Diversifying Values in a Diverse World

One out of every five foodservice employees was born in a foreign country, according to the National Restaurant Association. This statistic is staggering, and industry projections indicate this demographic will grow in the future. Therefore, it’s crucial for foodservice organizations to maintain

At Panda Express, more than 90 percent of the company’s 16,000-plus associates are minorities, the majority of whom are Asian or Latino. This is likely the case because the company was founded by Peggy and Andrew Cherng, both Chinese immigrants. Over the years, the company has grown from a small family business to become more diverse. Today, among our 1,000 restaurants across 36 states, we have a rich multicultural base of employees.

Two words come to mind when thinking about Panda’s attitude toward potential associates: comfort and welcoming. Many think, “I wonder if this is an organization that would be interested in having me.” The answer is, yes, absolutely. We’re a foreign-born company, and that resonates with potential employees that were born outside the United States. We as a company represent a cross-section of the American population.

This welcoming attitude is imperative in today’s business world, and especially in foodservice. At Panda Express, we believe that people behave according to their beliefs. If we believe in good values, both in work and in life, and we teach and lead by these principles, then it will improve our business. And it has. This all sounds like a cliché, but we have found it takes work to actually implement this belief.

Last year, Panda Express developed a core set of values, “Seven Habits in a Bag,” based on “The Seven Habits of Highly Effective People,” which the company licensed from Franklin Covey. The habits, or values, consist of the following: 1) be proactive; 2) begin with the end in mind; 3) put first things first; 4) think win-win; 5) seek first to understand, then to be understood; 6) synergize, or collaborate; and 7) sharpen the saw, or self-renewal.

These habits essentially are just words, like a list inscribed on a plaque. In order to give them true meaning we have to allow people to act on them. For example, when you say “giving” is a value, well what does “giving” really mean? We break that concept down by asking further, do we demonstrate compassion for others? Do we find ways to reduce concerns or address pertinent issues experienced by others? Do we reach out to our staff and demonstrate kindness?

Same goes with the idea of being proactive. We must ask ourselves, do we challenge the status quo within acceptable boundaries? Do we question traditional methods to determine if new ones might be beneficial? Do we consider numerous options before arriving at one solution, or do we just jump to one solution? Do we anticipate our customers’ needs? Do we develop plans to meet individual or company goals? Do we defend our point of view by using facts and logic? Asking these detailed questions are ways we can evaluate if we’re actually living these values.

Another way Panda Express acted on its mission and values is through implementing leadership development programs, training tools and more. Last year, Panda Express began offering computer-based classroom educational opportunities at its support center in Rosemead, Calif. The “e-modules,” or computer training programs, are 10-minute, interactive programs using visual and audio applications. They cover everything from technical skills such as learning how to cook fried rice and equipment knowledge to life skills such as buying a home or learning English. Afterward, associates apply this knowledge during on-the-job training.

Results from a pilot program showed that participating restaurants had increased sales, profits, mystery shopper scores and transactions. At Panda Express, we believe by showing concern for and helping others improve their own self-awareness, these individuals will be more engaged at work, loyal, curious and, overall, do a better job.

cyrus.devere@pandarg.com