For Ryan McEvoy, owner of Jeff's Bagel Run in in Wake Forest, Rolesville, and Raleigh, N.C., working with the younger generations—Gen Z and Millennials—isn’t a challenge. He believes it’s an opportunity for the bar, restaurant, and hospitality industry.
According to McEvoy, young professionals may come in with less experience, but they’ll bring more potential than expected, if the owner/operator builds the right environment, trains accordingly, and inspires staff to love being a part of the team. He added that these young professionals are not just choosing jobs—they’re choosing environments. Thus, a safe, fun, and positive workplace becomes one of the best recruiting and retention tools for employees from these generations.
“Gen Z and young Millennials are bringing energy, creativity, and fresh perspective to the hospitality world,” said McEvoy. “But they don’t operate like previous generations. To engage them, you have to lead differently—with intentionality, empathy, and authenticity.
Chef JJ Johnson, cookbook author and owner of Fieldtrip in N.Y.C. (he also recently worked with Unilever Food Solutions on the Unilever Future Menus initiative in Amsterdam and Chicago—said he loves working with younger generations because of their energy, creativity, and curiosity.
“They bring new perspectives to the table—literally and figuratively,” shared Johnson. “Whether it's a Gen Z team member sharing a trending food or cocktail idea or a young cook eager to learn global flavors, they push the culture forward. They also care deeply about purpose, which aligns well with purpose-driven brands like mine. When you give them direction and room to grow, they can become your most passionate ambassadors.”
Alex Serena, beverages director for Teleferic Barcelona, which has five restaurants in California and a busy team in Barcelona, Spain, said these generations are a burst of energy, have their pulse on what’s trending, and can be a huge asset.
“Think of younger employees as espresso shots,” said Serena. “They are pure energy. They know what is trending before it hits social media, which helps us connect with the same crowd we want to attract to our restaurants and bars. They are also naturals when it comes to promotions and events. Need to launch a Pride Month campaign or a sangria activation for summer? They will help bring it to life and make it shareable online. They are not afraid to learn new cocktail techniques or experiment with the menu, which keeps our beverage program evolving.”
Chef Ni Nguyen of Denver's sap sua––a James Beard Emerging Chef Semifinalist for 2025––said the younger generation of professionals are constantly thinking of new, more efficient ways to do things, and they’re driven by self-improvement.
“As much as they can learn from our experience, we’ve found that we can learn from their creativity,” said Nguyen. “It’s truly a collaborative process.”
Executive Chef Austin Tisdale, of Wildwood Still in Asheville, N.C., agrees that the industry can learn from young professionals “The younger chefs that are serious about their craft and definitely inspire me and keep me on my toes,” he said. “I have learned a lot about where our industry is trending from them. I am very lucky to have three badass 26-year-old chefs working for me in my kitchen and I consider myself lucky to have them as a part of my team at Wildwood Still.”
To learn more about how bar, restaurant, and hospitality owners and operators can work with the younger generation of employees, attract and retain them, and more, Bar & Restaurant News spoke with numerous industry leaders to gain insights and advice.
Attracting & Retaining Young Professionals: ‘Invest in Your People and They’ll Invest Back’
Ashley Mitchell, vice president of marketing at the franchise chain Sammy’s Sliders, believes younger generations want purpose, belonging, and growth with any job or career, so this should be considered when trying to attract and retain new team members.
“If you can’t offer all three, they’ll go somewhere that can,” said Mitchell. “It doesn’t have to be fancy—it could be showing a line cook how to cross-train as a shift lead or involving a team member in local event planning. The point is: Include them.”
Serena, of Teleferic Barcelona, agrees that offering growth opportunities is key when attracting and retaining the younger generations, and that flexibility and respect for their time are also at the top of the list.
“Growth does not always mean they want a lifelong career in hospitality,” noted Serena. “For some, it simply means learning bar skills or customer service experience that will benefit them elsewhere. To address this, we created career path programs for our bar teams so that anyone who wants to level up can do so. This helps us retain ambitious employees and ensures even temporary staff leave with useful skills.”
Roman Maliszewski, founder and CEO of Tapster Tasting Room, a self-serve bar and tasting room chain, said he thinks the younger generations want to be seen, heard, and respected by their employers.
“This is not unique to their generation, but when you are an older owner working with younger employees, you must always lead with respect and empathy,” explained Maliszewski. “We might not be in the same place in life, but their experience is real and deserves understanding.”
Grant Kneble, owner of Freddy J's Bar & Kitchen in Mays Landing, N.J., said demonstrating fairness and understanding is important when retaining younger employees. He said they’re not looking to be coddled, but they do want to feel like they’re being treated with respect and acknowledged for their effort.
“If you create an environment where they are heard, supported, and treated like responsible adults, they will naturally want to do better,” said Kneble. “It becomes a two-way street, setting the tone for a positive workplace culture that benefits everyone.”
