首页
登录
职称英语
Every autumn, retailers hire large numbers of seasonal workers to handle the
Every autumn, retailers hire large numbers of seasonal workers to handle the
游客
2025-01-20
24
管理
问题
Every autumn, retailers hire large numbers of seasonal workers to handle the rush of holiday business. Then, after the new year kicks in, many of those temps typically rejoin the ranks of low-skilled job seekers, eager for work and often willing to accept meager pay. That cycle has long been good for the restaurant industry, with food preparation workers and servers receiving mean annual wages that were half
those
of the U.S. average, according to May 2017 U.S. Bureau of Labor Statistics data.
It may not work out that way in 2019. Fewer teens are in the workforce nowadays, reducing the number of job seekers for low-wage work and helping raise the pay rates needed to woo those who are. Also, minimum wage increases for lower-skilled workers at companies such as Amazon.com, Walmart, and Target are making it more difficult for restaurants to compete for talent, forcing them to try everything from social media campaigns to quarterly bonuses to
entice
applicants. "The last 18 to 24 months, it’s been very competitive, no matter what time of year," says Bjorn Erland, vice president for people and experience at Yum! Brands Inc.’s Taco Bell chain. "I don’t think it’s going to ease up much just because the holidays are over."
Many franchisees, who do most fast-food hiring, are loath to raise wages, which must be off-set by higher menu prices. They count on ample pools of workers willing to accept modest pay. So the falloff in employment among postmillennials, those less than 22 years old, is particularly troublesome for restaurants that have depended on young workers since the days of soda jerks and carhops. Just 19 percent of 15- to 17-year-olds had jobs in 2018, compared with almost half in 1968, according to a Pew Research Center study published in November. It wasn’t much better for 18- to 21-year-olds: In 2018, 58 percent had been employed in the previous year, down from 80 percent in 1968, Pew says.
That’s making restaurants rethink how they recruit and retain young workers. Taco Bell has started holding "hiring parties" with free nacho fries to draw
prospects
. Tom Douglas, vice president for operations at Golden Gate Bell, which operates 80 Taco Bell locations in and around San Francisco, has gone further: He’s started using software to connect with potential hires. The program sends prospects text messages with links to its career page, along with occasional food freebies to lure candidates. Golden Gate Bell, which employs about 1,800 and competes with Wendy’s, McDonald’s, and bigbox retailers for employees, also recently started a quarterly bonus program for hourly staff. "The traditional way of trying to hire folks just isn’t working," says Douglas. "We’re just trying to make ourselves a little bit different and stand out from the competitors."
Actions that increase employee retention are also getting a lot of attention in the high-turnover business. The White Castle hamburger chain is using an employee mobile app that allows hourly staff to swap shifts at the last minute when conflicts inevitably arise. And Sticky Fingers Ribhouse, an 11 -store barbecue chain in South Carolina, is asking employees for their opinions. It recently surveyed staff about its new rib recipe, along with their happiness with its uniforms. "The younger labor market, they really want to feel connected to a brand," says Will Eadie, global vice president for strategy at WorkJam, which provides training and other digital labor services through a mobile app for clients including restaurants and retailers such as Target Corp. and Shell gas stations.
How desperate are fast-food operators to reach the right people? Instead of business cards, managers at Church’s Chicken outlets in October started handing out recruiting cards that say, "We are looking for great talent like you!" The cards include phone numbers and emails for cook and cashier prospects to get in touch.
In the long term, restaurants need to find new ways to work around shortages because the tight labor market isn’t going away anytime soon, says Michael Harms, vice president for operations at researcher TDn2K, which tracks restaurant industry employment trends. "Restaurants are going to have to rely on technology to replace these workers," he says. "I don’t see a lot of relief on the way." [br] The overall tone of this passage is______.
选项
A、neutral
B、enthusiastic
C、cautious
D、unoptimistic
答案
D
解析
态度题。从最后一段可知,作者认为用工荒的问题没有改善的迹象,故正确答案为D(不乐观的)。
转载请注明原文地址:https://tihaiku.com/zcyy/3920355.html
相关试题推荐
White-andblue-collarworkersventilatedtheirdiscontentwiththemonotonyoft
Everyautumn,retailershirelargenumbersofseasonalworkerstohandlethe
Everyautumn,retailershirelargenumbersofseasonalworkerstohandlethe
Everyautumn,retailershirelargenumbersofseasonalworkerstohandlethe
Everyautumn,retailershirelargenumbersofseasonalworkerstohandlethe
Thebourgeoismythologysawtheworkersasmobsofthestupidandmisled,instiga
OfalltheemployedworkersintheUnitedStates,12.5millionarepartofa
OfalltheemployedworkersintheUnitedStates,12.5millionarepartofa
OfalltheemployedworkersintheUnitedStates,12.5millionarepartofa
OfalltheemployedworkersintheUnitedStates,12.5millionarepartofa
随机试题
Pleaseletusknowwhetheryoucanattendthemeeting______wecanschedulethem
Societieschangeovertimewhiletheirreputations【C1】______behind.Manythi
当型钢悬挑梁与建筑结构采用螺栓角钢压板连接固定时,角钢的规格不应小于( )。A
按服务对象的疾病危险程度分级,可以根据临床指南以及疾病管理的原则制定随访的时间。
TPO原则中的0指的是( )。A.时间 B.地点 C.场合 D.对象
豆蔻薄层色谱鉴别所用的对照品是A.桉油精 B.茴香醛 C.醋酸龙脑酯 D.
北豆根来源于()。A.蓼科B.豆科C.毛茛科D.防己科E.罂粟科
人在每一瞬间,将心理活动选择了某些对象而忽略了另一些对象。这一特点指的是注意的(
财政支出总额占国内生产总值的比重称为()。A.财政支出规模 B.财政
甲公司于2×17年1月1日购入C公司当日发行的3年期债券,面值为1000万元,票
最新回复
(
0
)