| | December 2020MANAGEHRMAGAZINE.COM8In MyOpinionTHREE WAYS FRISCH'S BIG BOY IS REHIRING, RETAINING AND REBUILDINGTRUSTBy Sheri Harper, Chief People Officer, Frisch's Big Boy Just as the global pandemic shifted thinking in nearly all parts of our lives, it has given a dramatic jolt to the battle for talent. Once loyal team members aren't necessarily returning to restaurants for a number of reasons including the rise in unemployment benefits, availability of childcare for school-aged childrenor concerns for health and safety.The Frisch's Big Boy revolution in the way we serve our team members and our guests was underway prior to COVID-19. Already nimble, the pandemic gave us opportunity to accelerate the way we serve our communities. We pivoted quickly which resulted in a recent national recognition for Most Innovative Product Introduction from the Franchise Innovation Awards. Frisch's was the first restaurant group in the nation to offer groceries and staples during the pandemic.We gave guests the opportunity to purchase items, through drive-thru, carryout and delivery, such as loaves of bread, gallons of milk and bathroom tissue.In late May, with health and safety as top priority for guests and team members we were able to begin a staggered reopening of most of our dining rooms. And as we reopened, we did so with a new fast casual dining experience and the addition of new rolesto ensure restaurants are executing our COVID-19 Hospital Clean procedures.Thanks to thesesuccesses and assistance from the Paycheck Protection Program, we were able to quickly rehire a significant number of our 5,000 team members at our more than 100 locations across Ohio, Kentucky and Indiana.Frisch's Big Boy continuously looks for innovative opportunities to engage employees and enhance culture. Here are threetools we are using to rehire, retain and rebuild trust with our team members.
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