QSR’s Best Brands to Work For in 2026

Five years into QSR’s Best Brands to Work For, the industry continues to prove that a great workplace can offer much more than a paycheck.

Across this year’s class, restaurant jobs serve as starting points for careers that can stretch from the front line to the corporate office and even franchise ownership.

Career growth is only one piece of the story. The brands featured in this fifth edition are putting resources into education, financial security, wellness, flexibility, recognition, and support outside the restaurant. Some provide tuition assistance and debt-free degrees. Others offer employee hardship funds, paid volunteer time, wellness stipends, predictable schedules, or routes to business ownership.

The 20 companies featured this year range from small to giant. Their programs and resources differ, but the goal is similar, and that’s to give employees a reason to see restaurant work as a place to build a career. That means creating opportunities to learn, advance, earn more, contribute ideas, and feel valued along the way.

Top Brands

Chick-fil-A Unit Count: 3,500+

Chick-fil-A’s employment model is centered around locally owned restaurants, education, and internal mobility. Most restaurants are run by individual Owner-Operators who set compensation and benefits based on their local markets. Many offer health coverage, retirement benefits, meal discounts, and other perks. Restaurants also close every Sunday, continuing a tradition established by founder S. Truett Cathy.

Education represents one of Chick-fil-A’s largest investments in restaurant employees. In 2026, the company awarded more than $29 million in Remarkable Futures Scholarships to more than 16,000 team members across the U.S., Canada, and Puerto Rico, its largest annual commitment in more than 50 years of scholarship giving. Since 1973, Chick-fil-A has invested more than $245 million in higher education for team members.

Scholarships range from $1,500 to $25,000 and can be used for any area of study at accredited colleges, universities, or vocational-technical schools. There is no employment tenure requirement, and funds are paid up front. Recipients of $25,000 scholarships can also participate in a 12-month program featuring mentoring and professional development.

Restaurant employment can also provide a route to business ownership. Over the past two years, 76 percent of newly selected Chick-fil-A Owner-Operators previously worked as Chick-fil-A team members. Most Owner-Operators oversee a single restaurant, allowing them to work closely with their teams and local communities.

Team members also have access to Breadbox by Junior Achievement, which provides financial education covering budgeting, financial planning, and money skills. Restaurant employees can gain additional experience through mentorship and opportunities to develop skills in hospitality, teamwork, and service.

Playa Bowls Unit Count: 407

Playa Bowls has made internal advancement a central part of its employee proposition as the concept has expanded beyond 400 locations. Over the past year, 53 percent of managers and leaders in its shops were promoted from within, along with 42 percent of managers and leaders on the Support Team. Those pathways can extend from entry-level restaurant positions into corporate roles.

Aidan Rourke, for example, joined as a team member in 2020, advanced through shop leadership, supported new store openings, and was promoted to New Shop Openings Manager in August 2026. Director of Brand Marketing and Content Brenna Trumper has been with Playa Bowls even longer, having joined as the brand’s first team member in 2014.

The company has also made progress with retention. Rolling 12-month general manager turnover fell from 64.3 percent to 36.2 percent over the past year, a roughly 44 percent reduction, and average shop leadership tenure stands at three years and five months. General managers typically work 40–45 hours per week. On the corporate side, the Support Team has grown about 36 percent since January 2025 while maintaining an approximately 87 percent 12-month retention rate.

Eligible employees working at least 30 hours per week have access to medical, dental, and vision insurance, along with HSA and FSA plans. Other offerings include a 401(k) with a 4 percent company match, paid time off and sick leave, performance-based bonuses for managers, free bowls during shifts, employee discounts, leadership development programs, and ongoing training. Playa Bowls also uses recognition programs and team events to reinforce its culture, and in Q3 2026 launched employee-led communications, marketing, and operations committees to give Support Team members a greater voice in the organization.

Sbarro Unit Count: 835

Sbarro’s workforce numbers tell a story of longevity and internal advancement. Across its 150 company-operated restaurants, general managers average 7.9 years of tenure, restaurant managers average 5.3 years, and above-store field staff average 14.5 years. Every one of the 25 employees in above-store field roles, from area manager through senior vice president, was promoted from within. At the restaurant level, internal candidates fill 74 percent of open manager positions.

