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 novices in the industry, offer an unprecedented work organization: a four-day week, with no overtime. This human approach transforms not only the professional experience of employees but also the service provided to customers.
How is Crest innovating in the restaurant industry?
In Crest, a restaurant stands out thanks to working conditions that meet employees’ expectations. The manager, Marion Huin-Bauchat, has implemented a four-day work week for her employees, allowing for better reconciliation between professional and personal life. 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 fatigued. That’s 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 gain from this work model?
The working conditions at La Salle à manger are applauded by employees, making the work environment much more pleasant. Charlotte, the head waitress, shares her feeling: “I feel heard; it’s good to offer something other than sacrificing for your job.” This statement reflects the positive impacts of such a model on employees’ engagement. When an employee feels valued, the impact on productivity is significant.
Employees also find a balance between their private lives and work, fostering 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.
- Weekends off every two weeks, allowing everyone to recharge.
- An open communication where everyone can express their needs and expectations.
What impact do these changes have on the establishment’s performance?
These reforms have resulted in a more positive atmosphere within the restaurant, where the well-being of employees takes precedence. Marion emphasizes that more happiness at work leads to better quality service for customers. This virtuous circle seems to work: “If employees are happy at work, it shows in the service, in the welcome,” she says. Employee satisfaction directly translates into customer satisfaction, which is reflected in reviews and customer feedback.
Of course, all this comes at a cost. Rather than increasing the number of hours per employee, Marion chose to increase the number of employees. Nine full-time employees work at this establishment, illustrating their desire to promote a sustainable long-term model through conscious human resource management.
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 rest time.
- Enhancing open communication to establish an honest dialogue between management and employees.
These initiatives demonstrate that employee well-being should not be based solely on short-term profitability. By focusing on employee satisfaction, other restaurants could also see an improvement in their services and increased customer loyalty.
Is Crest a model for the restaurant industry of tomorrow?
It seems so. Marion Huin-Bauchat has already received over fifty CVs to join her team, which illustrates the growing appeal of this establishment. Furthermore, this innovative management model has allowed 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 to new concepts in dining. Industry professionals could see Crest as a model to follow, proving that a model based on personnel and empathy can be just as profitable. This also invites consideration of the future of the restaurant industry, where employee well-being and satisfaction will become key values.
The restaurant La Salle à Manger in Crest stands out for its innovative approach to working conditions. By offering a four-day work week and avoiding overtime, this venue demonstrates a genuine willingness to improve the lives of its employees. Marion Huin-Bauchat, the manager, has identified the challenges facing the restaurant industry, particularly the high turnover 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, job satisfaction and well-being directly translate into optimized customer service.
Although the operating costs are high, particularly due to investing in additional hires, the positive impact on the team and work atmosphere is undeniable. This approach could inspire other establishments to engage in practices that promote employee happiness as a successful lever in the restaurant industry.
