Restaurant's Trading Volume Surges 56.96% to 2.31 Billion, Securing 451st Position in Daily Rankings

On July 17, 2025, Restaurant's trading volume reached 2.31 billion, marking a 56.96% increase from the previous day. This surge placed Restaurant in the 451st position in terms of trading volume for the day. The quick-service restaurant industry is at a pivotal moment, with consumer preferences shifting towards convenience and digital-first experiences. Two-thirds of adults now prefer ordering takeout food from restaurants compared to pre-pandemic times. In response, restaurants are rapidly adopting automation and expanding digital ordering capabilities to enhance efficiency and serve customers faster.

However, the success of quick-service restaurants (QSRs) still heavily relies on skilled workers, particularly in back-of-house roles. These roles require technical know-how, agility, and problem-solving skills that cannot be automated. Despite this, staffing remains a persistent challenge. Wage increases alone are insufficient to attract and retain talent in a market where employees seek more than just a paycheck. To stay competitive, QSR leaders must invest in workforce development, focusing on education and career growth.

For many frontline workers in QSRs, the job is often seen as a temporary steppingstone rather than a long-term career. This mindset is reinforced by a lack of visible advancement opportunities within companies. When workers cannot see a future beyond their current position, they tend to disengage and eventually leave. This results in a cycle of high turnover, which is costly and disruptive to team cohesion and productivity. Limited advancement and development opportunities are key drivers of this dynamic. Employees who feel stuck are more likely to seek roles in other industries that offer clearer growth trajectories, even if the pay is similar.

QSR leaders can break this cycle by shifting the narrative and making entry-level roles launchpads for meaningful careers. This requires a deliberate investment in career and skill development, showing employees they have a future in the business and a path to grow within it. When employees see a company investing in their growth, they are more likely to invest in the company in return. Structured upskilling programs, such as leadership development, digital literacy, and supply chain management, send a clear message that employees can build rewarding careers.

This shift in perspective benefits both the company and the employee. Engaged workers who see opportunities to advance are more likely to stay committed and take initiative. Clear career paths also open the door to developing internal talent pipelines, which are increasingly vital as technology creates new roles requiring a blend of operational knowledge and technical skills. Industry research indicates that educational opportunities significantly enhance employee retention and engagement. A survey found that 94 percent of employees would stay at a company longer if it invested in their learning and development. Additionally, 45 percent of millennials consider professional or career development to be very important in a job.

There is a clear link between education and career advancement. For example, a line cook who completes a digital operations course could be promoted to oversee mobile order fulfillment, or a team member trained in inventory analytics could advance into a shift lead role. These are real opportunities QSRs can create by pairing skill development with clear pathways to advancement. For QSR operators looking to launch or strengthen upskilling initiatives, the key is designing programs that are accessible, aligned with business needs, and clearly connected to advancement opportunities. Start with the roles that matter most, such as digital order management, machine maintenance, food safety compliance, or shift supervision. Focus upskilling efforts on these critical areas to drive immediate value for both the business and employees.

Next, make learning flexible. Many upskilling programs fail because they don’t account for the realities of frontline work. QSR employees often juggle variable schedules and fast-paced shifts, leaving little room for traditional training formats. Offering mobile-friendly, on-demand courses that employees can access at their own pace makes participation more feasible and more likely. Equally important is connecting training to tangible career pathways. Learning must feel purposeful, not performative. Employees need to see how newly acquired skills translate into real advancement opportunities, whether that means a promotion, a pay increase, or a transition into a more specialized role. Clear, structured pathways for internal mobility signal that the organization is invested in employees’ long-term growth, not just short-term performance.

Finally, commit to sustained, multi-level communication and support. Upskilling can’t be a one-time initiative or a checkbox during onboarding. Leaders and managers must actively champion these programs, celebrate participation and milestones, and regularly share success stories to build momentum. Peer encouragement and recognition go a long way in reinforcing a culture of growth. While technology will continue to reshape the quick-service industry, the competitive edge won’t come from automation alone; it will come from people. Operators that take a practical, employee-centered approach to workforce upskilling will be better positioned to maintain the adaptable and resilient workforce needed for long-term success. By creating real pathways for growth with the educational opportunities to get there, QSR leaders can reduce turnover, strengthen operations, and redefine what a career in this industry can be.