Those career paths have been supported by significant expansion. Sbarro has opened more than 400 restaurants over the past four years and expects to surpass 100 openings again in 2026. The family-owned company now operates 835 restaurants across 25 countries.

Development starts early. New employees receive training manuals and can create personalized career paths, and new hires are paired with mentors for their first five shifts. High-potential employees can receive assessments, 360-degree feedback sessions, and personal development plans. The annual Sbarro Summit Award recognizes top-performing general managers and gives winners the opportunity to attend the company’s annual operations conference.

Benefits include medical, dental, vision, mental health care, life insurance, short- and long-term disability coverage, a 401(k) with a Safe Harbor match, paid time off, sick leave, pet insurance, flexible schedules, early wage access, and quarterly bonuses.

Sbarro also uses its eight-part People Pledge to set expectations around hiring, mentoring, career development, communication, feedback, recognition, and sharing financial success. Employees receive regular company information through the Sbarro Exchange intranet and quarterly Pizza Press newsletter.

The results have translated into workforce stability. Through period six of 2026, general manager turnover stood at 15 percent, with above-store field turnover at just 4 percent.

Employee Benefits

Jason’s Deli Unit Count: 240

Jason’s Deli has built its employee experience around a family culture and creating paths for hourly workers to build long-term careers. Its structured Career Path provides employees with a roadmap from their first day through the possibility of becoming a managing partner. That internal pipeline has produced tangible results: 63 percent of current managing partners started with Jason’s Deli as hourly team members. Employees can potentially reach $100,000 in earnings within two years through the growth path.

Education is another piece of the company’s investment in its workforce. Through a partnership with Sophia Learning, employees have access to more than 60 self-paced, college-level general education courses. The $99 monthly subscription is eligible for reimbursement through Jason’s Deli’s tuition program, and completed courses can transfer as general education or elective credits to nearly 3,000 colleges and universities.

Employees also have access to medical, dental, and vision insurance, an HSA, life and disability insurance, a 401(k) with employer match, performance bonuses for eligible positions, paid meals and uniforms, flexible schedules, and vacation or PTO based on tenure. Restaurants close on New Year’s Day, Easter, Thanksgiving, and Christmas.

Support can extend to employees’ families through the Jason’s Deli Family Fund, a 501(c)(3) funded entirely by employees. It provides financial assistance following serious illnesses, natural disasters, and other unexpected crises, along with educational scholarships for qualifying employees, spouses, and children. In 2025, the fund distributed $122,685 in relief assistance and awarded 17 scholarships totaling $41,000.

Together, those programs give employees resources to advance within Jason’s Deli, pursue an education, and receive support when unexpected challenges arise.

Donatos Pizza Unit Count: 177

Donatos Pizza has created a workplace where long careers are common, with some employees staying for 20, 30, and even 40 years. Many managers and senior team members started in restaurant or entry-level positions, giving employees examples of where a job with the 63-year-old brand can lead.

Employees receive paid time off, life insurance, short- and long-term disability coverage, paid holidays, parental leave, and a 50 percent discount on Donatos products. Tuition reimbursement covers 80 percent of eligible expenses, up to $2,200 annually for undergraduate courses and $3,300 for graduate courses. Adoption assistance covers 80 percent of eligible expenses up to $2,500 per child. An employee assistance program offers around-the-clock resources for personal challenges.

Donatos also recognizes employees for five- and 10-year anniversaries and other milestones, along with honors such as Gold Standard General Manager and Store of the Year.

Support extends to employees experiencing financial hardship through the Promise Family Fund. The program provides assistance following medical emergencies, natural disasters, personal crises, and other unexpected events.

Community service is another significant part of the employee experience. Donatos hosts three volunteer days annually focused on housing, hunger, and health. Employees and franchise partners also participate in local school programs, charitable events, fundraisers, and other service projects. In 2026, team members raised more than $100,000 for cancer research through Pelotonia.

Those efforts trace back to founder Jim Grote’s belief in treating people with care and doing the right thing. More than six decades later, Donatos continues to pair that foundation with training, recognition, career opportunities, and resources that support employees inside and outside the workplace.

