For over a decade, Earl and Ellen Morris have included various young workers who have been clinically diagnosed as emotionally challenged on their restaurant's staff roster. Working closely with the community has proven to work well for this popular Vancouver neighbourhood restaurant, which celebrated its 20th anniversary in February 2005.
These individuals are referred by a local organization called the Coast Foundation, which first approached the restaurant in 1990 about letting their clients tackle such tasks as light janitorial duties. "It's a transition program, and we are the first step for these people into the workforce from a state of hospitalization or other institutionalization," says Earl.
"What made us get involved," he recalls, "is that though these people are emotionally challenged, they are physically capable of the labour. It's beneficial to both of us, because they need the work, and there's the gratification for them of knowing they're working and performing a necessary job. And we need their help, too. So it works for all concerned. Actually, we said we would do it on a trial basis and if it worked we would continue doing it." And indeed it has worked - for 15 years.
Initially, the foundation's case workers called for staff turnover every six months to allow opportunities for as many candidates as possible, but these days, says Earl, "they're not in such a hurry to rotate them. These are people who may have had some severe emotional problems, so once they're here and it's working out, they're with us for a longer time. Over the 15 years, we've probably had a total of about 100 people. Mostly they move on, but one of them has continued working with us on weekends for about eight or ten years. We're very happy to have her come in on weekends. She probably can't handle the pressures of a regular job. But working for us allows her to make an honest living and not have to rely on welfare, so she has her dignity."
Still, hiring and supervising people who are recovering from emotional crises does pose some degree of challenge for a business owner. "I think that you have to realign your productivity expectations. Some of the workers are amazingly quick and efficient at their jobs, and then others are slower. But on balance, it's been very rewarding. I would say to any employer, 'Try it and if it doesn't work, you're not married to the program'. We've never had any real problems with anyone. The worst thing is that someone might not show up."
For the owners of the Red Onion, the satisfactions thus far of managing an innovative human-resources scenario far outweigh any drawbacks. What gives Earl particular satisfaction is knowing that he has given a job to someone who might not have been hired elsewhere. "It makes me feel like I'm able to give back to the community in ways that are beneficial to both me and the community. It's a win-win situation for everybody."
