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Summer 2019







Washington Hospitality Association 510 Plum Street SE Olympia, WA 98501-1587

Summer 2019  │ 1 


Washington Hospitality Association’s Payment Card Processing Program takes you from red to black.

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EDITORIAL STAFF Publisher, Anthony Anton Executive Editor, Lex Nepomuceno Art Director, Lisa Ellefson Copy Editor, Paul Schlienz Contributing Editors: Jacque Coe, Alina Day, David Faro, Jillian Henze, Morgan Huether, Sheryl Jackson, Lisa Leinberger and Nicole Vukonich


Summer 2019

EXECUTIVE COMMITTEE Chair: Chad Mackay, Fire & Vine Hospitality Vice Chair: Ron Oh, Holiday Inn Express North Seattle Shoreline EXECUTIVE TEAM President and CEO, Anthony Anton Vice President, Teran Haase Chief Financial Officer, Darin Johnson Senior Director of Communications & Technology, Lex Nepomuceno Director of Local Government Affairs, John Lane Director of State Government Affairs, Julia Gorton Director of Membership, Steven Sweeney

510 Plum St. SE Olympia, WA 98501-1587 T 360-956-7279 | F 360-357-9232

Letters are welcomed, but must be signed to be considered for publication. Please include contact information for verification. Reproduction of articles appearing in Washington Hospitality Magazine are authorized for personal use only, with credit given to Washington Hospitality Magazine and/or the Washington Hospitality Association. Articles written by outside authors do not necessarily reflect the views or positions of the Washington Hospitality Association, its Boards of Directors, staff or members. Products and services advertised in Washington Hospitality Magazine are not necessarily endorsed by the Washington Hospitality Association, and do not necessarily reflect the opinions of the Washington Hospitality Association, its Boards of Directors, staff or members. ADVERTISING INQUIRIES MAY BE DIRECTED TO:

Stephanie Conway

360-956-7279 Washington Hospitality Magazine is published monthly for members. We welcome your comments and suggestions. email:, phone: 800-225-7166. Circulation: 6,310

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Features 14

Education Foundation training programs


Getting the message out: Hospitality is an industry of opportunity


Washington Hospitality Association Education Foundation: A conduit for success in the hospitality industry


Profit increases in a tough labor market


Training: Key to quality, employee loyalty and retention


Turnover trends

In Every Issue 6

From Your President and CEO


Association News Briefs


Lex on Tech


Local GA Update


State GA Update


Calendar and New Members


Ask the Expert



Visit for your benefits package needs.

Find out more at: WA Hospitality Benefits Specialist | 877.246.0545


President and CEO

Labor shortage: Weather the storm through trust and culture I turn 50 this month and have spent almost my entire professional life doing my best to serve an industry that supported my family from the moment each of my four grandparents stepped onto Ellis Island. Along the way, I have gotten to know more than 1,000 operators and I have learned far more from you than I could possibly hope to pass on. Sometimes the weight of a repeated observation rises to the point of a conclusive truth and I feel compelled to pass it on. When bad weather hits, the businesses that are doomed are the ones who spend most of their time blaming their struggles on the sky.

Anthony Anton President and CEO

But the businesses that survive acknowledge the storm and spend their time instead strategically investing in waterproof gear and rain boots to weather the storm. The members I know will survive our ongoing labor shortage crisis are asking the right questions about how to build a pipeline of employees and how to retain the right ones. A competitive labor market where employers have to offer better hourly rates to attract and keep employees is healthy for an economy -- as painful as it is for business owners. I do realize this is a real struggle, but it’s going to remain an issue for the next several years as long as the number of people who are retiring continue to exceed the number of people coming into the workforce. It’s a big workforce development issue for all industries. Finding a permanent pipeline of available employees is a more sustainable answer than just waiting for the economy to fail so more people apply for your open positions. That pipeline could be becoming best friends with the ProStart or workforce coordinator at your local high school. It could be getting to know your Employment Security Department business services representative or getting to know who runs the career services center at your local community college. These are rain gear solutions to weather this storm. I understand that when you do find an employee, depending on which part of the hospitality industry you’re in, you now have health care, Paid Family and Medical Leave, paid sick leave and a high minimum wage added into your cost. So, the more you can reduce turnover, the better you are. When we slow down enough to value our employees, treat them the way we want to be treated and overcommunicate, we keep our employees. When we get busy and take those things for granted, we see turnover. When employees feel like the company is invested in their career ladder, that we mean it when we say it and that they trust us, they turn down job offers for more money at other companies. Reducing turnover starts with our own mirror. Recently, I realized that each day I schedule 10 hours in 15-minute increments of my time for supporting the departments, engaging volunteers, the administrative side of being CEO, working with the board of directors, keeping track of national, key projects, crises and unscheduled work. But you know what’s not in there? Building employee pipelines, trust or culture on this team. There needs to be. Many of you know me as an outgoing and sociable guy. But I would guess that most of my team members would say I’m a numbers guy: “Anthony is all about numbers, results and measurements,” to the point of eye rolls. So, it’s no surprise that I have spent little of my time focusing on things that are tough to measure like culture and trust. Now I’m asking myself: “What do I stop doing so I fit in these critical, turnover-reducing actions?” At the association, reducing turnover starts with me, and in your business, it starts with you. Trust and culture have a hard number impact if you’re not paying attention. So, gear up to weather the storm by strategically developing a workforce pipeline and reducing turnover today.

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Sunrooms Patio Covers Pool & Spa Enclosures Commerical Glass Atriums Retractable Glass Wall Systems DESIGN-BUILD

The annual Stars of Hospitality awards nominations are now open. These awards are an opportunity to recognize the truly exceptional professionals



Manufacturer Direct Custom Design / Build Commercial & Residential

and properties that exemplify the very best of Washington hospitality. The nomination deadline is Sept. 8. Visit

RFQ to submit your

Washington State University solicits proposals from innovative and experienced food services providers to operate the restaurant at Palouse Ridge Golf Club at Washington State University – Pullman, WA. This includes operating a full-service restaurant and bar/lounge, providing food and beverage services on the golf course with a cart service, as well as operating the adjacent pavilion as an event space. The University seeks a distinctive dining experience with high quality food in a comfortable, casual atmosphere. Full details of this RFQ can be found at and once registered and logged in this opportunity can be found by searching for those posted by Washington State University and then RFQ number: 0772MR00456. Responses are due in Pullman, WA no later than 5PM local time on August 28, 2019.

nominations today!

Stars of Hospitality

WSU_RFQ.indd 1

7/17/2019 12:52:45 PM

Primary Source of Information | Association News

First GAC Regional Meeting in Spokane, Sept. 10, more to come The first of the state Government Affairs Committee annual regional meetings will be held 2-4 p.m., Sept. 10, at the Kalispel Golf and Country Club in Spokane. This year, members will meet with their local legislators and discuss topics important to the hospitality industry. RSVP to Katie Doyle, grassroots manager, at We are planning additional meetings across the state, so stay tuned for information about a regional meeting coming soon to your community. 

Possible settlement in swipe fee antitrust litigation According to the National Restaurant Association, there is a potential settlement of class action litigation that could provide businesses with payment for prior swipe fees incurred with Visa or Mastercard from Jan. 1, 2004, to Jan. 25, 2019. Some businesses received notices regarding the potential settlement. The case is not yet settled, but businesses could file a claim after the settlement is approved and may get reimbursement. The hearing for final approval is Nov. 7.  Hospitality Convention keynote speaker will discuss diversity, equity and inclusion The Washington Hospitality Convention team is pleased to announce Marilyn Strickland will join the event as the keynote speaker. Strickland is president and CEO of the Seattle Metropolitan Chamber of Commerce and served as mayor of Tacoma from 2010-17. Dive into diversity, inclusion and equity for businesses of all sizes. She will also discuss workforce solutions and tactics to build a stronger community. 

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WIN: Pierce County program to deliver trained workforce A $1.75 million poverty reduction grant has been awarded to the Workforce Development Council in Pierce County. The Washington Hospitality Association Education Foundation is the only employer representative to be written into the grant. Together, we provide job seekers industry-specific training before they get to the employer. This is another way to hire trained employees, saving thousands in training costs.  Desserts, golf and beer: The recipe for a perfect afternoon Get first dibs on premium desserts in a dessert dash. Bid too low and the dessert you want might go to someone else. All proceeds benefit ProStart. Golf FORE! Education is a golf tournament fundraiser on Aug. 27 at the Washington National Golf Club in Auburn.  Nominate your stars and recognize the best in hospitality The annual Stars of Hospitality awards nominations are now open. These awards, hosted by Sysco, are an opportunity to recognize the truly exceptional professionals and properties that exemplify the very best of Washington hospitality. The nomination deadline is Sept. 8. 