Aroma Joe’s Unit Count: 137

Aroma Joe’s gives frontline employees a path that can lead all the way to franchise ownership. Its Fueling Up Success program provides baristas and other team members with nine months of education spanning operations, accounting, finance, human resources, site selection, marketing, and other skills needed to operate a business. Four graduates have gone on to become Aroma Joe’s franchisees.

That mobility can also be seen at the corporate level, where several former shop employees have moved into franchise support positions. Franchisees Rob and Tracy Hanson offer another example. The New Hampshire operators, who employ more than 100 people across eight locations, partnered with longtime employees Ciara Fay and Breauna Eldredge to help them become franchise owners through coaching, operational guidance, and financial partnership.

Corporate employees receive health, dental, and vision insurance, life insurance, a 401(k), short- and long-term disability coverage, tuition assistance, bonuses, employee appreciation incentives, and a hybrid work schedule.

The company’s culture stems from its “Positively Impacting People” mission, which dates to Aroma Joe’s founding 26 years ago. Community involvement plays a significant role through AJ’s Cares, the company’s philanthropic initiative supporting health, education, veterans, families in need, and environmental conservation. The company has expanded those efforts through the nonprofit AJ’s Cares Foundation, creating additional opportunities for employees and franchisees to volunteer and fundraise.

Aroma Joe’s also connects its workforce to its coffee supply chain. Its Rainforest Alliance Certified proprietary blends are sourced in part through a Coffee Farmers Group consisting of more than 40 family-owned farms in Honduras.

Dutch Bros Unit Count: 1,225+

Dutch Bros gives its broistas a substantial role in the culture that has followed the coffee chain through its national expansion. In 2025, the company received more than 780,000 applications for approximately 19,000 shop positions, and Gallup ranks Dutch Bros in the top 15 percent of companies for employee engagement.

Internal promotion creates a path from broista to shift lead, shop manager, operator, and other positions. More than 525 operators are currently in the company’s development pipeline, with an average tenure of nearly eight years. Experienced employees also travel to new shop openings to train incoming broistas on service and the brand’s culture.

Eligible employees have access to medical, dental, and vision coverage, life insurance, paid parental leave, disability benefits, and applicable paid time off and sick leave. Employees age 18 and older can participate in a 401(k) with up to a 4 percent company match. The Bros Fund provides financial assistance when employees experience unexpected hardships.

Education benefits include up to $5,250 per year in tuition reimbursement for eligible employees, select fully covered degrees, and education coaching available to all broistas. Each employee also receives eight hours of paid volunteer time annually.

Shop employees get unlimited free drinks and free food during shifts, a free drink at their stand on days off, merchandise perks, and discounts. At Dutch Bros’ Tempe headquarters, amenities include a gym, pickleball court, arcade, massage chairs, employee e-bikes, beverage bars, an innovation kitchen, and a culture library.

The company also brings employees together through events such as A Better World, which drew more than 2,000 field team members in June 2026 for development and community-building activities.

Career Advancement

Penn Station Sandwiches Unit Count: 314

Penn Station Sandwiches has a track record of turning restaurant jobs into long-term careers, including franchise ownership. Several franchisees started with the company as teenagers or summer employees before progressing through restaurant roles and eventually becoming business owners.

That internal mobility extends to the corporate team. Penn Station’s current president began as a college intern. Its senior vice president of franchise services and director of training each started as restaurant general managers before moving into corporate positions.

The Managing Owner Program provides another route to entrepreneurship. The program pairs multi-unit franchisees with managing partners who receive meaningful ownership stakes in the restaurants they oversee, giving experienced operators an opportunity to participate financially in the businesses they run.

Employee development is supported through Penn Path, the company’s proprietary digital training platform. The program serves employees from frontline restaurant positions through corporate roles and is maintained in-house, allowing Penn Station to update training based on restaurant and franchisee needs.

Benefits include health, dental, and vision insurance, a 401(k) company match, and free sandwiches each month. Employees can also receive tickets to Cincinnati Reds, Cincinnati Bengals, and FC Cincinnati games.

Community involvement has become another piece of the employee experience. Through its longstanding Deals for Down Syndrome campaign, Penn Station, its franchisees, employees, and guests have raised more than $2 million for Down Syndrome Associations in communities across its footprint.

