Ivar's Restaurants

Patrick Yearout is the Director of Innovation, Recruitment & Training at Ivar's Restaurants. He began his hospitality journey in 1992 as a co-owner of a franchised sandwich shop, where he spent seven years running every aspect of the business. Discovering his passion for training and developing teams, he joined as a Training Manager at Ivar’s Restaurants in 1999 and eventually became the Director of Training and Recruitment. Today, as Director of Innovation, he is focused on bringing people together with smart growth strategies to ensure the restaurants thrive in a competitive environment.

Building Teams That Thrive Today and Tomorrow

Over the course of my career, I have come to see that delivering excellence in this industry is never just about the food on the plate. The real measure comes from the teams who bring that experience to life, and this understanding has shaped how I think about building culture and supporting our employees.

Hiring the first person who happens to be available (or who shows up for an interview) may solve an immediate need, but true leadership and lasting success in this arena requires looking further ahead. At Ivar’s, we ask not only whether someone can do the job but also whether they will thrive in one of our workplaces and strengthen the team.

We encourage our managers to spend as much time considering a candidate’s attitude and approach to service as we do their technical skills. A line cook or cashier who genuinely cares about creating memorable guest experiences is far more valuable than someone highly skilled but disconnected from the people they serve. We also look at workforce needs with the future in mind by asking how today’s hires might develop into tomorrow’s supervisors and managers.

Care-Based Hiring Model

Following on from my earlier point about hiring for the long term, one of our biggest advantages has come from putting attitude ahead of technical skill. We can teach someone how to run a fryer or a register, but it is much harder to teach them to care about guests and teamwork.

In interviews we look for qualities that will serve both the employee and the company well over time. Dependability is key and so is an optimistic outlook that helps during stressful shifts. We value people who are eager to learn, demonstrate a strong work ethic and take pride in creating memorable experiences for others.

Systems that track applications and keep communication on schedule have made it much easier for our managers to stay organized and reach more candidates, but we are careful to use them as support tools rather than a replacement for personal interaction. The way we greet applicants, the conversations during interviews and the follow-up after the process are what really sends a message about what kind of workplace Ivar’s is. If we want to develop a pipeline of employees who care about creating great guest experiences, the hiring process itself must model that same care.

Hands-On Training to Build Confidence

If we tell new hires that they will have opportunities to learn and grow, we need to deliver on that promise. Training and development are the way we show them that our commitment is real.

At Ivar’s, we do our best to offer employees the chance to learn by doing, whether that is trying out new positions at their restaurant or participating in management tasks such as sitting in on interviews, helping with scheduling or assisting with food orders. These experiences not only build skills but also give them the confidence to take ownership of their work and contribute in new ways.

Peer Collaboration as a Key to Success

One of the best ways to tackle staffing challenges is to get outside your own four walls and learn from others. It is easy to get stuck trying the same solutions over and over, but connecting with colleagues in the industry can open the door to new ideas and proven approaches.

I have been fortunate to be a member of CHART (the Council of Hotel and Restaurant Trainers) for more than 20 years, and the tips I have picked up from other hospitality professionals have been invaluable. Many of the practices we use at Ivar’s today, not just in training but also in recruiting, came from learning from peers who face the same challenges.