In Crest, a restaurant stands out for its commitment to its employees, aligning with their needs and well-being. Marion Huin-Bauchat and her husband, although new to the sector, offer an unprecedented work organization: a four-day week, without overtime. This human approach not only transforms the professional experience of employees but also the service provided to customers.
How does Crest innovate in the restaurant sector?
In Crest, a restaurant stands out thanks to working conditions that meet the expectations of employees. The manager, Marion Huin-Bauchat, has implemented a four-day week for her staff, allowing for better work-life balance. This work model fosters a serene and fulfilling environment for the team, with mutual respect manifesting in every interaction.
This initiative is the result of careful observation of dysfunctions in the sector. When Marion and her husband took over the establishment, they noticed a high turnover rate and exhausted teams. Employees, often sacrificed to their overtime, were tired. That is why, by reducing excessive hours, they managed to create a work environment where everyone feels valued and heard. By placing well-being at the heart of their management, they transformed the culture of the establishment.
What benefits do employees derive from this work model?
The working conditions at La Salle à Manger are praised by employees, making the work environment much more pleasant. Charlotte, the head waitress, shares her feelings: “I feel heard, it’s nice to offer something other than sacrificing yourself for your job.” This statement reflects the positive fallout of such a model on employee engagement. When an employee feels valued, the impact on productivity is significant.
Employees also find a balance between their private lives and work, which fosters a stronger team spirit. Marion has implemented specific measures, such as:
- A tailored schedule for individuals with specific needs, such as an employee suffering from endometriosis.
- Every other weekend off, allowing everyone to recharge.
- An open communication policy where everyone can express their needs and expectations.
What impact do these changes have on the performance of the establishment?
These reforms have led to a more positive atmosphere within the restaurant, where the welfare of employees takes precedence. Marion emphasizes that more happiness at work leads to better service quality for customers. This virtuous circle seems to work: “If employees are happy at work, it shows in the service, in the reception,” she says. Employee satisfaction directly translates into customer satisfaction, and this is reflected in reviews and feedback from clients.
All of this comes at a cost, of course. Instead of increasing the number of hours per employee, Marion chose to increase the number of employees. Nine full-time employees work in this establishment, illustrating their willingness to promote a sustainable long-term model through a mindful management of human resources.
How can other restaurants draw inspiration from Crest?
La Salle à Manger offers a work model that deserves to be studied by other restaurateurs. They could consider:
- Reducing the number of hours worked per week to decrease stress and fatigue.
- Adapting schedules to the personal needs of employees, including adequate resting time.
- Enhancing open communication to establish an honest dialogue between management and employees.
These initiatives show that employee well-being should not be solely based on short-term profitability. By focusing on employee satisfaction, other restaurants could also see improvements in their service and increased customer loyalty.
Is Crest a model for the future of the restaurant industry?
It seems so. Marion Huin-Bauchat has already received over fifty CVs to join her team, highlighting the growing appeal of this establishment. Furthermore, this innovative management model has enabled her to receive several awards, such as the CPME 2024 trophy for enterprising women.
Marion even plans to open a second establishment, a testament to the success of her strategy. This success is beginning to attract attention towards new concepts in the restaurant sector. Professionals in the field could view Crest as a model to follow, proving that a model based on staff and empathy can be just as profitable. It also invites reflection on the future of the restaurant industry, where employee well-being and satisfaction will become key values.
The restaurant La Salle à Manger in Crest is distinguished by its innovative approach to working conditions. By offering a four-day week and avoiding overtime, this place demonstrates a real commitment to improving the lives of its employees. Marion Huin-Bauchat, the manager, has successfully identified the challenges faced by the restaurant sector, notably the high turnover rate and difficulties in balancing professional and personal life.
This innovative model allows employees, like Charlotte, the head waitress, to enjoy a significantly improved quality of life. This initiative is accompanied by personalized support for employees with specific needs, including a tailored schedule for those suffering from health issues. Thanks to these measures, satisfaction and well-being at work are directly reflected in an optimized customer service.
Although the operating costs are high, particularly by investing in additional hires, the positive impact on the team and work atmosphere remains undeniable. This approach could inspire other establishments to engage in practices that promote employee happiness as a lever for success in the restaurant industry.
