Retention: The Benefits of Good Works

Brinker International’s philosophy of philanthropy creates high morale and engagement all the way to the unit level.

By Mary Boltz Chapman, Editor-in-Chief -- Chain Leader, 5/1/2007

Chili’s created coasters to promote its Create a Pepper campaign for St. Jude Children’s Research Hospital. This one is courtesy Jeff Eagles, the Chili’s server who raised the most ($14,000) last year.

Brinker has found that more potential employees ask about companies’ philanthropy because they want to work for an organization that gives back.

Brinker International is known for its corporate philanthropy. Its support of nonprofits such as the EDS Byron Nelson Championship Golf Tournament, the Texas Scottish Rite Hospital for Children and the Limbs for Life Foundation have helped lead to Fortune magazine naming it one of America’s most admired companies.

The $4.1 billion company’s concepts each have a pet cause or two of its own. Chili’s Grill & Bar partners with St. Jude Children’s Research Hospital. Romano’s Macaroni Grill began a campaign in February to support Meals on Wheels. Maggiano’s Little Italy supports Make-A-Wish. And On the Border Mexican Grill & Cantina donates to the Trinity River Mission learning center and the Kenny Can Foundation for Brain Cancer, named for Ken Dennis, the brand’s former president.

At the Restaurants

But what does this admirable giving do for unit-level hourly employees?

“It’s the understanding of belonging to something bigger,” says Kelli Valade, vice president of people and performance at the Dallas-based company. “We know that’s important for the future leaders to really understand and know that they belong to a company that cares.”

She adds that it builds teamwork and morale among all Brinker’s employees, as well as aids retention. She won’t quantify employee turnover, but says it’s average with the segment and trending flat to down.

Hourlies are encouraged to participate by supporting their concept’s charity of choice, volunteering in the community and helping each other.

At Chili’s, for example, servers compete to see who earn the most from customers in its annual Create a Pepper campaign supporting St. Jude. Guests pay to decorate paper peppers, which end up covering the walls of the restaurants.

“There’s not anything we do throughout the year that creates as much excitement and engagement as the fund-raiser that we do for St. Jude,” says Kevin Carroll, Eastern regional vice president of operations for Chili’s, who helped roll the program nationally. “It’s the only consistent thing that is brought up everywhere I go. People want to tell me how much they raised last year.” In the three years since the campaign went national, it’s raised over $10 million.

Time and Talent

Employees donate their own time, as well. Carroll says one of the top fund-raisers in last year’s Create a Pepper campaign was a back-of-the-house worker. He couldn’t ask customers to participate, so he collected donations from neighbors and friends.

While a Macaroni Grill Meals on Wheels campaign in spring donated $1 for every Amaretto Apple Crispetti dessert ordered, employees got even more involved. Some volunteered to take on delivery routes as a team, and others offered time on their own.

Staffers also support each other, through voluntary paycheck deductions of $1 to $5. A committee determines how to distribute these Family Funds to employees who need it, perhaps after an accident or death in the family.

Valade says Brinker’s goodwill philosophy is woven through recruiting materials, company communications and general-manager training. “Part of our mission statement is, we seek to improve the lives of the people in every community we serve,” she says. “It’s not just about serving food, it’s about serving the community where we work and live.”

Pick Me Up: Manager training and retention has helped lift hourly retention at Pick Up Stix, too.
Grabbing the Brass Ring: Buffets Inc. switches back to its original recognition program at its employees’ request.
Going Deep: Panera’s detailed assessment of managerial applicants leads to long-term employment.
Weathering the Storm: Good communications helped Raising Cane’s gather ‘round employees when Hurricane Katrina hit.
Community Reflection: BJ’s Restaurants’ diverse work force stems from its origins, locations and performance culture.

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