HOW RESTAURANTS AND HOTELS CAN USE VIRTUAL REALITY IN TRAINING By Lex Nepomuceno Virtual reality (VR) training is making inroads in nearly all spheres of the business world. It’s an emerging technology with great learning opportunities that can significantly benefit the hospitality industry. Big hotel and restaurant brands across the world are seriously thinking of how to use VR in most of their training programs mostly because it’s budget friendly and provides a more realistic training experience. Some of the areas of the hospitality industry that are always in need of improvement include customer support, orientation programs for new employees, management and much more. Here are some of the best ways the hospitality industry can use in VR training: 1. Improvement in customer service VR, which creates a computer-generated environment, can be a perfect simulator in terms of improving customer service. It’s because the setting of such a training program mimics other people’s experience in similar environments. The training allows learners not just to see, but also understand the sequences of how things ought to be done. The trainees come face to face with customers’ behavior and reactions, allowing them to develop empathy toward a specific customer’s immediate needs and spring into action as a way of giving the much-needed assistance. 2. Orientation for new hires New employees can never have enough learning and adjustment support. VR training sessions can be quite beneficial. As a simulated type of education, trainees can quickly acclimatize, acquire confidence and generally feel comfortable in all interactions and in working with specific tools and equipment. New team members can get first-hand work experience from an environment similar to the one they are going to be working under with the same work processes. Also, the fact that most of the training tasks are automated reduces most of the workload that human resources usually shoulders under such circumstances. The outcome is well-adjusted employees, who can quickly and comfortably swing in the day-to-day work processes without having to be overly supervised. VR training generally boosts morale, which is a crucial motivating factor. 3. Hotel and room booking processes Lodging industry training programs can benefit from virtual reality booking processes. It allows employees and

even guests to learn to use video technology to improve communication techniques. They can also use the same technology to recreate different travel scenarios such as flight booking and eventual arrival. Trainees can acquire relevant skills, including how to conduct hotel tours right from hotel websites, while using such tools as VR headsets and other types of technology for communication purposes. They can also gain practical skills such as how to help customers explore hotel rooms, compare room prices, and finally book their favorite rooms through VR headsets. 4. Preparation of different types of menus VR technology can create a detailed and interactive learning situation where students can safely learn the art of cooking in a physical environment from which they can relate. The benefit is that people can learn how to cook meals from scratch from the first-person point of view because the simulation works as if the food is right in front of you. 5. Better hotel and restaurant management Hotel management is critical to the overall performance of the rest of the other units. Whether it’s the front desk, stores or hotel booking, they all require better management interventions to increase the rate of return customers and to improve sales. But how does VR help? It uses context and perspectives, which allows trainees to see the end result of specific practical management actions. The staff training also creates real-life setups, which then impart the skills and practical examples of how employees should interact with hotel guests. Conclusion There are many ways that the hospitality industry can utilize VR training. Think of how such businesses can suddenly cut on travel-related costs and maximize use of in-house experts and trainers. It’s a type of learning environment that places learners on a much higher pedestal. It allows them to follow sequences from a first-person point of view and take in all the knowledge and skills that are required to improve work performance. VR training is still in its infancy, but it has the potential to grow significantly over the next three to five years. Business owners and managers should familiarize themselves with the technology now and start finding ways it can benefit their bottom lines.  Summer 2019  │ 9 

Government Affairs | Local GA Update By Jacque Coe, APR, and Lisa Leinberger

Seattle city councilmembers propose hotel worker legislation

Seattle hotel industry golfs to benefit the Seattle Academies Foundation, Sept. 6.

Seattle hotel, restaurant and business leaders and employees have been packing city council committee hearings for weeks to voice concerns over legislation proposed by Seattle City Councilmembers Teresa Mosqueda and Lorena Gonzalez. The four-part legislative package is intended to replace Initiative 124, passed by Seattle voters three years ago, but currently being challenged in court. Of concern are proposals requiring hotels to pay overtime retroactively for an entire shift once a housekeeper passes a square footage limit, health care cost expenditures that significantly exceed the cost to provide quality health care, blacklisting of hotel guests without due process and the application of this legislation to non-hotel businesses leasing hotel space or providing services. I-124 is set to be heard by the Washington State Supreme Court in September. A final city council vote could occur as early as Sept. 9. 

Seattle hoteliers will once again tee off to benefit a local network of education, business and community leaders working to ensure high school students are college and career ready. Held at the nationally known Golf Club at Newcastle, the golf tournament is an annual event that draws dozens of hotel industry teams from throughout the Puget Sound. Seattle Academies Foundation provides programs and internships to high school students, including an Academy of Hospitality and Tourism. 

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Health care doesn’t have to be scary. The Hospitality Industry Health Insurance Trust (H.I.H.I.T.) is uniquely designed with businesses like yours in mind. Whether your business is big, small, well-established or just opening its doors, H.I.H.I.T. has your back. H.I.H.I.T. is uniquely designed to bring together employer groups of two or more enrolled employees to pool resources and enjoy the purchasing power of a large employer group. Brokers are standing by to help you find a solution that works for your group. Contact us for a quote today!

Call 877-892-9203 or email for more information!

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Government Affairs | State GA Update By Nicole Vukonich

L&I proposes overtime threshold of projected $79,000 by 2026 The Department of Labor and Industries (L&I) has filed a rulemaking notice (CR-102) that would update the state’s salary overtime threshold for executive, administrative and professional (EAP) employees during the course of six years to 2.5 times the statewide minimum wage beginning in 2020. The projected salary overtime threshold for small and large businesses in 2026 would be $79,872 and adjusted annually for inflation thereafter. “We agree that the overtime threshold needs to be updated,” said Anthony Anton, president and CEO of the Washington Hospitality Association. “We appreciate the phase-in period and the alignment with the federal government for the first year of the implementation in 2020.” The Washington Hospitality Association and its members are actively engaged in the discussions surrounding the updates to the EAP rules. The hospitality industry is unique in that it offers all levels of jobs, from entry-level to senior management and ownership. With a proposed salary threshold of $79,872 by 2026, many of the critical middle management positions in the industry would likely revert to hourly as employers examine the implementation of this new rule for their businesses. “We are concerned about what this overtime rule could do for hospitality employees seeking to break into management,” Anton said. “We will be talking with our employees and members to make sure solutions can be found.” The Department of Labor & Industries classifies a small business as one that employs one to 50 people, and a large business is determined as one that employs 51 or more people. The department will likely have technical guidance in the future telling operators of how employees are counted. “We are a solutions-driven industry and will continue to be actively engaged in the overtime discussions as we seek member feedback to the proposed rule,” Anton said. L&I will be accepting public comments on the proposal until 5 p.m. on Sept. 6. Additionally, the department will hold public hearings across the state. With the open public comment period, the association encourages members at the following link to give their feedback to L&I on the proposed update to the salary overtime threshold.

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Proposed minimum weekly salary levels required for an overtime-exempt employee When the proposed changes would take effect

July 1, 2020

Jan. 1, 2021*

Jan. 1, 2022*

Jan. 1, 2023*

Jan. 1, 2024*

Jan. 1, 2025*

Jan. 1, 2026*

For employers with 1-50 employees

$675 (1.25 x min. wage)

$965 (1.75 x min. wage)

$1127 (2 x min. wage)

$1296 (2.25 x min. wage)

$1324 (2.25 x min. wage)

$1353 (2.25 x min. wage)

$1536 (2.5 x min. wage)

For employers with 51 or more employees

$945 (1.75 x min. wage)

$1103 (2 x min. wage)

$1268 (2.25 x min. wage)

$1296 (2.25 x min. wage)

$1324 (2.25 x min. wage)

$1503 (2.5 x min. wage)

$1536 (2.5 x min. wage)

Total employees affected (cumulative)








Future years

Beginning Jan. 1, 2027, the salary level will remain at 2.5 times minimum wage and be updated annually for inflation

Notes: * The salary levels for the years marked by an asterisk are projections, based on estimated increases in the Consumer Price Index for Urban Wage Earners and Clerical Workers (CPI-W) of 2.17 percent annually. 1. Under the current federal law, a salaried employee must be paid a minimum of $455 a week to be exempt from overtime requirements. 2. Under the current state law, a salaried employee must be paid a minimum of $250 a week to be exempt from overtime requirements. 3. A full-time minimum wage job in Washington in 2019 makes $480 per week for a 40-hour work week. The proposed rule also increases the hourly rate threshold for exempt computer professionals paid on an hourly basis. Proposed minimum hourly wage levels required for overtime-exempt computer professionals When the proposed changes would take effect

For employers with 1-50 employees

For employers with 51 or more employees

July 1, 2020

Jan. 1, 2021*

Jan. 1, 2022*

$27.63 (No change from current level)

$37.92 (2.75 x min.wage)

$49.32 (3.5 x min. wage)

$37.13 (2.75 x min. wage)

$48.27 (3.5 x min. wage)

$49.32 (3.5 x min. wage)

Future years

Beginning Jan. 1, 2023, the wage level will remain at 3.5 times minimum wage, updated annually for inflation

Notes: *The wage levels for the years marked by an asterisk are projections,based on estimated increases in the ConsumerPrice Index for Urban Wage Earners and Clerical Workers (CPI-W) of 2.17 percent annually. Data from the Washington Department of Labor & Industries Summer 2019  │ 13 

Education Foundation training programs By David Faro The Washington Hospitality Association Education Foundation prepares the hospitality workforce by providing industryspecific training. Preparing the hospitality workforce The Education Foundation offers a suite of training programs to Washington’s hospitality employees and businesses. An overview of these programs is provided below. ServSafe® Manager This manager-level certification helps food service establishments comply with the Demonstration of Knowledge (DOK) and Person in Charge (PIC) requirements within the Washington State Food Code. VALID FOR

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First aid/CPR/AED training Employers in Washington are required to have first aid-trained personnel available on all shifts if the business is not in near proximity to an infirmary, clinic or hospital. The trainers for these classes are actual first responders with real life experience and certified by the American Heart Association. Completion of the course provides all the necessary certifications to meet state requirements, in a fun and engaging four-hour course. VALID FOR





ServSafe® Workplace This training is a comprehensive online program designed to combat sexual harassment in the workplace and create a safe environment for all employees. Focus is placed on managing emerging risks and advancing the positive culture of hospitality industries.


Leadership training Modules covered include creating a foundation and inspiring trust, clarifying purpose, aligning systems and unleashing talent with your team.


Hotel and lodging certifications Professional-level certifications covering every step of the career ladder from line level to executive, such as Certified Guest Service Professional and Certified Hospitality Revenue Manager.


ServSuccess – Restaurant certifications Professional-level certifications for restaurant professionals, supervisors and managers. Courses range from back-of-house to front-of-house and everything in between.



ServSafe® Allergens This online food allergy program is available to your employees 24/7. Topics covered include defining and recognizing food allergies, proper cleaning methods and the dangers of cross-contact. VALID FOR



ServSafe® Alcohol (mandatory alcohol server training) All students who successfully complete the training will receive a Class 12 or Class 13 permit and a nationally recognized ServSafe® Alcohol certificate. VALID FOR


Bloodborne pathogens training The objective of this course is to ensure the safety of workers exposed to bloodborne pathogens and fulfill the training requirement of WAC 396-823. This course is for employees who may potentially become exposed to any body fluids, whether it is daily because of their profession or through applying first aid to another person in need.




