The Culinary Industry’s Looming Crisis: A Lack of Passion and Commitment Among Young Chefs
The culinary world is facing a daunting challenge: a shortage of skilled and dedicated chefs. According to chef Andrea Alfieri, who leads the kitchen of the Majestic Mountain Charme Hotel in Madonna di Campiglio, young people today are no longer willing to dedicate themselves fully to cooking. This alarming trend has significant implications for the industry, as it struggles to find and retain talented professionals.
View from above on the Majestic Mountain Charme Hotel in Campiglio (Tn)
Retaining Staff: The Real Challenge
The problem extends beyond recruitment; it’s also about retaining staff. Alfieri notes that some young chefs “explode” during busy periods, such as Christmas or New Year’s, and leave. Others may try out for a few weeks before moving to another establishment for better pay. This constant turnover makes it difficult to build a stable team and plan work with serenity. While salary is a factor, Alfieri believes it’s not the primary issue; rather, it’s the relationship with work and resilience during peak periods.
Practical Solutions for the Culinary Industry
To address these challenges, Alfieri suggests three practical solutions: providing suitable housing, implementing “armored” shifts and rests during peak periods, and offering career and training opportunities. These measures can help reduce staff turnover and improve job satisfaction. For instance, providing internal staff housing or affiliated apartments can be a significant incentive, as it addresses a major concern for young chefs. Similarly, pre-planning shifts and rests can help prevent burnout and ensure that staff are well-rested during critical periods.
Three practical solutions to avoid being left without a team (even in high season)
1 – Housing that really works (not “made do”) in the mountains
- What to do: internal staff house, affiliated apartments, guesthouse shared with other structures, or agreement with local owners (rent guarantee + deposit covered by the company).
- KPI: % of candidates accepted after visiting the accommodation; retention at 30/60/90 days.
- Why it pays: in the mountains the “house” is half the salary. Without it, you lose people before the interview even happens.
2 – “Armored” shifts and rests in the peaks (teams, not heroics)
- What to do: double team model in key periods (Christmas/New Year/white weeks), rotation on critical matches, pre-planning with signed calendar (real rests, not promises).
- KPI: average overtime hours per role; absences on weekends/peaks; perceived quality (complaints, pass times).
- Why it pays: if the season is hard “by definition”, then it should be designed as an industrial system. Heroism burns people out and costs you double in turnover.
3 – Career and training written in black and white (onboarding + growth)
- What to do: 7-day onboarding (standards, recipes, procedures, expectations), 15-minute daily micro-training, skills sheet by role (commis? demi? game manager) with steps and increases linked to clear objectives.
- KPI: productivity after 2 weeks; line errors; internal promotions by season; rate of return the following year.
- Why it pays: if you don’t give a path, the young person “does the right thing and then runs away” because he sees no future. Here instead you sell him a trajectory, not just a turn.
The Cultural Theme: Motivation, Hierarchies, and Responsibility
Alfieri believes that the relationship between young chefs and their work has changed. Many young people want to do the right thing but also have time for other pursuits. However, the culinary industry demands complete dedication, especially during peak periods. The lack of interest in cooking and the absence of a sense of responsibility among young chefs are significant concerns. Alfieri notes that some young chefs don’t even ask about the menu for the next day, which suggests a lack of engagement and passion for their work.
For Alfieri, young people have little interest in cooking
The Role of Chic and the Cost of Labor: A Problem that Returns to the Table with Fipe
As the president of Chic (Charming Italian Chef), Alfieri has a unique perspective on the industry. He notes that the cost of labor in Italy is high, and taxation is a significant burden. While there are no immediate solutions, Alfieri believes that the industry must come together to address these challenges. The issue of labor costs and taxation is a complex one, and it requires a collective effort to find a solution.
What to know about Chic (Charming Italian chef)
Founded in 2009, Chic (Charming Italian chef) is an association that brings together around one hundred Italian cuisine professionals. A heterogeneous group of chefs united by a contemporary approach to cuisine, attentive to the quality of raw materials and their connection with the territories. Chic was born as a platform for discussion and growth, based on the exchange of ideas and experiences between members, with the aim of contributing to the cultural and professional development of high-end catering.
From the Curriculum to Concerns about the Future
Andrea Alfieri’s words are rooted in his extensive experience in the culinary industry. With over thirty years of experience, he has worked in various hotels and restaurants, including the Majestic Mountain Charme Hotel. His concerns about the future of the industry are genuine, and he believes that young chefs must understand the demands and challenges of the profession. Alfieri’s message to young chefs is clear: they must realize the work they have chosen and be willing to dedicate themselves fully to it.
Chef Andrea Alfieri
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