Johnson, of Fieldtrip, said the younger generations want inclusive, transparent, and empowering environments, so that’s important with retaining them as employees.
“No toxic back-of-house yelling,” said Johnson. “No favoritism. They want to work somewhere that values teamwork, fairness, and personal development. Build a culture that listens, uplifts, and holds everyone accountable. At Fieldtrip, we lead with culture first—it’s the foundation of everything.”
David Choi, director of operations at Promise Hospitality Group, which includes Allora Ristorante and Carne by Allora, said the it all comes down to culture, relevance, and respect when attracting and retaining professionals from younger generations.
“We attract talent by showcasing our culture online and in-person, offering growth tracks, and recognizing contributions,” said Choi. “Invest in your people and they’ll invest back.”
Younger Generations Want to Work with Mission-Driven Employers
Young professionals from the Gen Z and Millennial generations also care about how a business operates—not just what it sells, according to Mitchell of Sammy’s Sliders.
“We’ve made values like inclusivity, sustainability, and community connection a core part of our DNA—not just in marketing, but in how we hire, train, and operate,” shared Mitchell. “If you’re doing good things, don’t be shy about telling your team. They want to know they’re part of something meaningful."
Johnson, of Fieldtrip, sees it as a major plus that young professionals want to be aligned with something meaningful.
“If your brand stands for sustainability, diversity, or social impact, talk about it—and back it up with action. At Fieldtrip, our mission is rooted in culture and community, and that attracts young talent who want to be part of a bigger story.”
Kacie Dancy, vice president of operations at Pop’s Beef, an Italian beef and sausage chain, said the younger generation employees would rather work for employers who are mission driven, because they want to know that the work they do actually matters.
“They like working for employers who are actively involved with the community and giving back to the community,” said Dancy. “The more we involve our younger generation employees on community give back and social media initiatives, the more they enjoy working for us.”
Kneble, of Freddy J's Bar & Kitchen, said being mission driven is becoming more important every year for many young professionals because they want to feel connected to something larger than themselves. As a result, the operators at Freddy J’s discuss their values during the onboarding process for new team members, and they reference them in feedback and decision-making processes.
“At Freddy J's, we operate by five core values that are printed, taught, and lived throughout the business,” said Kneble. “1. Respect: For yourself, for others, and for the product we serve. 2. Accountability: Holding ourselves and our team members to the highest standards. 3. Kaizen: The Japanese principle of continuous improvement. We strive to get better every day. 4. Hospitality: Making people feel seen, heard, and welcomed at all times. 5. Community: Creating a sense of belonging, both within our staff and with our guests.”
Listening to Work/Life Balance Goals Is Key, Especially with the Younger Generations
In addition to being a part of a great company culture and a mission driven business, the younger generations also value balance more than ever before, according to Johnson of Fieldtrip.
“My advice is to build realistic schedules that allow time off, communicate expectations clearly, and avoid punishing people for having lives outside of work,” revealed Johnson. “It’s about respect. If they feel respected, they’ll give you their best.”
Izzy Kharasch, a Chicago-based bar and restaurant industry expert and president of Hospitality Works, said the younger generations are more inclined to be looking for very specific hours and days. “We, as employers, need to hear this, take it seriously and implement the schedule that works best for them,” he explained, noting that listening to the employee’s work/life balance goals will lead to an employee who will stay longer with the business.
Serena, of Teleferic Barcelona, said that while flexibility is important for the younger generations, the reality of this industry is nights, weekends, and busy holiday periods. Thus, the key is to make scheduling predictable and fair.
“At Teleferic, we track days off automatically, offering two for every five worked, and we post schedules early, so no one is caught off guard,” explained Serena. “Total freedom is not realistic, but predictability is what keeps morale steady.”
Choi, of Promise Hospitality, said that from his perspective, flexibility with scheduling should no longer be an incentive—it needs to be priority for the industry. “We honor these expectations by creating a fair schedule and giving team members time off when necessary,” he said.
The biggest mistake an employer can make, in terms of work/life balance, is trying to convince employees that they need to change their goals, per Kharasch of Hospitality Works. “Hear what they are asking for, give it to them, but make sure that they live up to their end of the bargain,” he advised. “If they say that they can work every Monday/Wednesday/Friday, don’t let them call off on those days.”
Communication & Feedback: ‘You Don’t Need to Speak in Gen Z Slang’
When thinking about how to work with younger generations of employees at a bar, restaurant or hospitality business, experts say owners and operators need to approach it with a different frame of mind.
McEvoy, of Jeff's Bagel Run, said he believes the younger generations of employees need a more gentle approach.
“They value honesty, but they also value kindness,” said McEvoy. “Clear expectations delivered respectfully go a long way. Don’t wait for a quarterly review. Younger staff appreciate quick shout-outs, gentle course corrections, and even text messages between shifts. You don’t need to speak in Gen Z slang, but keep it casual, approachable, and two-way. Skip the corporate tone. Be real.”
