How Starbucks and Haidilao Attract Staff with Family Culture

In the middle of a global labor crunch, the restaurant business faces especially high turnover, low pay, and overworked staff. That leads to declining service—but some companies manage to keep teams happy. How do they do it when wages are far from top-tier? The answer lies not in salary alone, but in how employees feel at work.

Two major players—Starbucks and Haidilao—rely on a “family-style” approach to hiring and retention. Despite offering modest wages, both companies foster tight-knit workplace cultures that keep employees engaged, even amid rapid expansion.

The Challenge of Labor Shortages in Hospitality

The restaurant and retail sectors routinely deal with staff shortages, high customer volumes, and low compensation. These issues often degrade service quality and increase employee burnout. Retaining workers under such conditions poses a serious challenge for employers across the industry.

Starbucks: Fast Growth Meets Modest Pay

China is Starbucks’s largest overseas market, with around 570 stores as of the article’s publication. The company aimed to grow to over 1,500 locations by 2015—an average of three new stores and 300 new hires per day. Yet, wages in Beijing ranged from 2,000 to 3,000 RMB for regular staff, and under 5,000 RMB for store managers. Most employees worked part-time, and turnover was high.

Local workers were preferred, especially students. One employee noted that the job suited those working part-time for school, thanks to a pleasant atmosphere. Many students enjoyed the work, which stood in contrast to typical fast-food environments. Team harmony and a love for coffee culture contributed to employee satisfaction despite the pay.

Haidilao: Hiring Families and Supporting Parents

Haidilao takes a different but related approach. The company often hires from the same regions or even extended families, believing employees work better with people they know and trust. It also sends several hundred RMB monthly to the parents of top-performing staff—a significant sum for rural families without pensions. This gesture encourages employees to stay loyal, and has helped make Haidilao’s retention methods the subject of a bestselling book, Haidilao, You Can’t Imitate This.

Growth and Career Pathways

Beyond culture, both companies offer clear career trajectories. Starbucks planned to have 1,500 stores in China by 2015, while Haidilao’s founder set a goal of reaching 2,000 locations. That rapid expansion created visible opportunities for advancement within the organization, reinforcing employee commitment through professional growth.

Frequently Asked Questions

How many stores did Starbucks aim to open in China by 2015?

Starbucks planned to have over 1,500 stores in China by 2015, up from around 570 at the time of reporting. This required opening roughly three new stores and hiring about 300 employees daily.

What wages did Starbucks offer in Beijing?

In Beijing, Starbucks paid regular staff between 2,000 and 3,000 RMB per month, with store managers earning under 5,000 RMB. These figures contributed to a workforce that was more than half part-time with high turnover.

Why does Haidilao send money to employees’ parents?

Haidilao sends several hundred RMB monthly to the parents of its top employees, many of whom are from rural areas and lack pensions. This financial support helps ensure parental encouragement for continued employment at Haidilao.

Does Haidilao hire workers from the same families?

Yes, Haidilao often recruits from the same regions or even extended families. The company believes employees are happier and more productive when working alongside friends or relatives.

What career opportunities do Starbucks and Haidilao provide?

Both companies offer strong internal career pathways. Starbucks planned aggressive expansion in China, while Haidilao’s goal was to grow to 2,000 stores, creating clear promotion opportunities for staff at all levels.