Your kitchen staff rolls their eyes every time you mention food cost percentages or revenue targets. They see these numbers as abstract management speak that has nothing to do with their real work. The disconnect between financial goals and daily kitchen operations creates resistance instead of teamwork.
Why employees reject numbers
The issue isn't the numbers themselves, but how you present them. Say "our food cost needs to be 30%" and your chef thinks: "What does that mean for me?" They can't see the connection between that percentage and their daily work chopping vegetables or plating dishes.
⚠️ Watch out:
Employees who see targets as "management talk" often work against you instead of with you. They think numbers only matter to the boss.
Translate numbers into concrete actions
Skip abstract percentages and explain what it means for their actual work. Make it tangible and personally relevant. Your team needs to see the direct impact on their daily tasks.
💡 Example:
Instead of: "Our food cost needs to go from 35% to 30%"
Say: "If we use 20 grams less cheese per pasta, we can raise your salary by €50 a month"
Result: Your team immediately understands what's in it for them
Make targets personally relevant
Connect every number to something your employees actually care about. That could be their salary, workload, or pride in quality. Different roles need different motivations.
- For the chef: "Less waste means more budget for premium ingredients"
- For servers: "Higher revenue per table means bigger tips"
- For dishwashers: "Working more efficiently means less stress during rush"
Use visual tools instead of spreadsheets
Excel sheets intimidate kitchen staff. Use simple, visual ways to show progress that anyone can understand at a glance.
💡 Example:
Hang a simple poster in the kitchen:
- Goal this week: €50 less waste
- Monday: €12 wasted ✅
- Tuesday: €8 wasted ✅
- Wednesday: €15 wasted ❌
Everyone sees at a glance how it's going
Give ownership to your team
Let employees come up with solutions instead of giving instructions. Ask: "How can we save €20 a day on waste?" instead of "Use fewer ingredients." They'll surprise you with creative ideas you never considered.
Celebrate small wins
Acknowledge every improvement, no matter how small. If your food cost drops from 35% to 34%, celebrate that victory. Your team needs to feel their effort is seen and appreciated. This is a pattern we see repeatedly in restaurant financials - small consistent improvements compound into major cost savings over time.
💡 Example:
"Guys, last week we wasted €80 less than usual. That's enough for an extra crate of beer after service."
Direct tangible reward for their effort
Use apps your team understands
Tools like KitchenNmbrs show food cost and waste in simple dashboards that non-numbers people get. Your team sees the direct impact of their actions without complicated calculations or confusing reports.
How do you involve your team in numbers? (step by step)
Translate every number into daily action
Take your most important KPI (for example food cost) and explain what this means for their work. Use concrete examples like "20 grams less cheese per portion" instead of "food cost to 30%".
Link targets to personal benefits
Explain what's in it for your team if targets are met. Think about salary increases, better ingredients, less workload, or team outings. Make it personally relevant.
Make progress visible without number chaos
Use simple, visual ways to show progress. A poster with green and red dots works better than an Excel sheet. Make sure everyone can see at a glance how it's going.
✨ Pro tip
Track one simple metric for 2 weeks - like daily waste in euros - and post it where everyone can see. Once your team starts caring about that number, you've broken through their resistance to all financial targets.
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In the KitchenNmbrs app you can do this in just a few clicks. 7 days free, no credit card.
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Frequently asked questions
What if my team says numbers aren't their problem?
Explain how numbers make their daily work easier. For example: if your food cost is right, there's budget for better equipment or more staff during busy services. Show them the direct benefit to their working conditions.
How often should I discuss numbers with my team?
Short and frequent works better than long monthly meetings. Discuss the most important numbers for 5 minutes each week during the briefing. Keep it simple and actionable.
What if an employee is fundamentally against targets?
Focus on what they do care about: quality, job satisfaction, or development. Show how good numbers make these things possible rather than threaten them. Connect targets to their personal goals.
Should I share all numbers with my team?
No, only share numbers they can influence. Food cost and waste yes, but revenue and rent are less relevant for kitchen staff. Keep it focused on what they can actually control.
📚 Sources consulted
- EU Verordening 852/2004 — Levensmiddelenhygiëne (2004) — Official source
- EU Verordening 853/2004 — Hygiënevoorschriften voor levensmiddelen van dierlijke oorsprong (2004) — Official source
- EU Verordening 1169/2011 — Voedselinformatie aan consumenten (2011) — Official source
- NVWA — Hygiënecode voor de horeca (2024) — Official source
- NVWA — Allergenen in voedsel (2024) — Official source
- Codex Alimentarius — International Food Standards (2024) — Official source
- FSA — Safer food, better business (HACCP) (2024) — Official source
- BVL — Lebensmittelhygiene (HACCP) (2024) — Official source
- Warenwetbesluit Bereiding en behandeling van levensmiddelen (2024) — Official source
- WHO — Foodborne diseases estimates (2024) — Official source
Food Standards Agency (FSA) — https://www.food.gov.uk
The HACCP standards shown in this application are for informational purposes only. KitchenNmbrs does not guarantee that displayed values are current or complete. Always consult the FSA or your local authority for the latest regulations.
Written by
Jeffrey Smit
Founder & CEO of KitchenNmbrs
Jeffrey Smit built KitchenNmbrs from 8 years of hands-on experience as kitchen manager at 1NUL8 Group in Rotterdam. His mission: give every restaurant owner control over food cost.
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