From butchery techniques to customer service, the way you train your staff affects every part of your business. A well-defined approach, combined with regular feedback and hands-on support, lifts standards, reduces waste and strengthens your team culture over time.
One business that’s putting this approach into practice is Meatsmith Melbourne, where a hospitality-inspired model is helping staff thrive across four locations.
Troy Wheeler, Meatsmith’s co-founder, has built a workplace where structure and support go hand in hand. Staff follow clear development pathways, with systems in place to guide everything from onboarding and training to performance feedback and promotion.
Before founding Meatsmith, Troy trained as a butcher in the country town of Barham and spent more than a decade at Peter Bouchier in Melbourne. During that time, he began exploring how hospitality principles could enhance the retail butchery experience. A fortuitous meeting with chef Andrew McConnell, who shared his passion for food and service, helped turn that vision into a reality.
“We’ve got a really structured org chart,” Troy says. “Managers get training on how to read a profit and loss statement, on recruitment and staff retention. Then for our other staff, it might be retail service knowledge or wine training through the hospitality side of the business.”
Finding the right fit
New staff are carefully selected through a formal interview process.
“The interview goes for more than an hour,” he says. “You really find out who’s committed to executing your vision.”
Many of the team come from hospitality rather than butchery but bring a passion for food and strong communication skills.
“They have good wine knowledge, a passion for cooking, and they can converse with people in a normal way without sounding like they’re just professionals in their field.”
Support starts on Day 1
Once on board, staff are supported with step-by-step progression tailored to their role and experience. Apprentices meet weekly for group training led by senior butchers. Staff working in smallgoods or the kitchen receive detailed training in hygiene, area management and food safety. External courses are used selectively, however most training is now developed and delivered in-house.
Progress is tracked through formal appraisals every six weeks, which offer an opportunity for two-way feedback.
“It could be something basic, or something more detailed like reading reports or training the next person,” says Troy. “It’s about giving them a clear next step, if that’s what motivates them.”
Transparency and progression
A shared understanding of the numbers is another cornerstone of Meatsmith’s approach. Managers meet weekly to review revenue, wages, controllable costs and purchasing.
“We’re really transparent,” Troy says. “It helps them [the managers] understand why decisions are made and gives them buy-in.”
While there’s no formal incentive scheme in place, high performance is rewarded through responsibility and recognition. Everyone in the business has a defined role, including Troy, who works as Meatsmith’s Development Manager and reports to the General Manager.
While team cu
From butchery techniques to customer service, the way you train your staff affects every part of your business. A well-defined approach, combined with regular feedback and hands-on support, lifts standards, reduces waste and strengthens your team culture over time.
One business that’s putting this approach into practice is Meatsmith Melbourne, where a hospitality-inspired model is helping staff thrive across four locations.
Troy Wheeler, Meatsmith’s co-founder, has built a workplace where structure and support go hand in hand. Staff follow clear development pathways, with systems in place to guide everything from onboarding and training to performance feedback and promotion.
Before founding Meatsmith, Troy trained as a butcher in the country town of Barham and spent more than a decade at Peter Bouchier in Melbourne. During that time, he began exploring how hospitality principles could enhance the retail butchery experience. A fortuitous meeting with chef Andrew McConnell, who shared his passion for food and service, helped turn that vision into a reality.
“We’ve got a really structured org chart,” Troy says. “Managers get training on how to read a profit and loss statement, on recruitment and staff retention. Then for our other staff, it might be retail service knowledge or wine training through the hospitality side of the business.”
Finding the right fit
New staff are carefully selected through a formal interview process.
“The interview goes for more than an hour,” he says. “You really find out who’s committed to executing your vision.”
Many of the team come from hospitality rather than butchery but bring a passion for food and strong communication skills.
“They have good wine knowledge, a passion for cooking, and they can converse with people in a normal way without sounding like they’re just professionals in their field.”
Support starts on Day 1
Once on board, staff are supported with step-by-step progression tailored to their role and experience. Apprentices meet weekly for group training led by senior butchers. Staff working in smallgoods or the kitchen receive detailed training in hygiene, area management and food safety. External courses are used selectively, however most training is now developed and delivered in-house.
Progress is tracked through formal appraisals every six weeks, which offer an opportunity for two-way feedback.
“It could be something basic, or something more detailed like reading reports or training the next person,” says Troy. “It’s about giving them a clear next step, if that’s what motivates them.”
Transparency and progression
A shared understanding of the numbers is another cornerstone of Meatsmith’s approach. Managers meet weekly to review revenue, wages, controllable costs and purchasing.
“We’re really transparent,” Troy says. “It helps them [the managers] understand why decisions are made and gives them buy-in.”
While there’s no formal incentive scheme in place, high performance is rewarded through responsibility and recognition. Everyone in the business has a defined role, including Troy, who works as Meatsmith’s Development Manager and reports to the General Manager.
While team culture is always a work in progress, Troy says the foundations are solid and the team has good momentum.
“Everyone gels really well and communication is awesome,” he says. “Staff retention ebbs and flows like anywhere, but the people we have do a great job.”
For butcher shops wanting to lift standards and get the best from their team, the Meatsmith example offers some valuable lessons. Communicating clear expectations, providing ongoing learning and having open conversations about how the business runs all help build a more engaged, capable workforce. With luck and good management, that workforce will continue to grow with your business, and contribute to a more personal and rewarding experience for your customers.
lture is always a work in progress, Troy says the foundations are solid and the team has good momentum.
“Everyone gels really well and communication is awesome,” he says. “Staff retention ebbs and flows like anywhere, but the people we have do a great job.”
For butcher shops wanting to lift standards and get the best from their team, the Meatsmith example offers some valuable lessons. Communicating clear expectations, providing ongoing learning and having open conversations about how the business runs all help build a more engaged, capable workforce. With luck and good management, that workforce will continue to grow with your business, and contribute to a more personal and rewarding experience for your customers.