A pinch of coaching, a dash of training

Joey Restaurants’ recipe for success tackles 200-per-cent turnover rate, lands it on top employers list
By Dave Busse and Judy Hemmingsen
|Canadian HR Reporter|Last Updated: 12/14/2010

What takes a company from a crippling turnover rate of more than 200 per cent to being named one of Canada’s top places to work? The answer to this question lies with the philosophy and focus of Joey’s president and CEO, Jeff Fuller.

Thanks in part to Fuller’s investment in a coaching culture, the Joey Restaurant Group ranks number 16 in the category of companies with more than 1,000 employees on the list published by the Great Place to Work Institute, alongside organizations such as Microsoft, TD Canada Trust and Four Seasons Hotels.

It wasn’t always this way. Fuller launched the first Joey Restaurant in 1992 and, by the early 2000s, was forced to deal with critical recruitment issues that included lost talent, the sourcing of new candidates and managing rising replacement costs. Now, with 23 locations in Alberta, British Columbia, Manitoba, Ontario and Washington, the picture is quite different. So what was Fuller’s secret?