Staffing

66% of young restaurant workers say employers aren't training them right — Here's the fix

A new Schoox survey reveals a gap between what frontline restaurant employees want to learn and what operators are actually delivering — and why closing it could cut turnover.

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August 20, 2026 by Amy Sorter — Writer and Editor, Connect Media

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Sandra Moran, courtesy of Schoox

Frontline restaurant employees say they want more opportunities to build skills and advance their careers, but the realities of day-to-day operations often leave little room for meaningful training, according to a survey from learning platform Schoox. It found that while frontline employees want training, restaurant owners face obstacles with its delivery. Training often takes a back seat to serving customers due to tight staffing, busy shifts and managers who juggle multiple responsibilities.

The findings come as restaurant operators continue looking for ways to boost employee retention after years of high churn and staffing challenges.

The drive to learn

Sixty-six percent of frontline retail, hospitality and restaurant workers aged 18 to 34 years old said their employers don't provide the training to help them perform better in their jobs. Nearly eight in 10 respondents (79%) claimed that lack of time and low prioritization were the main barriers to completing learning programs.

Restaurant workers were generally positive about their training, with 78% saying that it's relevant to their jobs. However, 14% said the education isn't easy to access, while 29% said they weren't aware of available career growth opportunities.

"Restaurant employers are clearly doing something right, but there's still work for restaurant owners to do to support them," Sandra Moran, Schoox chief marketing and customer experience officer, told FastCasual. "The bigger opportunity is to give workers accessible learning that helps them not only build practical skills but also adapts to their personal skill development and growth goals, leading to more confidence in their capabilities in their current and future roles."

That investment could mean more than just growth in skills and knowledge. More than 42% of restaurant respondents said purposeful learning and development would encourage them to remain with their employer for at least another year.

Love & Honey Chicken co-founder and CEO Laura Lyons said this metric isn't surprising.

"When employees are expected to perform without being properly prepared, they becomes frustrated and lose confidence," she told FastCasual.

"On the other hand, the right training provides clarity, helps them feel successful, and demonstrates that the company is invested in their growth."

Why training falls short

Aaron Anderson, courtesy of Axxeum Partners

The survey suggests restaurant employees want to sharpen practical skills. Thirty-eight percent said operational execution and product knowledge are among the most important capabilities for success in their roles. Over half of the frontline workers identified customer interaction as their weakest skill. Yet, providing that training involves more than simply scheduling another class or course.

"Our employees need more than instructions. They need context," Lyons said. "They need to understand both how we do something and why it matters."

Quick-service and fast-casual restaurants operate in an environment focused solely on customer service. Younger and part-time employees work rotating shifts, while managers balance staffing, food safety and operations. There is little, if any, time for extra learning or coaching.

And while managers are responsible for training, they often don't have the time to follow up when the initial training is complete. As a result, employees might complete required courses. But they might not receive the ongoing coaching that is relevant to day-to-day performance.

Lyons said that incorporating follow-up into a restaurant's normal operating rhythm is one solution. She also stressed that the initial training is simply the introduction, not the finish line. Observation of performance and coaching in the work environment determines if training translates into consistent action.

Then there are the training programs themselves.

Franchise owner and Axxeum Partners CEO Aaron Anderson told FastCasual that front-line employees need more than general training. They need assistance with everything from meny knowledge to cleanliness to presentation to creating a consistent experience. But these aren't typically available in a generic workplace training program.

Moran said that most programs were designed for desk-based employees, rather than to the unique needs of restaurant teams.

"They may also be too generic or focused on onboarding and compliance rather than operations," she said.

How training fits restaurant operations

Rather than asking restaurant employees to step away from busy shifts for lengthy training sessions, Mora said learning should be integrated into the workday. That starts with mobile, role-specific training employees can access on a personal device or store tablet when time allows. Digital lessons should be reinforced with hands-on practice, manager coaching and short checklists that help employees immediately use their new skills. Restaurants should also move away from training delivery during onboarding. Instead, regularly offered bite-sized learning modules can support foundational skills while preparing workers for greater responsibilities.

Laura Lyons, courtesy of Love & Honey Chicken

Lyons said that Love & Honey Chicken incorporates training as part of operations, rather than as a separate function. Skills are introduced station by station, with demonstrations and management scheduled during slower periods.

"During service, newer employees work alongside experienced team members so they can build speed and confidence without sacrificing food quality or the guest experience," she said.

Managers also need support. Training supervisors to coach employees, reinforce standards and monitor progress can help learning extend beyond online courses.

"Training has to be simple, repeatable, and connected to the guest experience," Anderson said.

"In a busy restaurant team members need training they can quickly understand, apply immediately and revisit when they are actually working stations."

Finally, companies should measure whether training improves business outcomes. Metrics such as employee performance, retention and internal promotions offer a good indication of the effectiveness of learning programs. Moran said restaurants will know if their training is working when employees perform more consistently and stay with the company for longer periods.

For an industry that continues to battle turnover, effective training could be considered more than an employee benefit. It could be a viable retention strategy, especially for an industry that continues to deal with high turnover rates.

About Amy Sorter

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Amy W. Sorter is an award-winning journalist, copywriter and content producer. Sorter has generated quality articles, blogs and thought leadership pieces for multiple industries during her many decades as a writer. Her byline has appeared in local and national publications including the American Business Journal, Connect CRE, Bankrate, CURE Magazine and the Dallas Morning News.

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