Schedule and access training today at 










Summer 2019  │ 15 

Getting the message out: HOSPITALITY IS AN INDUSTRY OF OPPORTUNITY By Paul Schlienz Careers in the hospitality industry are often misunderstood. “During the push to raise the minimum wage, in Seattle, I had city councilmembers tell me that hospitality offers low paying, dead-end jobs,” said David Watkins, general manager of The Sound Hotel. This is an all too common perception of hotels and restaurants, perhaps, but also one that distorts a much more positive truth: While there are entry-level jobs in hospitality, it is also an industry of opportunity where people can enter with limited skills, learn on the job and follow career pathways that can lead to very rewarding, long-term employment.

Low barriers to entry, transferrable skills “Hospitality has a low barrier entry point,” Watkins said. “People who have had challenging backgrounds and limited education have been able to enter into the industry because of their skills with their hands, skills with food, people skills, selling skills or accounting skills. They’ve been able to come in through entry-level positions and grow into a profession that provides a good living for many people.” Hospitality is also an industry where people can pick up skills that are transferrable to many other fields. “Transferability is what makes our industry integral to the overall labor ecosystem,” said Brian Moreno, owner of a McDonald’s franchise in Othello. “Hospitality provides those early professional development skills – standard operating procedures, teamwork, professional communication, health and public safety and leadership. An individual in the hospitality industry experiences varying degrees of skills and skill levels from being a front-line team member to leading a large-scale organization, all of which are applicable in any field.” A particularly spectacular example of someone who picked up transferrable skills in the hospitality industry is Suzi LeVine, commissioner of the Washington State Employment

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Security Department (ESD) and former U.S. ambassador to Switzerland and Liechtenstein. “I’ve had a very non-linear career, and over that time, a number of my jobs have been in hospitality,” LeVine said in a special video made to celebrate Hospitality Month 2019. “For example, my first job where I cut my teeth and learned how to work with customers was on the Atlantic City Boardwalk, making corn dogs at a walk-up restaurant called Dip Sticks.” LeVine progressed in a hospitality career that eventually took her to the position of vice president of marketing and sales for luxury travel at Expedia, which she credits with teaching her how to best match the needs of customers with hospitality products. Eventually, in 2014, she became a U.S. ambassador, and found the skills she learned in the hospitality industry contributed greatly to her job. “A lot of my job was about opening up my home to receive guests whose conversations and convenings and fundamentally to understand and match the needs of different groups and/ or individuals, especially given the protocol that we had to apply to all of those engagements,” LeVine says in her video. “It was the epitome of how to be hospitable. In other words, the world of hospitality has very much been my world and has helped shape how I do my work and engage with others.”

Telling our stories LeVine is not the only person with a great hospitality story to tell. There are many success stories, both in the industry and outside, of people whose lives and careers have been greatly affected in positive ways by working in the hospitality industry. With so much that is positive, the question is: Why has this industry had so much trouble changing its low wage, dead end job image? “First, we need to own the perception,” Moreno said. “Both internal and external customers are pressuring us to change

and pressure can, at times, be a good thing. We as owners have challenged ourselves to rethink the value proposition for someone wanting to work in our industry. We are more transparent about upward mobility, the opportunities to grow both personally and professionally, and enhancing our offerings like public/private partnerships with tuition reimbursement or grants at universities.” Patrick Yearout, director of recruiting and training at Ivar’s, says hospitality employers need to do a better job of promoting their career ladders so new and prospective employees will know from the outset that there is real opportunity in the industry. “When new people join your business, show them what their career ladder is,” Yearout said. “Show them what the potential jobs are. Talk to them about the different ways they can move up in the company if they’re interested in moving up or taking on more responsibility. Show them how they can do it. Give them concrete steps.” Yearout uses Ivar’s as an example of how to communicate with new employees about career paths. “The first step in our career ladder is to tell the employees, ‘If you’re interested in moving up, raise your hand and let us know. Talk to your supervisor or talk to your manager about what your goals are,’” Yearout said.

Ivar’s?’” Yearout said. “We ask those questions right up front to help understand what their goals are.” Yearout also says hospitality employers have been too reticent in promoting the stories of people who have succeeded in the industry, starting at entry-level and growing into career positions as managers or executives. “Promote your successes,” Yearout said. “When you do have somebody who moves up – say they go from hourly employee all the way to district manager – promote that as much as you can in your newsletter, in social media, at pre-shift meetings, wherever you can talk about it. Let everyone know. Let your employees know that there are people moving up that they can use as examples, meet them, talk to them and find out what they did to get where they are.”

Getting employees to think about their future is essential, according to Yearout.


“In our training manual, on the very first page, the first question we ask employees when they start working for us is, ‘What would you like to accomplish with your career at Ivar’s?’ or ‘What would you like to contribute during your career at

It’s a challenge to find employees in a tight labor market, and it’s a double challenge when employers need to debunk false, but persistent negative images that have grown up around the industry.

Summer 2019  │ 17 

One way to get the public to focus on the hospitality industry and the many positive things it has to offer was when Gov. Jay Inslee declared May to be Hospitality Month in 2017, 2018 and 2019. “The biggest impact of Hospitality Month was to get people working in the industry, get people started in careers,” said Chad Pearson, outreach and strategic communications manager at ESD, who also has a long background of 20 years of working in hotels. “Hospitality Month is my favorite month of the year.” ESD and the Washington Hospitality Association Education Foundation industry have partnered on job fairs and a microsite – – where hospitality employers can go to list job openings and job seekers can leave their résumés and search for positions. “ESD has long existed at the intersection of industry and the public,” Moreno said. “It knows what it takes to create partnerships which result in meaningful outcomes for Washington’s constituents. It’s an incredible opportunity to partner with them and continue to move the needle for both our industry and our stakeholders.” During Hospitality Month 2019, 100 people found work in the hospitality industry through the partnership between ESD and the Education Foundation. “These partnerships work, and everyone puts in a lot of effort to make this happen,” Pearson said. “We’ve had several hiring events across the state that focused on hospitality jobs – everything from quick service restaurants to hotels and resorts. We’ve created videos to tell people’s stories about the hospitality industry, and we’ve educated the WorkSource system about hospitality.”

Spreading the word Yearout cautions that, in recruiting people to the hospitality industry, many employers rely too heavily on

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help wanted signs and online ads. “Those traditional avenues of advertising a job are good, and you’ll get some candidates, but I think it’s a lot more powerful if your employees help in the recruiting process,” Yearout said. “Make sure they understand what jobs are available and have them go out and tell their families and their friends. About 40 percent of new hires first find out about their job at Ivar’s from family or friends who already work for our company.” Yearout considers Ivar’s employees to be the company’s most effective outreach to job seekers. “We get a lot of referrals, and we rely on those referrals because our employees are our best recruiters,” Yearout said. “They understand the job, they know about the workplace and they know about the benefits. They can do a better job of telling our story than we could get across in an online ad or a help wanted sign or notice. We really rely on them.” Ivar’s also provides a monetary incentive for employees who give referrals. “We have a bounty program,” Yearout added. “We promote it and use it to encourage current employees to help us find new employees.” Moreno says hospitality employers should embrace new ways of promoting themselves and the jobs they offer. “We have to be prepared to change,” Moreno said. “Hospitality must recognize its role in the modern economy and be willing to innovate in trying circumstances. This is an opportunity to think differently about how we share our story, how we protect this legacy of being the best choice for first-time employment and how we continue to cultivate leadership by advancing our teams through the nearly limitless opportunities to grow in our industry.” 



November 3-5

Westin Bellevue

2 0 1 9

Washington Hospitality Association Education Foundation: A conduit for success in the hospitality industry By Alina Day

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Alina Day, Education Foundation Marketing Coordinator Sandra Miller, Senior Workforce Development Manager David Faro, Director of Education Foundation What is the Washington Hospitality Association Education Foundation’s mission? Our goal is to provide wins for the hospitality industry by helping our workforce succeed. How is the Education Foundation different from the Washington Hospitality Association? The Education Foundation is a standalone 501c3, and although it is a separate entity from the greater association, it is an integral part of the association’s work in the state. This is an important distinction for members to know. Why? Because we need members deeply engaged and supporting the efforts of the foundation. Our foundation sits at the helm of workforce development for our industry. The responsibility to provide a trained and qualified workforce today and for years to come is one the foundation takes seriously. How we support that mission is multifaceted. We seek grant funding to provide career pathways and trainings for our industry. We connect the industry with a multitude of training programs, helping you skill up your staff from entry-level to career hospitality professionals. The foundation also asks for direct donations and contributions to our scholarship programs. Why does the Education Foundation exist? The Education Foundation exists as a conduit for success in the hospitality industry. The best word to describe our work is as an intermediary. We provide industry connection to educational organizations, public organizations, job seekers and employers. The current labor shortage is a great example of why we exist. In this current case, we connect networks of training opportunities across all positions and we sit on advisory boards, helping to streamline communication between hospitality stakeholders. We attend school board meetings to ensure career and technical education strategies include hospitality pathways to success. The foundation exists because we fundamentally believe that anyone who wants to succeed in hospitality can, and we are here to help facilitate that success in any and all ways we can. How does the Education Foundation make a difference? The easiest way to share how the Education Foundation makes a difference is to focus on the magic moment when employers connect with a job seeker and seal the deal. There is an intrinsic power

in securing employment. It is literally life changing, and our foundation sees that every day. It is extremely rewarding to be a part of a large network of public, private and nonprofit partners who are trying to connect their fellow citizens with employment. Our work makes a critical difference in the hospitality industry every day, but it also makes a substantial difference in individuals lives as well. As a result, we lift the whole industry when we connect business owners with a well-trained workforce that is excited to start careers in hospitality! How is the Education Foundation important to members? Hospitality operations do not always have the knowledge of best practices, compliance and career growth opportunities. The last member survey indicated that workforce development and labor shortages were one of the most pressing issues our members face. The Education Foundation is important to members because we can be included in an operation’s business model. We can be considered a training and workforce development coordination division of an operation’s infrastructure or career development counselors. We can also be worked into compliance strategies, recruiting strategies, HR development, and used as a research tool for career pathways and opportunities. The Education Foundation is important to each member we serve in a unique way, and we tailor our approaches to each member’s needs. “How can we help you succeed?” is always our first question. How can members impact the Education Foundation? Members can impact the Education Foundation by using the training products we offer, using our consulting services, supporting the efforts of the foundation through sponsorships, and by contacting the foundation whenever you need information or a workforce development solution. After that, we just need operations to allow us to be a part of the team as they implement the plan. How can you help the Education Foundation succeed? ENGAGE! Reach out to David Faro, Education Foundation director, at and start asking questions. The foundation needs YOU on its team of influencers and industry connectors.  Summer 2019  │ 21 


What I hear from clients on a daily basis: My profits have eroded. What happened? My labor cost is way up. My cost of goods is up. Most of my time is spent running ads, interviewing (if they show up), hiring and trying to train the new people and then they don’t show up for work 20 percent of the time. This feels like an endless struggle. Help! I feel the pain, so I developed the following programs that are working very well in several restaurants.