Career opportunities are expanding as the 314-unit chain grows and evolves its restaurants. In 2026, the company changed its name from Penn Station East Coast Subs to Penn Station Sandwiches and completed a significant menu expansion featuring sandwiches on 9-grain bread, wraps, and bowls.

Church’s Texas Chicken Unit Count: 885

Church’s Texas Chicken backs its employee experience with strong engagement scores and benefits that extend to part-time restaurant workers. Its latest survey showed 85 percent overall employee engagement, six points above the global benchmark, with restaurant employees scoring 89 percent. Another 85 percent said they plan to stay with the company.

Full-time benefits include three medical plan options, employer-paid short-term disability, HSA contributions of up to $1,000 annually, and a $200 Lifestyle Spending Account that can cover expenses such as gym equipment, spa services, and financial planning. Its 401(k) provides up to a 4 percent company match with immediate vesting. Part-time employees working fewer than 30 hours can access limited medical coverage, dental insurance, Teladoc, and a free employee assistance program.

Church’s also offers up to $2,000 in annual tuition reimbursement and provides employees an opportunity to obtain their GED. Adoption assistance reaches $5,000 per child or $6,000 for a child with special needs. Restaurant employees have access to daily pay and receive a 50 percent food discount.

Recognition programs celebrate employees through spot bonuses, quarterly awards, and honors for 15 and 25 years of service. Employees facing unexpected hardships can receive $2,000 in assistance through the Church’s Partners Foundation.

Wellness programming includes massage days, smoothie bars, biometric screenings, and companywide events. The annual Church’s Olympics adds friendly competition to those efforts. In 2026, CEO Roland Gonzalez, a former professional athlete, challenged corporate employees to a half-mile race with $10,000 available to any employee who beats him. If Gonzalez wins, the money goes to Big Brothers Big Sisters of America.

Potbelly Unit Count: 475

Potbelly gives restaurant employees opportunities to turn shop-level positions into careers that can span decades. General managers average more than 6.5 years with the company, including 22 percent who have surpassed 10 years. District managers average 10 years of tenure, and more than 70 percent have spent at least five years with Potbelly.

Newly hired and promoted managers complete a five- to six-week training program, followed by ongoing coaching from district managers or regional directors. Internal advancement can continue into senior positions. Vice president of company operations Ryan Cesaitis, for example, started as a Potbelly general manager and has progressed through the organization during a career spanning two decades.

Eligible salaried and hourly employees have access to three medical plan options, dental and vision insurance, short- and long-term disability coverage, life insurance, and paid parental leave. Potbelly’s 401(k) matches 100 percent of the first 3 percent of compensation contributed and 50 percent of the next 2 percent.

Hourly employees participate in pooled tips, and eligible managers can earn additional compensation through Share the Wealth, Potbelly’s uncapped bonus program. Top-performing general managers are recognized with a five-day trip.

Potbelly Gives, a 501(c)(3) employee relief fund, provides financial assistance to team members facing catastrophic or unexpected emergencies. Employees also have access to around-the-clock assistance covering financial and legal needs.

Community service can happen on company time through Potbelly Serves, a summer-long program that allows employees to volunteer during working hours. Teams have worked with food banks, youth programs, animal shelters, and other local organizations. Shop employees also receive scheduling flexibility, and most corporate employees have remote-work options.

Raising Cane’s Unit Count: 1,035

Raising Cane’s gives employees a defined path from their first restaurant shift to running high-performing operations, with internal development playing a key role as the chicken chain surpasses 1,000 locations.

The company calls that progression the Crew Journey, which provides opportunities for employees to learn new skills, take on additional responsibilities, and advance into restaurant roles. Raising Cane’s pairs career development with recognition programs for employees who deliver strong performance.

For top restaurant operators, the Restaurant Partner Program offers a distinctive financial incentive. The program allows high-performing operators to accumulate wealth through the restaurants they oversee without requiring them to make a financial buy-in. Raising Cane’s says the program is creating millionaires within the restaurant industry.

Employees also have access to an extensive benefits package. Offerings include medical, dental, and vision coverage, a 401(k) with employer match for eligible employees, life insurance, short- and long-term disability coverage, pet insurance, identity theft protection, and access to no-cost financial advisors. A Crewmember Assistance Program provides another source of support.

