Canadian Pizza Magazine

From the Editor’s desk: November 2014

By Janine Druery   

Features Business and Operations Staffing

Something to bank on

Do you know what your employees really want?

Do you know what your employees really want?

If your answer is “no” or “not really,” you aren’t alone. As it turns out, many employers don’t know the answer to that seemingly straightforward, but essentially complex question.

However, not knowing the response can put you at a disadvantage. In today’s employment culture, you must take the time to discover what employees seek in the workplace if you want to recruit and retain good staff. Is money their main motivator? Does atmosphere matter? Is career advancement on their radar? These days, with hiring rates (and job dissatisfaction) on the upswing in many industries, paying close attention can make or break success in your establishment.


A study released in August 2014 by Towers Watson ( examined this issue. The company’s Global Talent Management and Rewards Survey queried 32,000 participants around the world, including 1,000 from Canada. Among other findings, the survey revealed that the top five priorities for employees in 2014 are: 1) salary/base pay, 2) job security, 3) career advancement opportunities, 4) learning and development opportunities, and 5) challenging work.

These results may not come as a big surprise. Yet, on the flipside, when employers were asked the same question, their ideas about “top attraction drivers” for employees were: 1) career advancement opportunities, 2) salary/base pay, 3) challenging work, 4) organization’s reputation as a good employer, and 5) organization’s mission/vision/values.

While the employer responses aren’t vastly different from the employee answers, there does seem to be a discernible disconnect between what employees and employers view as crucial for work satisfaction.

In our cover story, “Is Money  Everything?” writer Julie Fitz-Gerald examines this issue from an industry-specific standpoint. Her research turned up a variety of factors that attract and keep today’s pizzeria employees happy – from the location of the business to the culture of the organization to the company’s “fun factor.” These are particularly appealing to younger workers, who do not have the same financial needs as older staff. But despite the age demographic, does all of that mean that these issues supersede the almighty paycheque? To find out more, please check out our story on page 12.

Columnist Diana Cline also weighs in on a similar theme with her piece: “How good are your hiring systems?” Noting that, “any business is only as strong as the weakest employee,” Cline discusses the importance of employer strategies when it comes to selecting the best employees.

In “Making Dough,” consultant Dianne Chiasson continues the topic with “Eight ways to be an effective team leader.” Chiasson notes that behind every successful pizza operation is an effective manager/owner. Read more to learn about what makes a good leader – and what enables these people to motivate their staff and promote their businesses.

And, while we are on the subject of staffing, you’ll likely note that mine is a new face at this publication. I am happy to announce that I have come on board to take over for Laura Aiken while she is on maternity leave. It is an exciting time to be in this industry and I am really looking forward to immersing myself in it.

With that said, I’d love to hear from you and find out about your business, learn what you’d like to read about in the magazine, and discuss “all things pizza.” Please feel free to reach me at and start the dialogue.

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