1. Treatment of our people. We believe that all our people should be treated with respect and dignity and regard them as assets of the business. We are now spending more time with our people, cultivating our relationship with them, making them feel they are contributing, so they feel good about themselves, their job, where they work and their employer. If you haven’t been doing this, I’d suggest you start now. Result: I am seeing the staff becoming more engaged in their work and seeing and hearing contentment.

2. Food Costs No. 1 Before raising any prices to get a better food cost, I suggest you talk with your vendors about value propositions to help you achieve your cost goals. I think the marketplace is trending toward more and more value and now is not the right time to raise any prices, believe me. The suppliers are in for the long haul and are your partners in your business. I have found visiting with them and discussing your dilemmas with costs has proved to be

22  │

quite fruitful for the clients. It is just a matter of working with them on a closer basis. No. 2 The second part of food cost is to evaluate each item for its cost and see if there is any trimming in order with regard to the ingredients and the specifications. No. 3 Fully engage your chef to be the driver on this process. Have him show you in writing and in metrics weekly what he has accomplished in terms of costing and bringing the overall food cost down. Track the purchases weekly and compare them to the sales. Result: I’ve seen this year’s food costs go down some 2-4 percent thanks to working more closely with our vendors.

3. Scaling the prep—another chef responsibility First step Take all your daily prep items and list them on a sheet with a time spent for each task. This chart will show you where you are spending your time in the prep kitchen. I’ve seen prep reduced in the kitchens up to 20 percent when doing this study. One group was spending two to three hours per day making house-made crackers to serve with an appetizer dip. When we priced out the labor to do this task, we saw that we were spending $60 per day, six days a week or $18,720 plus the labor taxes of another $3,000 or more than $21,000 per year. I am going to guess that you have several of these prep items on your list. Second step I also found that some of the prep people were inadequately trained by the chef’s own admission, so we discussed furthering the development of these people through additional training. We want prep people to feel good about what they are doing so we gave them a pathway to furthering their productivity, directly resulting in their salary level increasing. When explained well and when shown how to do the work more efficiently, they got faster and they made more money. Win-win deal.

we found out the manufactured ones exceeded the flavor of ones we made ourselves. And we now reduced the workload of the kitchen staff. Result: I’ve seen labor cost be reduced by 10 to 15 percent and we are working on this more to get better results, but still paying good to great wages and maintaining a prideful, happy kitchen.

4. Scaling the menu This can be a tough one to change but we have found that some change is helpful to kitchen labor management. Evaluate station productivity How many stations do you run throughout the day? Could lunch exist with one less station? How about dinner? Are there more efficient ways to make a dish that is very similar to the one you are doing at this extra station? We are finding some dish-up type items can work equally as well if not better than made from scratch sauté type dishes. Spend some time with your key kitchen people challenging them to create dishes that are more efficient to make. Follow the trend line of kitchens of the future The staff wants to cook interesting and creative food. This goes without saying. They need to become more adaptable to current conditions and get out in front of the trend line of kitchen staffing, being economical, maximizing their resources, etc. The current labor conditions in the marketplace are not allowing us to have a staff as robust as it was some five years ago, so we need to make changes in the way we approach the situation and come up with solutions. Results: We are gaining on productivity and beginning to change the menus to be more labor friendly. I am seeing staff members do their jobs more easily and more quickly with more consistency in the finished product. 

Third step I have a good friend who manufacturers high-end sauces, marinades and dressings. Restaurants, of course, make all their own sauces, marinades and dressings because this is what prideful kitchen staffs do. Well, when doing a blind taste test of these various items,

Summer 2019  │ 23 


You can’t have hospitality without customer service, and you can’t have customer service without training. “Our customers expect us to be top notch,” said Jerry Lynch, general manager of Spokane’s N. Division Street Arby’s. “For us to be able to deliver on a promise at Arby’s of high-quality food, we have to train all the time, especially our top people, because they set the standards on the floor every minute of the day.” Lynch is not the only hospitality operator who understands the value in investing in employees through training. “It’s common sense,” said Donny Bocksch, owner of Papa Murphy’s Take ‘n’ Bake Pizza outlets in Grays Harbor and Thurston counties. “The more you invest in your employees, the more productive they will be, but also, the more loyal they will be.”

Training encompasses many activities to teach employees new skills and reinforce old ones. It can include simple observations of how experienced employees do their jobs, role-playing exercises, in-person and online courses and coaching. “We do a seven-day orientation and training at Arby’s,” Lynch said. “Two of those days are a sit-down orientation, including paperwork. Five days are one-on-one training with a trainer to help new employees understand the standards, observe how an expert does things, learn 24  │

directly from a coach, practice the repetitions and slowly become proficient on their own. Those five days of training are our largest investment. We spend hundreds and sometimes thousands of dollars per month training our new employees.” Warren Beach, vice president of operations at SMJ Management, Inc., which owns Holiday Inn Express & Suites hotels north of Seattle, says the training process starts during the initial job interview where he looks for a dynamic personality that would fit in well in a hospitality environment where great customer service is essential. Beach said, “I actually tell my interviewees, ‘What I’m seeing today is why I’m hiring you. So, make sure what you’re putting across today is what you continue to do as an employee.’” Once hired, Beach his new employees receive online training. Then they start learning directly from experienced employees. “We’ll have the new employees shadow someone who’s been on the job for a while to do on-the-job-training for a couple of weeks until we feel comfortable that they’re ready to do what they need to do,” Beach said. “It’s also very important that employees understand why they’re doing things a certain way.” Beach also says it’s important for employees to feel empowered to make decisions, and provides coaching, not punishment, if an employee makes a wrong decision. Many restaurants send employees for ServSafe® Manager Certification, which verifies that a manager or person-incharge has sufficient food safety knowledge to protect the public from foodborne illness. “We send a couple of our employees to ServSafe Manager training, hosted by the Washington Hospitality Association,” said Jesse Eggers, executive director of CARDAN Hospitality, Inc., which owns IHOPs in the Spokane area. “IHOP has a requirement that managers be ServSafe certified, but we’ve always gone above and beyond the requirement. Our employees have to protect the food

safety for the customers. Those leaders, who have received the training, are going to pass on their knowledge to others because that’s what leaders do. Leaders impact other people.”

is feeling successful, and that isn’t going to happen without having somebody show you how to do the job properly through training.” Lynch also says training helps retain employees at Arby’s.

Training helps employees identify risks and avoid them. “With training, risks are identified more quickly and are nipped in the bud,” Lynch said. “Because our management is thoroughly trained, if they see something, they’re going to be throwing up red flags.”

“Training definitely helps keep our turnover rate down and increases our long-term loyalty,” Lynch said. “We have quite a few employees who’ve been with us for 10, 20 and 30 years, like me. I’ve been with Arby’s 34 years.” Lynch, however, insists that not all turnover is necessarily bad, and that Arby’s develops skills that are transferrable to other industries through its training process. “We had a woman who was an assistant manager for me at the downtown Spokane Arby’s, in the 1990s,” Lynch said. “She studied Microsoft programming and coding and went to work for the company on its Redmond campus for around 14 years. She was a leader over there, and told me, ‘Jerry, you taught me more about managing people than Microsoft ever did, and every position I was in at Microsoft, I was a group leader, a team leader or a whole division leader because of what I learned about managing people at Arby’s.’” Ultimately, however, this former employee left Microsoft and returned to Arby’s.

Another benefit of training: increased employee loyalty and reduced turnover. “If you invest in employees, you’re showing them that they’re worthwhile,” said Mike Lewis, supervisor/district manager of the Tumwater Domino’s Pizza. “It gives them loyalty.” Ryan Utesch, general manager of Jersey Mike’s, in Bonney Lake, echoes this thought. “Training helps you feel the company’s commitment to you,” said Utesch. “When your company invests in training, you know that it wants you to grow and become part of something good.” While Eggers said not all training investments lead to a longterm relationship with an employee, he knows from personal experience that training does contribute to employee loyalty. “I worked in other places before IHOP,” Eggers said. “I’ve been here for 22 years. I don’t know that I would have been here for more than a summer job if investing in me hadn’t happened. If you talk to the vast majority of people who’ve stuck around and been successful, part of being successful

“She left the Seattle area and came back to Spokane,” Lynch said. “She’s back working with me as an assistant manager again.”