Education benefits include tuition reimbursement and additional assistance programs, including the opportunity to earn a high school diploma at no cost. Employees can also receive paid time off, flexible scheduling, fitness and travel discounts, cell phone discounts, and access to the PerkSpot discount program.

Raising Cane’s generally pays restaurant employees weekly, with exceptions in states where different pay schedules apply. Restaurants close for major holidays, depending on location, and close early for three other major holidays or events.

Chipotle Mexican Grill Unit Count: 4,200+

Chipotle gives hourly restaurant employees a clear route into high-paying restaurant careers. In 2025 alone, the company recorded 23,000 internal promotions, with 100 percent of regional vice president and regional director of operations positions filled from within. Internal candidates also accounted for more than 83 percent of field leader positions and more than 85 percent of general manager roles.

Crew members can progress to restaurateur in as little as 3.5 years. That position comes with a total potential compensation package of approximately $100,000 and responsibility for a multimillion-dollar restaurant business. Cultivate University supports employees taking another step up, helping new field leaders prepare to oversee businesses producing more than $20 million in annual sales.

Education benefits offer another avenue for advancement. Through Guild, eligible employees can pursue debt-free degrees across 100 programs at 10 universities. Employees participating in Cultivate Education have a 66 percent lower average annual turnover rate than nonparticipants and are promoted approximately 1.4 times as often.

Chipotle’s benefits package covers physical, mental, and financial needs. Restaurant employees can qualify for an all-crew bonus worth up to an additional month of pay each year. Other offerings include mental health care, medical, dental, and vision insurance, tuition reimbursement, a 401(k) with company match, an employee stock purchase plan, paid vacation and sick leave, and flexible schedules.

Employees and their family members can also access English as a second language courses.

Wetzel’s Pretzels Unit Count: 524

Wetzel’s Pretzels offers an employee experience suited to workers seeking flexible restaurant jobs as well as those pursuing longer-term careers. Most bakeries avoid very early mornings and late nights, providing more predictable hours than many restaurant concepts. Employees also work without fryers since the brand’s pretzels are oven-baked.

For eligible corporate and field employees, benefits include medical, dental, and vision insurance, a 401(k), paid time off, phone benefits, and employee discounts. Wetzel’s provides a monthly wellness stipend that employees can use for expenses ranging from gym memberships and massages to personal hobbies.

Employees receive their birthday off, along with a paid philanthropy day that can be used to volunteer with a nonprofit or charity of their choice. Training, recognition, and internal career opportunities provide additional avenues for development.

Wetzel’s has seen entry-level corporate positions become starting points for careers in other departments. The last four employees to work at the company’s front desk each advanced into full-time positions in areas such as marketing, product development, and information technology.

Opportunities can extend to business ownership through Wetzel’s Access to Equity Program. The initiative seeks to make franchising more accessible to women and people of color through a 25 percent discount on franchise fees. Partnerships with Operation HOPE and Start Small Think Big provide participants with education, mentorship, financial counseling, and access to capital.

Employees, franchisees, and other members of the system also gather at Wetzel’s biennial convention to exchange ideas, develop relationships, and recognize accomplishments across the brand.

Swig Unit Count: 167

Swig calls its employees Daymakers, a name tied to the idea that each interaction should make someone’s day better. For many employees, an hourly job has also become an entry point to a career with the growing beverage chain.

More than 90 percent of Swig’s 100-plus general managers started as Daymakers, and 20 of its 21 district managers began in hourly positions. Numerous employees on Swig’s corporate support team also started their careers inside the company’s stores.

Development begins with exposure to different parts of restaurant operations. Daymakers rotate stations every 30 minutes to an hour, helping them develop skills across multiple responsibilities instead of staying in a single position throughout a shift. Swig founder Nicole Robison describes the company as “a leadership company that sells drinks.”

Day-to-day perks at many locations include a free drink and cookie during shifts, employee discounts, seasonal Swig merchandise, and flexible scheduling. The fast-paced, social work environment gives employees regular opportunities to interact with guests and coworkers.

