Science of Service Episode 12: Purpose meets profit: Retention, talent & social impact

Listen Here

< Previous Episode  |  All Episodes

If you pick up a newspaper or scroll through your news feed right now, there is a good chance you will find a sobering headline about the labor crisis. Finding and keeping employees is a universal struggle, but in the hospitality industry, it feels like the same problem is on repeat.

High churn, tight margins, and the constant pressure to keep the kitchen moving create a perfect storm. Everyone agrees it is an issue, yet it remains incredibly difficult to solve. But what if solving staffing challenges isn’t just about hiring faster? What if it is about collaborating smarter?

In a recent episode of Science of Service, we sat down with Kerry Brodie, founder of non-profit Emma’s Torch, and Abe Monzon, VP of Talent and Development at Union Square Hospitality Group (USHG). Together, they explored what happens when purpose and partnership meet the realities of hospitality—and proved that doing good doesn’t have to come at the expense of doing well.

Staffing challenges on repeat

The restaurant industry has long accepted high turnover as a cost of doing business. It is often viewed as a transient industry, a stopgap for people on their way to something else. But for operators, that revolving door is expensive and exhausting.

"I've never met a restaurant operator who said, 'Actually, I would love to just keep turning over staff,'" says Kerry Brodie.

When you are constantly training new people, culture suffers. Consistency drops. And ultimately, the guest experience takes a hit. The traditional methods of recruitment—posting an ad and hoping for the best—aren't fixing the systemic issue. The industry needs a new pipeline of talent, one that is motivated, resilient, and looking for a career rather than just a shift.

Building bridges with food: Meet Emma’s Torch

Kerry Brodie’s path to the kitchen wasn't a straight line. She grew up wanting to work in public policy, eventually earning a master's degree in government affairs. But while volunteering at a homeless shelter on her way to her policy job, she realized something profound while handing out muffins.

"I had this crazy idea that we're able to build bridges around food," Kerry recalls. At the time, there was significant political pushback against refugee resettlement in the US. Kerry, whose great-grandparents fled Lithuania for South Africa to escape World War II, felt a personal call to action.

When she expressed that "someone should do something," her husband asked the pivotal question: "Why can't that someone be you?"

That question launched Emma’s Torch. Named after Emma Lazarus, the poet whose words adorn the Statue of Liberty ("Give me your tired, your poor..."), the organization is a non-profit social enterprise. They provide culinary training and job placement services to refugees, asylees, and survivors of human trafficking.

Students participate in an eleven-week paid training program, learning everything from knife skills to life skills—like how to negotiate a raise or navigate a new city.

Social impact as a business strategy

Emma’s Torch isn't just a charity; it is a business with a mission. They operate cafes and catering facilities where students learn by doing. But the real metric of success isn't just the revenue from a latte; it is what happens next.

"We created more than $29 million of increased wages," Kerry notes, referring to the nine years Emma's Torch has been operating. "We've seen our students go on to open their own restaurants, receive awards, and manage staff."

For the industry, this represents an untapped reservoir of talent. These are individuals who are eager to work, eager to learn, and looking for stability. When they graduate, they aren't just looking for a paycheck; they are looking for a foothold in a new life.

Union Square Hospitality Group’s approach to talent

This is where partners like Union Square Hospitality Group come in. USHG, home to some of New York City’s most beloved restaurants, is famous for its philosophy of "Enlightened Hospitality"—the idea that if you take care of your employees, they will take care of the guests.

Abe Monzon, VP of Talent and Development at USHG, sees the partnership with Emma’s Torch as a strategic advantage, not just a philanthropic endeavor.

"The end goal is for us to be able to hire the graduates of Emma’s Torch," Abe explains. But the relationship starts long before a job offer is made. USHG participates in mock interviews with students, providing coaching and feedback.

"We structure them in a way that an actual interview in a restaurant... would feel very similar," Abe says. "But there's a deeper level of coaching and care."

This process builds confidence in the students, but it also gives USHG a preview of the talent coming down the pipeline. When these graduates are hired, they arrive with a sense of purpose and a hunger to grow.

Why collaboration is the smarter solution

The collaboration between Emma’s Torch and USHG highlights a crucial lesson for the broader industry: you don't have to solve your staffing crisis alone. By partnering with organizations that are dedicated to workforce development, restaurants gain access to a support system that extends far beyond the hiring date.

1. Retention through support

One of the biggest value adds of this partnership is the alumni support. Emma’s Torch stays in touch with graduates for two years after placement.

"If you hire one of our graduates and there's a challenge... You can call us," Kerry says. "We can help you solve that. You're not alone."

This safety net improves retention dramatically. Emma’s Torch boasts an 82 percent retention rate, a figure that is almost unheard of in the hospitality sector.

2. The "hopeful" kitchen

Abe shares a story about a guest who described the energy in one of their kitchens as "hopeful."

"I don't know many kitchens that will be described that way," Abe admits. He attributes this unique energy to Emma’s Torch graduates. They bring a level of gratitude and resilience that is contagious. It raises the morale of the entire team.

"They create that spirit of possibility that can reset the energy of our kitchen or our dining room," Abe adds.

3. Economic ripple effects

The impact of hiring from this pool of talent goes beyond the four walls of the restaurant. It creates a ripple effect in the local economy. Stable employment for parents leads to better outcomes for children. Increased wages go back into the community.

As Kerry puts it, "If it's possible for our students, imagine who else it could be possible for."

How to integrate purpose into your operation

You don't need to be a massive restaurant group to make a difference or benefit from this kind of hiring strategy. Kerry and Abe offer advice for operators of all sizes:

• Look at your culture: Is your environment welcoming? Are you open to hiring from non-traditional backgrounds?
• Start small: You don't have to overhaul your entire business model. Can you add a donation roundup feature to your point-of-sale system? Can you mentor a student?
• Prioritize people: "If you take a step back... and look at the core people who are doing a lot of execution in your business, then all the other things will be resolved," Abe advises.

The bottom line

The hospitality industry is at a turning point. The old ways of staffing are no longer sufficient. We need new solutions that address the root causes of turnover and instability.

The partnership between Emma’s Torch and Union Square Hospitality Group proves that purpose and profit are not mutually exclusive. In fact, they fuel each other. By investing in people who have been overlooked, restaurants can build stronger, more resilient teams, deliver a better guest experience, and contribute to a healthier society.

As Kerry’s husband asked her years ago, "Why can't that someone be you?" The tools are there. The talent is waiting. It is time to build a bridge.

< Previous Episode  |  All Episodes