There are many options for training employees. One of the best places to start is the Washington Hospitality Education Foundation. The Education Foundation sponsors ongoing training, including ServSafe Manager, ServSafe® Alcohol, ServSafe® Allergen, Allergy Safe Certification and Workplace Safety as well as providing resources to other training needs and options. For hotel employees, the Education Foundation offers Guest Service Gold, position certifications (front desk agent, housekeeping, etc.) and human trafficking identification and prevention. For more information, contact Alyssa Flores at  Summer 2019  │ 25 

Workforce Trends | National Restaurant Association

Turnover trends In 2017, the turnover rate in the hospitality sector topped 70 percent for the third consecutive year, according to data from the Bureau of Labor Statistics’ Job Openings and Labor Turnover (JOLTS) program.1 ƒƒ The overall turnover rate in the restaurants-andaccommodations * sector was 72.5 percent in 2017, down slightly from a rate of 73.6 percent in 2016. The 2017 downtick represented the first time in seven years that the turnover rate declined, although it still remained well above its cyclical low of 56.4 percent in 2010. ƒƒ Although it rose in recent years, the sector’s turnover rate remains below the historical average during non-recession years. In 2007, prior to the economic downturn, the turn over rate in the restau­rants-andaccommodations sector was 80.7 percent. This was generally on par with turnover in the previous five years (2002–06), when the annual rate averaged 80 percent. ƒƒ In comparison, the average turnover rate for all privatesector workers stood at 47.4 percent in 2017, up seven percentage points from the 2010 low but still below the average turnover rate of 50 percent during the 2002–06 period. ƒƒ Most sectors of the economy saw their overall turnover rates decline during the challenging economic environment of 2008–10, as people were less likely to quit their jobs with fewer other employment opportunities available. However, the quit rate rose in recent years, which indicates that workers are increasingly confi­dent in the labor market and are willing to move to another job.

Hospitality-sector turnover rate topped 70 percent in 2017

Annual turnover rates*: Restaurants-and-accommodations sector versus total U.S. private sector 80.7%

74.5% 61%

58.9% 60.8% 56.4%

49.1% 47.8% 44.1%

Total private sector

66.6% 62.5%


Restaurant turnover in focus Many of the available job opportunities in the restaurant industry are created by the natural churn in the workforce. Restaurant industry turnover tends to be higher than overall private-sector turnover for a number of reasons. ƒƒ Teens: Restaurants are the economy’s largest employer of teens, employing about one in three working teens. Many of the 1.7 million teenage restaurant employees will move on to careers with different employers, either in or outside the restaurant industry. ƒƒ Students: Twenty-eight percent of eating­and-drinkingplace employees are enrolled in school, compared with just 10 percent of the total U.S. employed labor force, according to the U.S. Census Bureau’s 2017 American Community Survey. Students often don’t work on fullyear schedules. ƒƒ Seasonal employment: The restaurant industry boosts seasonal staffing levels at various points throughout the year, which adds to normal cyclical turnover. For example, the restaurant industry is one of the econo­my’s largest creators of seasonal jobs during the summer months, adding more than 500,000 jobs during an average summer season. Overall, 30 percent of the eating-and­drinking-place workforce is part-year employ­ees, compared to 18 percent of the total U.S. workforce, according to the ACS. ƒƒ Opportunities to move up: Full-year employ­ees also contribute to the industry’s compara­tively higher turnover rate, as upward mobility in the restaurant industry often happens when employees move from one restaurant to another. More than any other industry in the economy, the existence of multiple restaurants in nearly every community gives employees additional opportunities for upward mobility and career growth.

73.6% 72.5%

46.2% 46.5% 47.4% 44.5% 40.7% 42.3% 41.5% 40.4% Restaurants-and-accommodations sector

Source : Bureau of Labor Statistics *Annual turnover rate is the number of total separations during the entire year as a percent of average annual employment. Note that the turnover figures presented are for the broadly defined Accommodations and Food Services sector (NAICS 72), because the Bureau of Labor Statistics does not report data for restaurants alone. 1. How turnover is calculated: The JOLTS program breaks turnover into three components, with the sum of the parts representing the overall turn over rate. The quits rate in the restaurants-and-accommodations sector was 52.1 percent in 2017, while the layoffs-anddischarges rate was 18.1 percent. Other separations, which include retirements, transfers, deaths. and separations due to disability comprised 2.2 percent of the sector’s turnover rate in 2017.

National Restaurant Association | 26  │

Put your best

Fish forward. Food waste is bad enough. Contamination is worse! How do you stop a bad fish from reaching the table? You make sure that your line staff knows the rules, knows how to how to detect bad product, and absolutely knows how to rotate your walk-ins so that you are always putting your best ingredients on the plate. Do your people know how to do that? Let’s hope so. Safe service is good service. ServSafe is the best service. Train your staff today!

VISIT WHAEF.ORG for more info.



Sysco Spokane

Aug. 26

FSA Everett

Sept. 3

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NEW MEMBERS 12 Tribes Resort Casino Hotel, Omak

Erawan Sports Bar & Grill, Lakewood

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Boston’s Gourmet Pizza, Spokane Valley

Lakeshore Inn, Pateros

The Chicken Shack, West Richland

PAJU, Seattle

Chick Fil A North, Seattle

Sun Liquor Distillery, Seattle

Colville Gaming LLC, Omak

Taj Palace, Bellevue

The Cosmopolitan, Seattle

Tapped Public House, Camano Island


H.I.H.I.T. Meeting

Aug. 14

Seattle Restaurant Alliance Board Meeting

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Executive Committee Monthly Meeting

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Editorial Board

Sept. 10

Spokane Quarterly Meeting

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Seattle Restaurant Alliance Membership Meeting

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Executive Committee Monthly Meeting

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MSC Sub Committee Meeting

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Education Foundation Board Meeting


Golf Fore Education

Sept. 6

Seattle Hotel Association Golf Tournament

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Washington Hospitality Convention 2019 @ The Westin, Bellevue

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Federal and State Labor Law Posters Federa

h Job Safety and Healt W!



of Labor

your employer. of your medical ƒ Request copies hazards that measure records, tests and the workplace in the workplace, log. injury and illness This poster is

available free


You have the right to be reemployed in your civilian job if you leave that job to perform service in the uniformed service and:

✩✩ If you leave your job to perform military service, you have the right to elect to continue your existing employer-based health plan coverage for you and your dependents for up to 24 months while in the military.

✩✩ you ensure that your employer receives advance written or verbal notice of your service; ✩✩ you have five years or less of cumulative service in the uniformed services while with that particular employer; ✩✩ you return to work or apply for reemployment in a timely manner after conclusion of service; and ✩✩ you have not been separated from service with a disqualifying discharge or under other than honorable conditions. If you are eligible to be reemployed, you must be restored to the job and benefits you would have attained if you had not been absent due to military service or, in some cases, a comparable job.

RIGHT TO BE FREE FROM DISCRIMINATION AND RETALIATION If you: ✩✩ are a past or present member of the uniformed service; ✩✩ have applied for membership in the uniformed service; or ✩✩ are obligated to serve in the uniformed service; then an employer may not deny you: ✩✩ initial employment; ✩✩ reemployment; ✩✩ retention in employment; ✩✩ promotion; or ✩✩ any benefit of employment





9-5627 • TTY 1-877-88


Disability income. If your work-related medical condition prevents you from working, you may be eligible for benefits to partially replace your wages. Vocational assistance. Under certain conditions, you may be eligible for help in returning to work. Partial disability benefits. You may be eligible for a monetary award to compensate for the loss of body functions. Pensions. Injuries that permanently keep you from returning to work may qualify you for a disability pension. Death benefits for survivors. If a worker dies, the surviving spouse or registered domestic partner and/or dependents may receive a pension.

An employer may not interfere with an individual’s FMLA rights or retaliate against someone for using or trying opposing any practice made unlawful to use FMLA leave, by the FMLA, or being involved in any proceeding under or related to the FMLA. An employee who works for a covered employer must meet three criteria in order to be eligible for FMLA leave. The employee must: • Have worked for the employer for at least 12 months; • Have at least 1,250 hours of service in the 12 months before taking leave;* and • Work at a location where the employer has at least 50 employees within 75 miles of the employee’s worksite. *Special “hours of service” requirements apply to airline flight crew employees. Generally, employees must give 30-days’ advance notice of the need for FMLA leave. If it is not possible to give 30-days’ an employee must notify the employer notice, as soon as possible and, generally, follow the employer’s usual procedures. Employees do not have to share a medical diagnosis, but must provide enough information to the employer so it can if the leave qualifies for FMLA protection. determine Sufficient information could include informing an employer that the employee will be unable to perform his or her is or job functions, that a family member cannot perform daily activities, or that continuing medical treatment is necessary. hospitalization or Employees must inform the employer if the need for leave is for a reason for FMLA leave was previously taken or which certified. Employers can require a certification or periodic recertification supporting the need for leave. If the employer determines certification is incomplete, it must provide that the a written notice indicating what additional information is required. Once an employer becomes aware that an employee’s need for leave is for a reason that may qualify under employer must notify the employee the FMLA, the if he or she is eligible for FMLA leave and, if eligible, must also provide a responsibilities under the FMLA. If the notice of rights and employee is not eligible, the employer must provide a reason for ineligibility. Employers must notify its employees if leave will be designated as FMLA leave, and if so, how much leave will FMLA leave. be designated as

U.S. Department of Justice


times their regular rate Most workers must be paid one and one-half seven-day workweek. of pay for all hours worked over 40 in a fixed overtime. Agricultural workers are generally exempt from

The law requires employers to display this poster where employees can readily see it.

Workers Need Meal and Rest Breaks Meal period

Tell your health-care provider and your employer about your work-related injury or condition. The first step in filing a workers’ compensation (industrial insurance) claim is to fill out a Report of Accident (ROA). You can do this online with FileFast ( ), by phone at 1-877-561-FILE, or on paper in your doctor’s office. Filing online or by phone speeds the claim and reduces hassle.

meal period if working Most workers are entitled to a 30-minute unpaid on duty during yo more than five hours in a day. If you must remain

File your claim as soon as possible. For an on-the-job injury, you must file a claim and the Department of Labor & Industries (L&I) must receive it within one year after the day the injury occurred. For an occupational disease, you must file a claim and L&I must receive it within two years following the date you are advised by a health-care provider in writing that your condition is work related.

