2012. Chantal Chamandy, co-founder, says juicing is the way of the future. “Juicing is here to stay. The reality is people do not consume enough vitamins, because they don’t eat enough raw vegetables,” she explains. At Liquid Nutrition, between $6 to $10 worth of fruits and veggies are squeezed into a 16-oz. cup. “Our specialty bladeless juicing machines operate by compressing the juice out of the vegetables,” says Chamandy. “You get pure juice — no filler products such as water or any other liquids.” The juice bar offers a range of “functional beverages,” such as Inspire, a juice designed to fight toxins and cleanse the intestines, liver and kidneys. It’s made with cucumber, celery, lemon and kale ($5.95/12-oz). Customers are indeed willing to pay a premium for quality. Just ask the staff at Fraser Valley Juice & Salad in Vancouver, a 35-year mainstay. “Customers complained a little when we raised the price of juices by 10 per cent,” two years ago due to inflation, explains Janice Lam, store manager, but whatever the complaints, it didn’t keep them away. Bestselling juices at Fraser Valley include ginger, mint and orange; beet, celery and carrot; and tropical juice (orange, kiwi, pineapple, strawberry) — each 16-oz glass costs $7.95. The current bestselling single flavour juices are organic orange ($6.25/16-oz) and organic carrot ($7.50/16-oz). When asked about trends, Lam laughs. “People always [ask] if a fruit or vegetable is organic,” she says. Either way, sales prove customers across the country believe the healthy elixir is worth every nickel. l GREENIFY YOUR JUICES The next big trend in juicing is the elimination of fruits. “You can make a delicious, green juice without a single fruit,” enthuses Chantal Chamandy, co-founder of Montreal’s Liquid Nutrition franchise, explaining that a drink can be made with kale, celery and parsley. Vancouver’s Fraser Valley Juice & Salad also offers customers the option to ‘greenify’ fruit juices by adding a hearty serving of Greens-Plus. Virtually all juice bars in Canada now offer the option of adding a shot of wheat grass to beverages. “We see it simply as ‘risk prevention,’” explains Chamandy, of the trend propelled by a wide demographic of old and young informed consumers. Meanwhile, Jugo Juice’s line of Veggie Smoothies includes one or two fruits to make the vegetables more appetizing. FOODSERVICEANDHOSPITALITY.COM FOODSERVICE AND HOSPITALITY MARCH 2014 41 PRODUCT SHOWCASE PSA06_CRN_PizzaScreens_layout 2013-10 Covertex is the original manufacturer and distributer of pizza bags and food delivery bags. Covertex delivers the bag that keeps your pizza and food Hot and Fresh to your customer’s door. YOUR BEST ADVERTISING IS A GREAT PIZZA YOUR WHOLE IMAGE IS IN THE BAG YOUR LOGO ON THE BAG Visit our Web site at WWW.COVERTEXCORP.COM Or email us at [email protected] And keep your customers happy with Covertex. COVERTEX CORPORATION BRAMPTON ON Canada 1-800-968-2310 New Kikkoman Orange Sauce. Crave appeal without the peel. 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To advertise, please call (416) 447-0888 ext. 240 or email: [email protected] COMING IN APRIL CityCommercial_MP.indd 1 2/5/2014 2:05 PM The Green Issue + The Produce & Protein Poster + LOCAL FOODS & PRODUCE + ICE MACHINES + CALIFORNIA WINES + NRA Product Preview FOODSERVICEANDHOSPITALITY.COM FOODSERVICE AND HOSPITALITY MARCH 2014 43 CHEF’S CORNER ROCK STAR Murray McDonald takes inspiration from his ancestors to make old Newfoundland delicacies new again at the Fogo Island Inn G rowing up in rural Newfoundland, Murray McDonald’s ultimate dream was to be a rock star and travel the world. “I spent my high school years playing guitar and scraping by in school,” he laughs. “I had tattoos, long hair, nine guitars, two amps and attitude.” But, when his rock star dreams fell flat, McDonald realized becoming a chef would give him an opportunity to see the world while honing a new craft. Eager to share his love of food, and inspired by traditional Newfoundland recipes, he moved to P.E.I. to attend The Culinary Institute of Canada at Holland College. After graduation, McDonald took jobs in P.E.I. and Ontario before succumbing to the travel bug and moving to Bermuda. From there, he cooked his way to many international destinations in the Cayman Islands, the Cook Islands, New Zealand, China and Mexico before returning to home soil as executive sous chef at the Fairmont Pacific Rim, Vancouver in 2010. But, approximately two years ago, McDonald stumbled across an opportunity to take all that he had learned in his travels back home to Newfoundland to work at Fogo Island Inn, which has since been named one of “Canada’s Best New Restaurants” of 2013 by EnRoute magazine. “To travel the world and make your way back home is interesting,” he muses. “If anyone had told me six years ago that I would be back in Newfoundland, cooking Newfoundland food and winning awards for it I would have laughed,” he adds. BITS & BITES Favourite ingredient: “Salt cod; it brings me back to my childhood.” 44 FOODSERVICE AND HOSPITALITY MARCH 2014 Favourite kitchen tool: “At the end of the day, all you need is heat and knives, and you can cook great food.” But, that’s exactly what happened. While working at the Fairmont Pacific Rim, McDonald heard about plans to build the Fogo Island Inn. Intrigued, he emailed the inn, inquiring about an executive chef position. “The job was never advertised,” McDonald recalls. “I sent [the email]; four hours later they called me, and here I am.” Since joining the hotel team in 2012, McDonald has embraced the Fogo Island Inn’s philosophy of honouring the long-standing traditions embedded into its community, and he’s incorporated that mindset into his culinary mandate. More than just a source-local ideal, the dishes served at the inn’s restaurant make use of products traditionally used in Newfoundland cuisine. The chef cans vegetables as well as preserves and includes wild game on his menu; foraging also plays a significant role in providing ingredients for the restaurant. For supper, the kitchen team prepares a five-course, set menu, which changes daily ($95). In the past, guests have enjoyed salt cod cakes, beef pudding and cod as well as a dish playfully named “a caribou and what it eats,” made with caribou, caribou moss, partridgeberry, mushroom and sorrel. And, the thirty-something chef is looking forward to creating more, as the hotel will soon house an on-site root cellar, heated greenhouses and gardens. “We’re trying to go back to the old way of how people [here] lived. I’m really inspired by cooking techniques and things that are passed down through the generations,” he explains, adding: “If food doesn’t have a history, it has no soul.” ● Culinary inspiration: “My mother and my grandmothers.” Favourite culinary destination: “New Zealand. I loved the food there.” FOODSERVICEANDHOSPITALITY.COM PHOTOGRAPH BY ALEX FRADKIN BY DANIELLE SCHALK Tonight, serve an evening they’ll remember forever... Tonight they are yours. To enchant. To delight. To wow. 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