Daymakers also have a direct role in Swig’s charitable efforts. During an annual fundraiser, employees in each district select a local organization to support. In May 2026, Daymakers helped raise $180,000 for 40 charities across the country through drink and merchandise sales.

Swig employees also participate in the annual Save the Cups campaign, which provides financial assistance to women undergoing breast cancer treatment. Since 2020, the initiative has raised nearly $2 million and assisted almost 200 women nationwide.

Someburros Unit Count: 19

Nearly 40 years after its founding, Someburros is still owned and operated by the Vasquez family, whose involvement extends into the employee experience across the 19-unit Arizona chain. Team members receive ongoing training and mentorship, with opportunities to take on new responsibilities and earn promotions from within.

Benefits include a 401(k) with employer match, health insurance with employer contributions toward premiums, vacation and paid time off, flexible scheduling, maternity leave in addition to FMLA, and employee meals. Someburros also offers scholarship opportunities and college tuition assistance, hiring referral bonuses, and closes its restaurants for most holidays.

Employee recognition includes The Golden Burros, an annual appreciation event and awards celebration. The gathering recognizes top-performing restaurants, standout employees, and team members who represent the company’s values. Holiday parties and other team gatherings provide additional opportunities for recognition throughout the year.

Community involvement gives employees another way to participate in the company’s work across Arizona. Someburros partners with Junior Achievement of Arizona, local public school districts, and Title I schools. Its support includes classroom grants, teacher appreciation meals, fundraising initiatives, and programs benefiting students and educators.

The company also provides free food drop-offs for emergency responders and participates in neighborhood events and charitable programs. Employees have opportunities to take part in those service efforts alongside coworkers.

As Someburros expands its footprint in Arizona, its family ownership gives employees direct ties to a restaurant company that has operated in the state for nearly four decades.

NAYA Unit Count: 48

NAYA uses employee feedback to determine how its workplace programs evolve as the Middle Eastern restaurant chain expands. Regular engagement surveys, conversations, and listening sessions give employees opportunities to identify what they need, and the company has committed to introducing a new benefit or perk every quarter based on that feedback.

Hourly team members receive paid breaks, and paid time off is available to employees throughout the organization. NAYA also provides defined career paths and internal development programs, with a focus on promoting employees into higher-level positions as the company adds restaurants.

The employee experience is guided by six company values—generosity, teamwork, community, consistency, authenticity, and passion. NAYA also identifies six traits it seeks when hiring and developing employees—humble, confident, friendly, positive, curious, and ambitious. Those characteristics are incorporated into hiring, coaching, and employee recognition.

Team members at every level are encouraged to contribute ideas for improving the company, including employees working inside restaurants and at NAYA’s support office. Managers are expected to coach and mentor employees, with development treated as a measure of their performance.

NAYA is also investing in development outside individual restaurants. In August 2026, the company hosted its first companywide conference for salaried team members. The event brought the group together for professional development, relationship building, and discussions surrounding NAYA’s mission and continued expansion.

As new restaurants open, those internal programs give existing employees opportunities to grow with the 48-unit chain and take on additional responsibilities.

StormBurger Unit Count: 2

StormBurger gives employees room to take on responsibilities that can extend far past their original restaurant roles. One 19-year-old employee started as an order taker working two days per week before receiving one-on-one mentorship from the company’s HR team. She now oversees administrative work in StormBurger’s corporate office.

That type of development is supported through paid training, individual mentorship, skill certifications tied to raises, and programs for employees interested in moving into higher-level positions. Managers also receive paid ServSafe courses and exams. Flexible schedules accommodate students and employees working second jobs.

Employees receive free meals, paid sick leave, health benefits, referral bonuses of $250, and performance incentives tied to competitions and other metrics. Managers receive paid vacation time. Additional perks include new-menu tastings, employee-of-the-month rewards, birthday desserts, team outings, appreciation events, merchandise, and a team lunch twice per month selected by employees.

The two-unit burger concept also connects employee recognition with experiences outside the restaurant. After StormBurger won a local “Best Burger in LA” competition, the company closed early and paid for its entire staff to go bowling.

Community involvement often has direct connections to employees. After hiring a dozen students from Jordan High School, StormBurger provided food for the school’s entire senior class. The company catered a prom celebration for an Inglewood employee and paid for an end-of-year meal for Inglewood High School’s Hispanic Heritage Club, where one employee was an active member.