Report your injury to:

About required workplace posters

Office of Special Counsel

1-800-336-4590 Publication Date — April 2017

Discrimination in Employment

           

Race Color National Origin Sex Creed Disability—Sensory, Mental or Physical HIV, AIDS, and Hepatitis C Age (40 yrs old and older) Marital Status Pregnancy or maternity Sexual Orientation or Gender Identity Use of a service animal by a person with a disability Honorably discharged Veteran or Military status Retaliation for filing a whistleblower complaint with the state auditor Retaliation for filing a nursing home abuse complaint Retaliation for opposing an unfair practice


Refuse to hire you or discharge you from employment Discriminate in compensation or other terms or conditions of employment Print, circulate, or use any discriminatory statement, advertisement, publication, or job application form Make any discriminatory inquiries in connection with prospective employment.


Deny membership or membership rights and privileges Expel from membership Fail to represent a person in the collective bargaining unit.


Discriminate in classification or referrals for employment Print or circulate any discriminatory statement, advertisement, or publication Use discriminatory employment application forms, or make discriminatory inquiries in connection with prospective employment.

If you have been discriminated against, please call or go to: 1-800 1-800-233-3247 or

Washington State Human Rights Commission April 2015

At least 1½ times the regular rate of pay for all hours worked over 40 in a workweek.


An employee must be at least 16 years old to work in most non-farm jobs and at least 18 to work in non-farm jobs declared hazardous by the Secretary of Labor. Youths 14 and 15 years old may work outside school hours in various non-manufacturing, non-mining, non-hazardous jobs with certain work hours restrictions. Different rules apply in agricultural employment.


Employers of “tipped employees” who meet certain conditions may claim a partial wage credit based on tips received by their employees. Employers must pay tipped employees a cash wage of at least $2.13 per hour if they claim a tip credit against their minimum wage obligation. If an employee’s tips combined with the employer’s cash wage of at least $2.13 per hour do not equal the minimum hourly wage, the employer must make up the difference.


The FLSA requires employers to provide reasonable break time for a nursing mother employee who is subject to the FLSA’s overtime requirements in order for the employee to express breast milk for her nursing child for one year after the child’s birth each time such employee has a need to express breast milk. Employers are also required to provide a place, other than a bathroom, that is shielded from view and free from intrusion from coworkers and the public, which may be used by the employee to express breast milk.


The Department has authority to recover back wages and an equal amount in liquidated damages in instances of minimum wage, overtime, and other violations. The Department may litigate and/or recommend criminal prosecution. Employers may be assessed civil money penalties for each willful or repeated violation of the minimum wage or overtime pay provisions of the law. Civil money penalties may also be assessed for violations of the FLSA’s child labor provisions. Heightened civil money penalties may be assessed for each child labor violation that results in the death or serious injury of any minor employee, and such assessments may be doubled when the violations are determined to be willful or repeated. The law also prohibits retaliating against or discharging workers who file a complaint or participate in any proceeding under the FLSA.

teens. This

requirement applies to family members must sign the Parent Teens do not need a work permit; however parents during the school year, Authorization form for summer employment. If you work Authorization form. a parent and a school official must sign the Parent/School they are not safe. ƒ Many jobs are not allowed for anyone under 18 because work hours on ƒ Work hours are limited for teens, with more restrictions during school weeks.



Upon request, foreign language support and formats for persons with disabilities are available. Call 1-800-547-8367. TDD users, call 360-902-5797. L&I is an equal opportunity employer.

14–15 and for ages 16–17.

to employ ƒ Employers must have a minor work permit except on family farms.


On the Web:

Applicants to and employees of most private employers, state and local governments, educational institutions, employment agencies and labor organizations are protected under Federal law from discrimination on the following bases:

Pr ot e ct ed Cl a sses


rules for ages The minimum age for work is generally 14, with different


Helpful phone numbers:

Go to to learn more about workplace posters from L&I and other government agencies.


Washington State Law Prohibits

WH1420 REV 04/16

Overtime pay is due when working more than 40

Qualified health-care providers include: medical, osteopathic, chiropractic, naturopathic and podiatric physicians; dentists; optometrists; ophthalmologists; physician assistants; and advanced registered nurse practitioners.


Contact L&I

of 30 minutes if working In agricultural work, teens of any age get a meal period each four hours worked. more than five hours, and a 10-minute paid break for are 16 or 17 must have a 30-minute meal ƒ In all other industries, teens whohours, and a 10-minute paid break for each period if working more than five at least every three hours. four hours worked. They must have the rest break meal period no later than the ƒ Teens who are 14 or 15 must have a 30-minute every two hours worked. end of the fourth hour, and a 10-minute paid break for

INDIVIDUALS WITH DISABILITIES Section 503 of the Rehabilitation Act of 1973, as amended, protects qualified individuals from discrimination on the basis of disability in hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other aspects of employment. Disability discrimination includes not making reasonable accommodation to the known physical or mental limitations of an otherwise qualified individual with a disability who is an applicant or employee, barring undue hardship. Section 503 also requires that Federal contractors take affirmative action to employ and advance in employment qualified individuals with disabilities at all levels of employment, including the executive level. DISABLED, RECENTLY SEPARATED, OTHER PROTECTED, AND ARMED FORCES SERVICE MEDAL VETERANS The Vietnam Era Veterans’ Readjustment Assistance Act of 1974, as amended, 38 U.S.C. 4212, prohibits job discrimination and requires affirmative action to employ and advance in employment disabled veterans, recently separated veterans (within

more about workplace Go to to learn posters from L&I and other government agencies.

three years of discharge or release from active duty), other protected veterans (veterans who served during a war or in a campaign or expedition for which a campaign badge has been authorized), and Armed Forces service medal veterans (veterans who, while on active duty, participated in a U.S. military operation for which an Armed Forces service medal was awarded).

• Certain full-time students, student learners, apprentices, and workers with disabilities may be paid less than the minimum wage under special certificates issued by the Department of Labor.

ƒ ƒ Call toll-free: 1-866-219-7321. ƒ Email a question to .

WH1088 REV 07/16


Job Safety and Health Law

Any person who believes a contractor has violated its nondiscrimination or affirmative action obligations under the authorities above should contact immediately: The Office of Federal Contract Compliance Programs (OFCCP), U.S. Department of Labor, 200 Constitution Avenue, N.W., Washington, D.C. 20210, 1-800-397-6251 (toll-free) or (202) 693-1337 (TTY). OFCCP may also be contacted by e-mail at, or by calling an OFCCP regional or district office, listed in most telephone directories under U.S. Government, Department of Labor.


It’s the law! Employers must post this notice where employees can read it. (Chapter 49.17 RCW)

The Employee Polygraph Protection Act prohibits most private employers from using lie detector tests either for pre-employment screening or during the course of employment.

All workers have the right to a safe and healthy workplace.

INDIVIDUALS WITH DISABILITIES Section 504 of the Rehabilitation Act of 1973, as amended, prohibits employment discrimination on the basis of disability in any program or activity which receives Federal financial assistance. Discrimination is prohibited in all aspects of employment against persons with disabilities who, with or without reasonable accommodation, can perform the essential functions of the job. If you believe you have been discriminated against in a program of any institution which receives Federal financial assistance, you should immediately contact the Federal agency providing such assistance.

Employees — Your employer must protect you from hazards you encounter on the job, tell you about them and provide training. You have the right to:

ƒ Notify your employer or L&I about workplace hazards. You

EEOC 9/02 and OFCCP 8/08 Versions Useable With 11/09 Supplement

EEOC-P/E-1 (Revised 11/09)

may ask L&I to keep your name confidential.

ƒ Request an L&I inspection of the place you work if you believe

unsafe or unhealthy conditions exist. You or your employee representative may participate in an inspection, without loss of wages or benefits.

Employers — You have a legal obligation to protect employees on the job. Employers must provide workplaces free from recognized hazards that could cause employees serious harm or death. Actions you must take:


hazardous exposures and provide required personal protective equipment at no cost.

The Act permits polygraph (a kind of lie detector) tests to be administered in the private sector, subject to restrictions, to certain prospective employees of security service firms (armored car, alarm, and guard), and of pharmaceutical manufacturers, distributors and dispensers.

ƒ Allow an employee representative to participate in an L&I safety/ health inspection, without loss of wages or benefits. The L&I inspector may talk confidentially with a number of employees.

prominently display the citation at or near the place of the violation for a minimum of three days. You cannot remove it until you correct the violation.

The law requires you to follow workplace safety and health rules that apply to your own actions and conduct on the job.

The Act also permits polygraph testing, subject to restrictions, of certain employees of private firms who are reasonably suspected of involvement in a workplace incident (theft, embezzlement, etc.) that resulted in At some time in our lives, we economic loss to the employer. all need to give or receive

Firing or discriminating against any employee for filing a complaint or participating in an inspection, investigation, or opening or closing conference is illegal.

care. Paid Family and Medical The law does not preempt any provision of any State or local law or any Leave is a new statewide collective bargaining agreement which is more restrictive with respect to insurance program that will lie detector tests. help Washingtonians take

If you were in the military within the last 18 months, we will also ask you to fax or mail us a copy of your discharge papers (Form DD214).

You can apply online at

What is covered? Your own medical condition

Report any work-related death or in-patient hospitalization to L&I’s Division of Occupational Safety and Health (DOSH) within 8 hours. Report any work-related non-hospitalized amputation or loss of an eye to DOSH within 24 hours.

If you can’t apply online, try contacting us over the phone:

Free assistance from the Division of Occupational Safety and Health (DOSH)

their names.

ƒ Brief description of what happened.

