From Dish Room to Boardroom

National multicultural alliance builds bridges, delivers solutions to promote diversity, create opportunities in restaurant and hospitality industry

Show, don’t tell, is advice often given to aspiring writers, but the same message holds true at Multicultural Foodservice and Hospitality Alliance (MFHA), a national membership organization based in Providence, RI that promotes the economic benefits of diversity and inclusion in the foodservice and hospitality industry.

Founded in 1996, President Gerald “Gerry” Fernandez says MFHA’s uniqueness stems from its focus on food and hospitality services —“people driven businesses”— a realm where many Americans find their first jobs. 

“This is an industry where you can start in the dish room and go to the boardroom. It happens every day,” Fernandez says. “And restaurants are going to be around forever. People will always need to eat somewhere. We have to bang the drum and make people of color aware of the opportunities available to them.”

Acknowledging that young people are reluctant to enter food services and wary of the “flipping burgers” stigma, Fernandez says that pointing to success stories within your company is essential to ensuring a diverse workforce.

“There’s nothing wrong with flipping burgers as long as you aspire to own the place some day,” Fernandez says. “I got started picking blueberries and washing dishes. Now, the only time I wash a dish is at home when my wife instructs me to do so.”

To inspire the next generation workforce, MFHA offers its “Showcase of the Stars” program to high school and college students around the country. The interactive career event brings together executives from diverse backgrounds who share their success stories and career paths with minority students and encourage them to “aim high.”

 The organization, partnering with multicultural experts, also delivers workshops, conferences, programs and products that help member companies and individuals improve their diversity knowledge and expand their initiatives for ultimate financial gain.

“Doing all of this is socially right, but the goal is to make money. We show, `Here’s how you can make diversity pay.’ We’re by the industry and for the industry. Inclusion makes moral sense, but it also makes dollars and cents.”

Gerry Fernandez

MFHA has created pocket translation guides for several languages, a best-practices guide, multicultural marketing guides, and also regularly conducts research projects on topics pertinent to minorities in the industry.

In order to become an effective, inclusive workplace, Fernandez encourages companies to work directly with communities and their leaders about issues that are mutually important. For example, if a restaurant has a 1 percent customer base of African- Americans and is located in an area where 13 percent of the population comprises that demographic, determining the shortfall’s cause is key.

“Find out why they aren’t coming into your restaurant. Take inventory and stock.  QSRs should send out the right signals. Find out what you don’t know,” he advises. “If you don’t understand Latinos or Dominicans…learn. Don’t brush them all with the same brush. Find ways to engage them in a way that respects their cultures.”

Restaurant owners can also turn to their employees for help. “Look at under-represented groups among employees and in your customer base. Ask, ‘What can we do to get more Asians in here?’ Do your homework but then be certain to follow up.”

Although the difficult economic times present challenges, Fernandez doesn’t feel they should be used as an excuse to abandon inclusive initiatives and practices. “Some say they can’t do it…there’s no budget for it. But you’ll find the money if you get sued. These (measures) are just as important as insurance, marketing, human resources…. They aren’t a maybe proposition.

“Others have held the line and recognize it’s time to invest in your community,” he continues. “When you stick to your commitments, you create loyalty. If you cut programs and kick them to the curb, there’s a penalty for a company that presents with that brush.”

A greater obstacle, he says, is replacing baby boomers who retire. The industry is losing their experience to younger people who don’t have the same approach to service. He cited a “lack of preparedness and soft skills,” as challenges. “The new kids out of high school don’t always have the social graces — to say please and thank you — or engage in proper grooming. These are areas we need to develop and train.”

Competitiveness among racial groups is another issue. “There’s a growing wedge between African-Americans and Latinos,” Fernandez said. “Groups are not working together and that can affect customers. We need to build bridges and find common ground.”

MFHA currently has about 60 corporate members and Fernandez invites other companies to take advantage of the group’s assistance. “This industry is very diverse. It’s like oxygen. It just is. Why not help your businesses grow?”