Employees can also provide suggestions directly to supervisors through the company’s open-door policy, giving its small workforce a voice in how the startup develops.

Slim Chickens Unit Count: 302

Slim Chickens pairs traditional benefits with wellness programs, financial resources, and opportunities for employees to contribute to the restaurant brand’s development.

Eligible employees receive medical, dental, and vision coverage, company-paid life and AD&D insurance, and access to a Health Savings Account with a $500 annual company contribution. Slim Chickens also offers a 401(k), paid vacation and sick or personal time, nine paid company holidays, two floating holidays, paid parental leave, and adoption assistance.

Employees can access virtual health and mental health visits around the clock, along with a 24/7 Employee Assistance Program covering counseling, financial, legal, and family needs. Earned wage access provides greater flexibility between paydays, and eligible employees can receive gym memberships or fitness discounts.

Education and professional development are supported through tuition reimbursement. Slim Chickens also recognizes service anniversaries and other career milestones.

Wellness and social events give employees opportunities to connect outside their regular responsibilities. Programming includes an annual company 5K, Lunch & Learn sessions, tournaments, cookoffs, holiday celebrations, volunteer initiatives, and team outings.

Employees can even have a voice in what eventually reaches customers. Slim Chickens hosts a monthly Test Kitchen where team members sample potential menu additions and provide feedback directly to the culinary team. The program gives employees firsthand involvement in product development as the chicken chain continues expanding its restaurant footprint.

Additional perks include corporate, local, and travel discounts, providing employees with savings outside the workplace.

Cicis Pizza Unit Count 272

Cicis Pizza has employees who have spent more than 30 years with the brand, with internal advancement creating opportunities for restaurant team members to move into corporate positions or become franchise owners.

President Jeff Hetsel offers one of the strongest examples. During his 34-year career with Cicis, Hetsel progressed from manager to general manager, became a franchisee, and eventually rose to president, a position he has held for the past seven years. Numerous other Cicis managers have followed paths into franchise ownership or corporate roles.

Employee development is supported through training and professional development programs, along with certification opportunities that help team members acquire new skills and prepare for additional responsibilities. Annual merit increases reward individual performance, and eligible operations employees can earn performance-based bonuses, including quarterly bonus opportunities.

Recognition plays a significant role in the employee experience. Cicis distributes Wow! Pins to celebrate individual accomplishments and recognizes entire restaurant teams for reaching major performance milestones. Restaurants that surpass $2 million, $3 million, and other sales benchmarks receive commemorative rings during the company’s annual conference.

Team traditions also play a role in connecting employees across the 272-unit system. The Cicis Cheer and Chant are among the longstanding practices used to create camaraderie among restaurant employees.

For employees interested in making Cicis a long-term career, the combination of training, certifications, performance incentives, and internal mobility provides multiple routes forward, including the opportunity to transition from operating a restaurant to owning one.

Dave’s Hot Chicken Unit Count: 500+

Dave’s Hot Chicken has grown from a parking lot pop-up into a global chain with more than 500 restaurants, giving employees a chance to work inside one of the restaurant industry’s fastest-growing concepts. The company supports that workforce with benefits covering health, financial security, personal wellness, and time away from work.

Dave’s pays 100 percent of employee premiums for its health, vision, and dental plans and 50 percent of premiums for dependents. Employees can choose from PPO and HMO options. Company-sponsored life insurance provides coverage valued at three times an employee’s salary.

Financial benefits include a 401(k) with immediate vesting. Employees also receive competitive paid time off, along with auto, cell phone, and internet benefits.

Dave’s Wellness Program gives employees flexibility to choose how they support their personal well-being. Team members can receive reimbursement for eligible wellness activities instead of being limited to a single company-selected benefit or program.

Maintaining employee connections has also become a priority as Dave’s restaurant footprint has expanded. The company holds multiple team-building events throughout the year, giving employees opportunities to spend time together outside their regular responsibilities, develop relationships across the organization, and recognize company accomplishments.

Those programs give employees tangible support as they participate in Dave’s continued expansion, which has taken the chain from its Los Angeles origins to hundreds of restaurants across the U.S. and international markets.