Employers are legally required to post this notice in a place convenient for employees to read (see RCW 50.20.140). The Employment Security Department is services are available upon request to an equal-opportunity employer and provider of programs and services. Auxiliary people with disabilities. Auxiliary aids may aids and devices (TTY) for hearing- or speech-impaired include individuals. Individuals with limited English qualified interpreters and telecommunication services to conduct business with the department. proficiency may request free interpretive

1 (available 24/7)

EMS 9874 . CC 7540-032-407. Rev 10/17 . UI-biz-poster-EN


How do I become eligible for benefits? How do How do II become become eligible eligible You become eligible for for benefits? benefits? once you have worked 820 hours


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What is my weekly benefit?


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Employees covered by the state program


Apr Apr Jul Jul

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income, and other factors. earned wages, the state median


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IsJan my job Feb protected Mar while I take leave?

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Upon request, foreign language support and formats for persons with insurance program that will disabilities are available. Call 1-800-547-8367. TDD users, call 360-902-5797. L&I is an equal opportunity Washingtonians take

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all need to give or receive 1-800-423-7233 care. Paid Family and Medical Leave is a new statewide

Where to report:

ƒ Any local L&I office or ƒ 1-800-423-7233, press

What is covered? What is covered?

At some time in our lives, we all need to give or receive care. Paid Family and Medical At in lives, At some some time time in our our lives, we we Leave is a new statewide all need or all insurance need to to give give or receive receive program that will care. Paid Family care. Paid Family and and Medical Medical help Washingtonians take Leave is a statewide Leave a new new paidistime in statewide life’s most insurance program that insurance program that will will challenging times. help help Washingtonians Washingtonians take take paid paid time time in in life’s life’s most most challenging challenging times. times.

in Washington

challenging times. paid time in life’s most during the previous challenging times. year. You can apply for

Division of Occupational Safety and Health At some time in our lives, we

work-related incident occurred.

ƒ Date and time of the incident. ƒ Number of employees and

weekly benefit?Caring for family

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fix hazards, and risk management help to lower your workers’ compensation costs.

ƒ Employer contact person and phone number. ƒ Name of business. ƒ Address and location where the

You must look for work each week that you claim benefits: Visit WorkSource to find all the FREE resources you need to find a job. These include workshops, computers, copiers, phones, fax machines, Internet access, and newspapers. Log onto to find the nearest office.

Your own medical Your own

care. Paid Family Medical for benefits? all need to give or and receive Leave is a new statewide

If your work hours have been reduced to part-time, you may qualify for partial unemployment benefits. If you have been unemployed due to a work-related injury or non-work-related illness or injury and are now able to work again, you may be eligible for special unemployment benefits.

Where polygraph tests are permitted,challenging they are times. subject to numerous strict standards concerning the conduct and length of the test. Examinees have a number of specific rights, including the right to a written notice before testing, right refuse or discontinue a test, and the right not At some time the in our lives,towe to have testtime disclosed unauthorized persons.What is my Howwedo Itobecome eligible allsome need toresults give or receive At in our lives,

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ƒ Training and resources to promote safe workplaces. ƒ On-site consultations to help employers identify and

For any work-related death, in-patient hospitalization, amputation or loss of an eye, you must report the following information to DOSH:

Call 800-318-6022. Persons with hearing or speaking impairments can call Washington Relay Service 711. We are available to help you Wednesdays and Fridays from 8 a.m. to 4 p.m., except on state holidays. You may experience long wait times.


This poster is available free from L&I at .

$432 $524 $524 $764 $764 $1000 $1000

If your annual salary is $50,000, you will pay about $2.40 per week. The premium is 0.4% of an employees paycheck and is shared by the employee and employer. Premium assessment will begin Jan. 1, 2019.

Work for an employer with Work for an 50 or more employer with employees. 50 or more employees.

12 12

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WH1462 REV 07/16


Certain military-related events

Is my job protected while I take leave? Employees covered by the state program are entitled to job restoration when returning from leave if they: Work for an employer with 50 or more employees.


50 Have worked for that employer for 12 months or more.

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When does this begin? When does this begin? January 1, 2019 Premium Collection January 1, 2019 Premium Collection

Caring for family members

Bonding with a child (birth, foster or adoption)

What is What is covered? covered?

paid time in life’s most

Employers must report all deaths, in-patient hospitalizations, amputations or loss of an eye.

Visit to apply and click “Sign in or create an account”

If you don’t have a home computer, you can access one at a WorkSource center or your local library.

Federal, State and local governments are not affected by the law. Also, the law does not apply to tests given by the Federal Government to certain private individuals engaged in national security-related activities.

ƒ Post this notice to inform your employees of their rights and

if you lose your job

To apply for unemployment, you will need:

Employers are generally prohibited from requiring or requesting any employee or job applicant to take a lie detector test, and from discharging, disciplining, or discriminating against an employee or prospective employee for refusing to take a test or for exercising other rights under the Act.


your business, including developing and implementing a written accident prevention plan (also called an APP or safety program).

ƒ If you are cited for safety and/or health violations, you must

allowed on the citation is not reasonable.

• Your Social Security number. • Names and addresses of everyone you worked for in the last 18 months. • Dates you started and stopped working for each employer. • Reasons you left each job. • Your alien registration number if you are not a U.S. citizen.


ƒ Comply with all workplace safety and health rules that apply to

ƒ Prior to job assignments, train employees how to prevent

ƒ Appeal a violation correction date if you believe the time

You may be eligible for


1-866-487-9243 TTY: 1-877-889-5627


RETALIATION Retaliation is prohibited against a person who files a complaint of discrimination, participates in an OFCCP proceeding, or otherwise opposes discrimination under these Federal laws.

Programs or Activities Receiving Federal Financial Assistance RACE, COLOR, NATIONAL ORIGIN, SEX In addition to the protections of Title VII of the Civil Rights Act of 1964, as amended, Title VI of the Civil Rights Act of 1964, as amended, prohibits discrimination on the basis of race, color or national origin in programs or activities receiving Federal financial assistance. Employment discrimination is covered by Title VI if the primary objective of the financial assistance is provision of employment, or where employment discrimination causes or may cause discrimination in providing services under such programs. Title IX of the Education Amendments of 1972 prohibits employment discrimination on the basis of sex in educational programs or activities which receive Federal financial assistance.

• Some state laws provide greater employee protections; employers must comply with both. • Some employers incorrectly classify workers as “independent contractors” when they are actually employees under the FLSA. It is important to know the difference between the two because employees (unless exempt) are entitled to the FLSA’s minimum wage and overtime pay protections and correctly classified independent contractors are not.

About required workplace posters

To find out more about teens in the workplace: Go to .

Applicants to and employees of companies with a Federal government contract or subcontract are protected under Federal law from discrimination on the following bases: RACE, COLOR, RELIGION, SEX, NATIONAL ORIGIN Executive Order 11246, as amended, prohibits job discrimination on the basis of race, color, religion, sex or national origin, and requires affirmative action to ensure equality of opportunity in all aspects of employment.

• Certain occupations and establishments are exempt from the minimum wage, and/or overtime pay provisions. • Special provisions apply to workers in American Samoa, the Commonwealth of the Northern Mariana Islands, and the Commonwealth of Puerto Rico.

Online: Call: 1-866-219-7321, toll-free Visit: Email:


Employers Holding Federal Contracts or Subcontracts


Need more information? Questions about filing a worker rights complaint?

Meal and rest breaks for teens

PUBLICATION F242-191-909 [12-2012]

employer fired you, or retaliated or discriminated against you because you filed a safety complaint, participated in an inspection or any other safety-related activity.

a complaint:

Wage and Hour Division

the minimum wage.

Tips cannot be counted as part of the minimum wage.

Teen Corner – Information for Workers Ages 14–17

Private Employers, State and Local Governments, Educational Institutions, Employment Agencies and Labor Organizations

TTY: 1-877-889-5627 /whd


must be paid at least the minimum hours worked.

ƒ Workers who are 14 or 15 may be paid 85% of

exposures to toxic and harmful substances or conditions.


can read it.


or older ƒ Most workers who are 16 years of age wage for all

ƒ File a complaint with L&I within 30 days if you believe your

Employees may file a complaint with the U.S. Department of Labor, Wage and Hour Division, or may bring a private against an employer. lawsuit

For additional information or to file

Workers must be paid the Washington minimum

Report your injury. If you are injured, no matter how minor the injury seems, contact the person listed on this poster. Get medical care. The first time you see a doctor, you may choose any health-care provider who is qualified to treat your injury. For ongoing care, you must be treated by a doctor in the L&I medical network. (Find network providers at .)

ƒ Get copies of your medical records, including records of

The FMLA does not affect any federal or state law prohibiting discrimination or supersede any state or local law bargaining agreement that provides or collective greater family or medical leave rights.

1-866-4-USWA GE

Employers must post this notice where employees

Wage and Overtime Laws

What you should do

(Your employer fills in this space.)

AGE WHAT TO DO IF YOU BELIEVE DISCRIMINATION HAS OCCURRED The Age Discrimination in Employment Act of 1967, as amended, protects There are strict time limits for filing charges of employment discrimination. To applicants and employees 40 years of age or older from discrimination based on preserve the ability of EEOC to act on your behalf and to protect your right to file a age in hiring, promotion, discharge, pay, fringe benefits, job training, classification, private lawsuit, should you ultimately need to, you should contact EEOC promptly referral, and other aspects of employment. when discrimination is suspected: The U.S. Equal Employment Opportunity Commission (EEOC), 1-800-669-4000 (toll-free) or 1-800-669-6820 (toll-free TTY number for individuals with hearing SEX (WAGES) In addition to sex discrimination prohibited by Title VII of the Civil Rights Act, as impairments). EEOC field office information is available at or in most telephone directories in the U.S. Government or Federal Government amended, the Equal Pay Act of 1963, as amended, prohibits sex discrimination in section. Additional information about EEOC, including information about charge the payment of wages to women and men performing substantially equal work, filing, is available at in jobs that require equal skill, effort, and responsibility, under similar working conditions, in the same establishment.