Serena, of Teleferic Barcelona, shared that to communicate effectively with the younger generations, owners and operators should strive for quick, frequent feedback communication over long, formal sit-downs—and annual reviews are not enough.
“A simple ‘good job’ at the end of a shift or a quick correction in the moment is far more effective,” suggested Serena. “This can take time, so we use pre-shift briefings and short post-shift debriefs to make feedback part of the daily routine instead of an extra task. Implementing the right tone and a clear template for communication is key whenever feedback is given. Young talents do not respond well to loud or compulsory communication.”
Dancy, of Pop’s Beef, added that in addition to ongoing feedback, the younger generation of employees favor ongoing coaching, technology to communicate, and the opportunity to be involved.
“They would like the employer to use technology to communicate,” said Dancy. “Ideally, they would like to have an input when possible, in certain aspects of the restaurant, promotions, and community involvement. Certain younger generation employees would like to have an opportunity to be in small leadership roles. Promotion to shift leader roles and trainer roles allows for younger generation employees to be more relatable to their co-workers.
Choi, of Promise Hospitality, said his suggestion is to provide real-time constructive feedback throughout service. “The foundation of success begins with a purposeful pre-shift meeting,” he said, “not just to review logistics, but to inspire excellence. We recommend using this time to reinforce service standards, reference Forbes guidelines, highlight recent Yelp reviews, and re-anchor the team in our shared commitment to hospitality. When communication is intentional and performance is celebrated in the moment, it fuels a culture of continuous growth and pride in the craft.”
If owners and operators find themselves needing to alter their communication style dramatically with the younger generations, that may be a red flag, according to Kneble of Freddy J’s. “These are just people at a different stage of life,” he said. “The key difference is that they often require more patience, rather than more praise or sugarcoating. I strive to be transparent, calm, and consistent. I try not to wait for a performance review or a write-up to address an issue. I handle things in real-time, and I make sure they know I'm here to help them succeed. Patience and real-time support go much further than any scripted management approach.”
‘This Is an Opportunity to Shape the Future of Hospitality’
Sap sua’s Nguyen said that, overall, a common misconception about the younger generations is that they’re unmotivated or aren't as hardworking compared to older generations—and this simply isn’t true.
“When working with younger team members, you’ll find that they’re just as driven when they’re listened to, supported and given the opportunity to flourish,” shared Nguyen. “It’s important to remember that you were once in their shoes.”
Kharasch, of Hospitality Works, said that these young professionals are the future employees for the long term, so it’s important to understand them.
“Understand that you, as the owner, are the one that needs to change your perspective,” said Kharasch. “If you want to make great employees, then be prepared to listen to what they want, what they are looking for, and then adjust accordingly. Don’t try to fit them into your mold but work with them to create a new program that will be a better fit for then, now, and a better fit for you in the future.”
Kneble, of Freddy J's, said that if owners and operators need a guidebook to connect with younger staff, they might be overcomplicating it. “They are not a puzzle to figure out,” he said. “They are individuals with diverse experiences and expectations, yet they are just as capable, passionate, and committed as any other generation. If you invest in their development, show respect, and create a workplace grounded in values and mutual accountability, they will rise to the occasion. This is an opportunity to shape the future of hospitality, and by combining the wisdom of older generations with the energy and openness of the new ones, the industry as a whole will benefit.”
Aaron Kiel is an award-winning journalist and public relations professional in Raleigh, N.C. He’s worked in the beverage, tea, and coffee industries for two decades, as well as hospitality and technology. He’s a journalist at heart, but he also wears a PR and communications hat through his consultancy, ak PR Group. Aaron is a contributing writer/reporter for Questex’s Bar & Restaurant News and he’s a past editor of Questex’s World Tea News. In 2023, he was a finalist and honorable mention in the “Folio: Eddie & Ozzie Awards” for “Range of Work by a Single Author – B2B” for World Tea News, and in 2024, he won two awards for his work with Bar & Restaurant News, including a Gold Northeast Region Award in the American Society of Business Publication Editors’ (ASBPE) Azbee Awards under the “Diversity, Equity & Inclusion” category, and a “Folio: Eddie & Ozzie Award” in the B2B article category for “Culture & Community.” He also received a 2024/2025 ASBPE Diversity Fellowship Award, which supports and recognizes diversity in the field of B2B journalism. Connect with him on Instagram: @adventurer_explorer or visit akprgroup.com.
Are you registered for our Crave and Crave on the Menu newsletters? Sign up today!
Plan to Attend or Participate in Our Events:
- Register Now for the 2025 Bar & Restaurant Expo Colorado, October 26-28, 2025, Denver, Colorado
- 2026 Bar & Restaurant Expo, March 23-25, 2026, Las Vegas, Nevada.
To book your sponsorship or exhibit space at our events, fill out our form.
Also, be sure to follow Bar & Restaurant on Facebook and Instagram for all the latest industry news and trends.