The QSR Staffing Puzzle Solved with Pay, Perks, and Culture

Staffing remains the bane of the QSR industry's existence. New data reveals a critical trend operators must keep top of mind: one in four employees are willing to leave their jobs for better benefits, highlighting a growing expectation that compensation and perks genuinely reflect employer care.

In high-turnover QSR environments, employees want more than just a paycheck, Megan Coen, SVP of HR & Talent Services at isolved, told Modern Restaurant Management (MRM) magazine. In order for ooperators to attract and retain top talent, they must integrate pay and benefits into a holistic employee experience. 

"Today’s workers, especially Millennials and Gen Z, are looking for roles that fit into their lives and reflect their values. They crave recognition and support that fosters engagement and a sense of value. Data shows that 37 percent  of employees report that being recognized for their performance enhances their overall work experience.”

When employers show their teams they’re valued beyond the day-to-day, employees are more likely to feel connected to the mission of an organization and stick around for the long haul.

Even simple incentives like gift cards or extra days off can make a meaningful difference, Coen pointed out.. "When employers show their teams they’re valued beyond the day-to-day, employees are more likely to feel connected to the mission of an organization and stick around for the long haul."

Employees also want clear paths for growth, whether through dedicated career development programs, hands-on training, or leadership opportunities. Work-life balance is also important, particularly for those juggling multiple responsibilities.

"Offering flexible shifts, respecting scheduled hours and providing paid time off all contribute to a healthier work-life balance and greater job satisfaction," Coen explained. "In an industry where every hire counts, QSR employers have to think beyond traditional benefits packages, focusing on investing in benefits that empower employees and align with what their teams truly value."

Coen says a common misconception is that a competitive benefits package means a massive increase in labor costs, advising that operators focus on low-cost, high-impact initiatives that holistically improve the employee experience.

"Benefits like tuition assistance, flexible scheduling, financial perks, mental health days and basic retirement options can be powerful retention tools. These initiatives can be seamlessly integrated into existing systems and require a low lift for QSR operators."

For any QSR, the key to building a robust competitive package is to listen to their workforce, identify what matters most and invest in meaningful benefits strategically.

For example, the isolved team woked with JumBurrito to address similar challenges by investing in a holistic employee experience without overstretching its budget. By introducing tuition reimbursement, a 401(k) plan, and free meals, the company saw reduced turnover and increased retention. 

"For any QSR, the key to building a robust competitive package is to listen to their workforce, identify what matters most and invest in meaningful benefits strategically," Coen said. "Leaders can use simple tools like surveys, exit interviews or casual check-ins to gather honest feedback about what employees value most and where they’re hitting roadblocks. Many leaders may be surprised to find that it’s not always pay that drives dissatisfaction; it’s the friction in everyday experiences like onboarding, scheduling and navigating benefits. With 79 percent of employees feeling overworked and undervalued, creating space for open dialogue is essential. QSR leaders who listen consistently and adjust in real time will be better positioned to keep their teams engaged, aligned and prepared for the future of work."

When evaluating available benefits and implementing changes, Coen suggests:

• Start by looking for patterns in feedback, such as consistent concerns about communication, scheduling fairness, or lack of growth.
• Examine how current programs are being used and discuss recurring concerns with managers.
• Implement small changes, like simplifying benefits access or adjusting shift planning, to positively impact morale and retention.
• Align benefits with employee needs, offering more flexibility, clearer development plans, or easier access to resources.
• Continuously engage in conversation; building a strong culture requires regular check-ins and a willingness to adapt alongside the workforce.

• Staying proactive is key. On average, organizations navigate more than major shifts each year, not including daily disruptions. In this kind of environment, employees’ needs won’t stay static.

Prioritizing well-being and building flexibility into the employee experience are also vital.

"QSRs can adopt initiatives like shift-swapping options, mental health days and even simple wellness check-ins to help team members better manage the demands of the job," Coen said. "Financial wellness tools, like budgeting resources or earned wage access, can also reduce stress and help employees feel more secure. These types of benefits show that employers care about their workforce, not just the role they fill. When employees feel like their well-being is prioritized, both on and off the job, they’re more likely to stay, grow and bring their best to each shift."

Coen added that QSRs can drive meaningful retention by fostering a culture rooted in purpose and growth.

"Employees want to feel like more than just a shift on the schedule, they want to be seen, heard and supported in their roles. One of the most impactful ways to deliver on that is by offering flexible, skills-based training. Traditional, one-size-fits-all programs often fall short, especially in a busy, fast-moving industry. Instead, providing simple, hands-on training that can be tailored to different roles and learning preferences helps team members build confidence and take ownership of their career path. Workers are also paying closer attention to company values. Demonstrating social responsibility and ethical practices can strengthen loyalty among employees seeking more than just a paycheck."