• The birth of a child or placement of a child for adoption or foster care; • To bond with a child (leave must be taken within one year of the child’s birth or placement); • To care for the employee’s spouse, child, or parent who has a qualifying serious health condition; • For the employee’s own qualifying serious health condition that makes the employee unable to perform the • For qualifying exigencies related employee’s job; to the foreign deployment of a military member who is the employee’s spouse, child, or parent. An eligible employee who is a covered servicemember’s spouse, child, parent, or next of kin may also take up to of FMLA leave in a single 12-month 26 weeks period to care for the servicemember with a serious injury or illness. An employee does not need to use leave in one block. When it is medically necessary or otherwise permitted, may take leave intermittently or on employees a reduced schedule. Employees may choose, or an employer may require, use of accrued paid leave while taking FMLA leave. If an employee substitutes accrued paid leave for FMLA leave, the employee must comply with the employer’s normal paid leave policies. While employees are on FMLA leave, employers must continue health insurance coverage as if the employees were not on leave. Upon return from FMLA leave, most employees must be restored to the same job or one nearly identical to equivalent pay, benefits, and other it with employment terms and conditions.

U.S. Department of Labor

Benefits include: Medical care. Medical expenses resulting from your workplace injury or disease are covered by the workers’ compensation program.

RACE, COLOR, RELIGION, SEX, NATIONAL ORIGIN GENETICS Title VII of the Civil Rights Act of 1964, as amended, protects applicants and Title II of the Genetic Information Nondiscrimination Act of 2008 protects applicants employees from discrimination in hiring, promotion, discharge, pay, fringe benefits, and employees from discrimination based on genetic information in hiring, job training, classification, referral, and other aspects of employment, on the basis promotion, discharge, pay, fringe benefits, job training, classification, referral, and of race, color, religion, sex (including pregnancy), or national origin. Religious other aspects of employment. GINA also restricts employers’ acquisition of genetic discrimination includes failing to reasonably accommodate an employee’s religious information and strictly limits disclosure of genetic information. Genetic information practices where the accommodation does not impose undue hardship. includes information about genetic tests of applicants, employees, or their family members; the manifestation of diseases or disorders in family members (family medical history); and requests for or receipt of genetic services by applicants, DISABILITY Title I and Title V of the Americans with Disabilities Act of 1990, as amended, protect employees, or their family members. qualified individuals from discrimination on the basis of disability in hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other RETALIATION aspects of employment. Disability discrimination includes not making reasonable All of these Federal laws prohibit covered entities from retaliating against a accommodation to the known physical or mental limitations of an otherwise qualified person who files a charge of discrimination, participates in a discrimination individual with a disability who is an applicant or employee, barring undue hardship. proceeding, or other wise opposes an unlawful employment practice.

Eligible employees who work for a covered employer can take up to 12 weeks of unpaid, job-protected leave in a 12-month for the following reasons: period


✩✩ If you file a complaint with VETS and VETS is unable to resolve it, you may request that your case be referred to the Department of Justice or the Office of Special Counsel, as applicable, for representation.

If a job injury occurs Your employer is insured through the Department of Labor & Industries’ workers’ compensation program. If you are injured on the job or develop an occupational disease, you are entitled to workers’ compensation benefits.

Equal Employment Opportunity is

We can help.



✩✩ For assistance in filing a complaint, or for any other information on USERRA, contact VETS at 1-866-4-USA-DOL or visit its website at An interactive online USERRA Advisor can be viewed at

✩✩ You may also bypass the VETS process and bring a civil action against an employer for violations of USERRA.

U.S. Department of Labor 1-866-487-2365



✩✩ The U.S. Department of Labor, Veterans Employment and Training Service (VETS) is authorized to investigate and resolve complaints of USERRA violations.

The rights listed here may vary depending on the circumstances. The text of this notice was prepared by VETS, and may be viewed on the internet at this address: Federal law requires employers to notify employees of their rights under USERRA, and employers may meet this requirement by displaying the text of this notice where they customarily place notices for employees.


It’s the law!

Every worker is entitled to workers’ compensation benefits. You cannot be penalized or discriminated against for filing a claim. For more information, call toll-free 1-800-547-8367.

because of this status.

from OSHA.

(6742) 1-800-321-OSHA

✩✩ Even if you don’t elect to continue coverage during your military service, you have the right to be reinstated in your employer’s health plan when you are reemployed, generally without any waiting periods or exclusions (e.g., pre-existing condition exclusions) except for service-connected illnesses or injuries.


In addition, an employer may not retaliate against anyone assisting in the enforcement of USERRA rights, including testifying or making a statement in connection with a proceeding under USERRA, even if that person has no service connection.


Contact OSHA.

programs in every


Your Rights as a Worker

Notice to Employees It’s the law! Employers must post this notice where employees can read it.

USERRA protects the job rights of individuals who voluntarily or involuntarily leave employment positions to undertake military service or certain types of service in the National Disaster Medical System. USERRA also prohibits employers from discriminating against past and present members of the uniformed services, and applicants to the uniformed services.

OSHA 3165-04R





Employers must: from a workplace free ƒ Provide employees It is illegal to retaliate recognized hazards. for using any of their against an employee including raising a law, rights under the you or concern with health and safety reporting a work-related with OSHA, or retaliated against. injury or illness. standards. and training on all applicable OSHA ƒ Receive information all hazardous ƒ Comply with job hazards, including all work-related your workplace. ƒ Report to OSHA and all inpatient substances in hours, 8 of your fatalities within losses OSHA inspection amputations and ƒ Request an are unsafe hospitalizations, believe there 24 hours. workplace if you of an eye within OSHA will keep workers or unhealthy conditions. You have the training to all ƒ Provide required they can your name confidential. contact and vocabulary representative in a language right to have a behalf. understand. OSHA on your in the e display this poster have your representativ ƒ Prominently and ƒ Participate (or an OSHA inspection workplace. participate) in near the to the inspector. citations at or speak in private ƒ Post OSHA violations. with OSHA within place of the alleged ƒ File a complaint or by mail) online correct for 30 days (by phone, to identify and retaliated against FREE ASSISTANCE small and mediumif you have been to hazards is available or penalty, using your rights. without citation to sized employers, citations issued rted consultation ƒ See any OSHA through OSHA-suppo

the right to: All workers have ƒ A safe workplace. with or health concern a workƒ Raise a safety or OSHA, or report your employer being or illness, without related injury

U.S. Department

January 1, 2020

Beaut fu y des gned w th a the abor nformat on you are requ red to post accord ng to federa and state aw These posters are $5 each for Wash ngton Hosp ta ty Assoc at on members Th s pr ce nc udes tax sh pp ng and hand ng That s the best dea n the state

Benefits Begin January 1, 2020 Benefits Begin

April 1, 2019 Reporting Begins April 1, 2019 Reporting Begins

For more information: For more information:

When does this begin? January 1, 2020 Benefits Begin

January 1, 2019 Premium Collection April 1, 2019 Reporting Begins

For more information:

125 0

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Ask the Expert Developing hospitality leadership By Rick Braa, CHAE

As our business continues to expand, it’s clear that developing leadership within our organization is the most efficient and beneficial activity to nurture and drive our culture and company. How can we move this strategic initiative forward? As companies expand, it becomes clear that it’s more beneficial to develop from within rather than hire from outside the company. There are several reasons such as understanding the culture, workflow, vision, pace of work and reducing turnover and lowering labor expenses proportionally. To become a talent machine within a company, leadership must take an active role. Raising leaders inside a company is one of the most critical and fulfilling leadership activities of all. To further individual growth of key personnel, consider the following: Start with the leader at the top. The most important leadership development is a continual stream of education and improvement from the top person to the lowest. Leadership is a choice; make the choice to invest in top leadership with education, peer groups, reading programs and continual evaluation. A leader must continue to lead or step aside. Leadership ability is about reproducing leaders rather than acquiring followers. Identify those with natural leadership and train to management leadership. There are many differences between a natural leader and a management

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leader. Natural leaders are strong at giving directions versus setting expectations, driving for perfection rather than excellence; they seek approval more than results, control over delegation; they rely on instinct instead of information and are great firefighters as opposed to measuring results. Help the natural leader transition from a personal leadership style, which all leaders possess, to a management leadership style, which successful leaders exude. In the hospitality business, it’s imperative to have both qualities – those of a leader and those of a manager. Hierarchies in restaurant companies tend to be small and tight, yet there is still a great need for performance with a high need for reproducing leaders. A management leader is highly committed and has high personal standards of excellence. They are full of integrity, trustworthiness and hold high levels of respect. They model desired behavior and demand more of themselves than others. Most importantly, management leaders reproduce other leaders. Select the best. The game of business is fraught with politics and favoritism. Select the right people to develop regardless of what others may think. Leadership development takes time and effort. It’s not a popularity contest, and selecting those with the highest upside with the most talent will result in the best return on time investment. The process is to move a leader from a producer to a reproducer. Those interested in having a following will have a hard time fulfilling the purpose of leadership: being

decisive, engaging for impact rather than being liked, adapting strategy and style and producing reliable results. Identify key areas of focus for development. A manager does things right; a leader does the right things. While developing the next leaders, focus on key areas such as setting goals, time management, people management, action planning, setting priorities and managing up along with an intense focus on improving the guest experience. Formalize the process. Set a calendar with an agenda with the new leadership candidate(s) to stay on track. Start with a set of goals and timeline and never miss a meeting. High potential leaders insist on great leadership, so high performance from the coach is necessary to keep momentum. Developing the leaders around you is the most important activity of leadership. By continually reproducing leaders the organization will gain strength and durability and experience explosive growth.  For a more information on improving profitability and driving performance, contact AMP Services at rbraa@ampservices. com. Rick Braa is the co-founder of AMP Services, an accounting and consulting firm specializing in helping companies grow profitability.

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