Quite often I see McDonald’s New Zealand managing director, Mark Hawthorne walking past my office (the McDonalds NZ head office is next door) and the other day it reminded me of how he came to be in this position.

Hawthorne started his career with the fast food giant as student selling burgers to earn some money. Along the way someone with a bit of insight realised Hawthorne’s potential and set up his career path with training and promotion.

Hawthorne’s story is not a one-off; in fact McDonald’s has a number of restaurant owners who started out in a similar way and have gone on to own their own McDonald’s empire.

I recently also noticed quite a few hospitality businesses up for sale and it got me thinking ‘what if these businesses had staff that could have taken over the business if given the opportunity’.

The baking industry have already cottoned-on that this is a good way of planning a head. I’ve heard of bakeries where the owners were heading towards retirement so they encouraged their apprentice bakers or other staff, to consider buying the business when the time was right. It made for a smooth transition, and often the new owner, having worked with the previous one, had a greater understanding of what worked for this business.

The other point to having this kind of succession plan is that you start to look at your staff in a different light. Rather than seeing them as people you employ to just do the job - people, who, if given a better opportunity elsewhere will leave - you recognise their commitment to your business and together you work towards goals.

You may not be thinking about retirement or selling your business, but taking this different approach with your staff, giving them reasons to feel some ownership through training, promotion and involvement will mean staff remain with you through the highs and the lows, supporting you and even allowing you to take a break from the business, if necessary.

And finally, don’t underestimate young employees, the quiet shy ones or those burning with great ideas, who are hopeless at sticking to time schedules. Hidden under those appearances are often people with real talent. They just need the opportunity.

Cynthia Daly, editor

Food & Beverage Today