New colleagues often make the mistake of staying quiet during meetings about numbers and costs. They sit there nodding while you discuss food percentages and profit margins, but they're completely lost. Most think financial talk is above their pay grade - they couldn't be more wrong.
Why new colleagues often stay quiet
Many new hospitality workers think that numbers and costs are only for the owner. They focus on their own tasks - cooking, serving, cleaning - but don't see how their work affects profit.
⚠️ Watch out:
If new colleagues don't know why certain decisions are made, they feel excluded. This leads to less engagement and higher turnover.
Start with the basics: why numbers matter
Don't jump straight into complicated calculations. First explain why you talk about money:
- No profit, no jobs: If the business loses money, salaries can't be paid
- Every dish counts: A steak that brings in €2 less costs €5,200 per year at 50 portions per week
- Teamwork pays off: If everyone thinks along, the business earns more and there's room for salary increases
💡 Example:
Your new sous chef sees that you talk about 'food cost percentages' every week, but doesn't know what that means. Explain:
- Pasta carbonara costs €6.50 in ingredients
- We sell it for €18.50 (€16.97 excl. VAT)
- Food cost: €6.50 / €16.97 = 38.3%
"That's way too high. We need to stay under 35% to make enough profit."
Make it concrete with examples from your kitchen
Use situations that new colleagues recognize. Don't talk about theoretical numbers, but about your own dishes and costs. Most kitchen managers discover too late that abstract percentages mean nothing to line cooks - they need real examples.
💡 Example conversation:
"See how we sold 40 Caesar salads yesterday? That salad costs us €4.20 in ingredients and we sell it for €14.50. That means..."
- Selling price excl. VAT: €13.30
- Food cost: €4.20 / €13.30 = 31.6%
- Profit per salad: €13.30 - €4.20 = €9.10
- Total profit yesterday: 40 × €9.10 = €364
"That's exactly why we can't be too generous with the dressing and garnish."
Give everyone a role in the numbers
Don't let new colleagues just listen - get them contributing. Give them concrete tasks that match their role:
- Kitchen: "Keep track of how much we throw away from each preparation"
- Service: "Notice which dishes guests often leave behind"
- Bar: "Check how much we overpour in cocktails"
- Dishwashing: "Count how many plates come back with lots of food on them"
Use visual aids
Make numbers visible in the kitchen. Hang a whiteboard with this week's key figures:
💡 Example whiteboard:
This week - Goals vs. Actual
- Food cost goal: 32% | Actual: 34.2%
- Waste goal: max €50/day | Yesterday: €73
- Best seller: Steak (23x) | Least: Fish of the day (3x)
- Average check: €28.40 (goal: €30)
"What can we do to bring the waste down?"
Make it personally relevant
Explain how good numbers affect everyone. People work harder when they understand what's in it for them:
- Job security: "If we stay profitable, we can keep everyone"
- Growth: "With good numbers, we can invest in new equipment"
- Salary: "More profit means room for salary increases"
- Work enjoyment: "Stress about money disappears when the numbers add up"
⚠️ Watch out:
Don't promise things you can't deliver. Don't say "if food cost goes down everyone gets a raise" unless you really plan to do that.
Use digital tools to make it easy
Digital platforms make numbers accessible to the whole team. Tools like KitchenNmbrs let new colleagues look up what dishes cost and how the numbers look, without you having to explain everything repeatedly.
Schedule weekly 'numbers moments'
Reserve 15 minutes each week for a short conversation about the numbers. Not boring or as punishment, but as a team update:
- Monday: "How was the weekend? Which dishes sold well?"
- Thursday: "Where are we this week? What stands out?"
- Sunday: "Review: what went well, what can improve?"
How do you bring new colleagues into numbers conversations? (step by step)
Start with one simple example
Choose your best-selling dish and explain what it costs and what it brings in. Use concrete amounts from your own kitchen, not theoretical numbers. Show how small differences have big consequences.
Give everyone their own number to track
Let the new colleague keep track of one thing that fits their role: waste, leftovers on plates, or popular dishes. This makes it personal and gives direct insight into the difference they can make.
Plan short weekly updates
Discuss how the numbers are looking for 15 minutes each week. Celebrate successes and discuss improvements together. This way, talking about money and profit becomes a normal habit instead of an exception.
✨ Pro tip
Create a "numbers buddy" system where experienced staff mentor newcomers for their first 30 days. This takes pressure off management and builds team cohesion around financial awareness.
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Frequently asked questions
What if new colleagues say that numbers aren't their problem?
Explain that their work directly affects profit. A cook who portions too generously costs money, a server who does upselling makes money. Make it concrete with examples from your own kitchen.
How often should you talk about numbers with new people?
Start with short weekly conversations of 10-15 minutes. Once they understand the concept, you can reduce it to monthly. But at first they need frequent explanation and reinforcement.
Do new colleagues need to be able to calculate all the numbers?
No, they don't need to become experts. The point is that they understand why you make certain choices and how their work affects profit. Basic understanding is enough.
What if someone isn't interested in the business side?
Focus on what's relevant to their work. A dishwasher doesn't need to calculate food cost, but can keep track of how many full plates they see. Find the connection that makes sense for them.
How do you prevent numbers conversations from getting boring?
Use real examples from your kitchen and celebrate successes. Don't just say what went wrong, but also what went right. Make it interactive by asking questions instead of just telling.
Should I share actual profit margins with new staff?
Share food costs and waste percentages, but keep overall profit margins private initially. Too much financial detail can overwhelm newcomers and isn't necessary for their daily work.
How do I handle pushback from experienced staff who resist discussing numbers?
Start by acknowledging their expertise, then show how their skills directly impact profitability. Veteran cooks often become your biggest advocates once they see their influence on the bottom line.
📚 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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