Why is the Turnover Rate High for Restaurant Staff? Analyzing the Structure of “Split Shifts,” “Speed and Complaints,” and “Low Wages”

The turnover rate for restaurant staff is among the highest of all industries. This is underpinned by long and irregular working hours dictated by customer dining times, particularly the prevalence of split shifts (“Naka-nuke”). Furthermore, the industry’s characteristic low wage levels, combined with the mental and physical strain from the high-speed demands during peak hours and handling customer complaints, create a structure where turnover is relentless.

This article provides a detailed explanation of the factors leading to the high turnover rate in this industry, examining them from four perspectives: working conditions, compensation/benefits, workload, and career development.

Turnover Rates in the Accommodation and Food Service Industries (Latest Data)

The restaurant staff data is included within this broader category.

1. The Issue of Working Hours (Long Hours and Split Shifts)

Due to the need to operate around customer dining peaks, the industry is structurally prone to irregular and long working hours.

Irregular Shifts and Long Time Commitment:

• Prevalence of “Split Shifts” (Naka-nuke): Shifts often include a long break (several hours) between the lunch and dinner peaks, known as a split shift. This significantly increases the total time commitment, and the break time is often not used effectively.
• Weekend and Holiday Work: Weekends, holidays, and long breaks—periods when the general public rests—are the busiest and most profitable times (“Kasegido-ki”), making it difficult to take continuous time off.

Normalization of Long Working Hours:

• Excessive Workload Due to Staff Shortages: Chronic labor shortages increase the workload per person (cooking, service, cleaning, ordering, etc.), often leading to increased overtime.
• Opening/Closing Preparations: Preparation before opening, cleaning, and closing tasks after operational hours often take a long time, sometimes resulting in unpaid overtime.

2. The Issue of Compensation and Benefits (Low Wage Levels and Few Holidays)

The fact that wage levels are low compared to the required intensity of work and multi-tasking is the biggest single factor for turnover.

Low Salary Levels:

• Imbalance with Duties: Many employees feel underpaid compared to the required physical stamina and specialized skills needed for cooking, customer service, hygiene management, and complaint handling.
• Limited Opportunities for Raises: Difficulty in reflecting individual skills and efforts in the evaluation system, along with slow salary increases, contributes to decreased motivation.

Difficulty Taking Time Off:

• Few Days Off: Characteristic of the service industry, many companies offer fewer annual holidays compared to the all-industry average.
• High Hurdle for Taking Paid Leave: Operating with minimal staff makes employees hesitant to request paid leave, creating an environment where it is difficult to refresh and recuperate.

3. Workload and Mental Stress (High-Paced Physical and Emotional Labor)

The overwhelming intensity during peak hours and the mental stress from customer interaction are major turnover factors.

Significant Physical Strain:

• Standing Work: Long periods of standing are mandatory during operating hours, leading to the accumulation of physical fatigue.
• Heavy Labor During Peaks: Tasks during peak times, such as lunch and dinner, are performed at an extremely high pace, severely draining physical strength and concentration.

Mental Stress:

• Complaint Handling: Direct customer interaction necessitates dealing with unreasonable demands and harsh complaints (e.g., dissatisfaction with food, wait times, or staff attitude), leading to significant mental stress.
• Interpersonal Issues: The busy environment can strain coordination between the kitchen and floor staff or lead to weakened workplace communication.
• Responsibility for Hygiene: There is constant, heavy responsibility associated with food hygiene management, such as the risk of food poisoning or allergic reactions.

4. Issues with Career Development and Training Systems

A focus on On-the-Job Training (OJT) and a monotonous career path within the industry hinder young employees’ future prospects.

Undeveloped Education and Training Systems:

• “Learn by Watching” Culture: Due to the fast-paced nature of the work, On-the-Job Training (OJT) for new staff is often insufficient, resulting in a “learn by watching” or “just get used to it” approach that makes new hires feel anxious.
• Vagueness of Career Path:
  • Ambiguous Evaluation: Even when results like store sales are clear, if the system for evaluating individual growth and effort is unclear, the criteria for promotion or advancement are difficult to see.
  • Limited Career Options: Many companies only offer a limited career path: from floor staff to store manager, and then perhaps area manager.
• High Industry Fluidity: Since the barrier to changing employers within the same industry is relatively low, many employees actively move jobs in search of better compensation or working conditions, resulting in high “fluid turnover.”

The Structure of the Vicious Cycle

In the restaurant industry, these factors intertwine to form a vicious cycle: “People quit because of low wages and few holidays → Staff shortages cause the individual workload to increase exponentially → Working hours lengthen, and employees become mentally and physically exhausted → More people quit because of the demanding conditions.” This structure is the main reason why the food service industry constantly struggles to escape its high turnover rate.