WA S H I N GTO N
2019
January 2019
Roadmap to Success: Following Rules with Temporary Employees
Legislative
Preview
Interview: Retention and Training are Key
Washington Hospitality Association 510 Plum Street SE Olympia, WA 98501-1587
January 2019 │ 1
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Gloves Off Washington is a campaign created by Washington State’s restaurant and hospitality industry members to increase the wellbeing of our patrons and our planet.
FOR MORE INFO VISIT:
www.glovesoffwashington.org
EDITORIAL STAFF Publisher, Anthony Anton Executive Editor, Lex Nepomuceno Managing Editor, Morgan Huether Art Director, Lisa Ellefson Copy Editor, Paul Schlienz Contributing Editors: Andy Cook, David Faro, Jillian Henze, Sheryl Jackson, Lisa Leinberger and Nicole Vukonich
Inside
January 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 wahospitality.org
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 stephaniec@wahospitality.org Washington Hospitality Magazine is published monthly for members. We welcome your comments and suggestions. email: news@wahospitality.org, phone: 800.225.7166. Circulation: 6,310
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Features 8
Government Affairs Committee: A Letter from the Chairs
10
Danger Ahead! Common Legal Pitfalls with Temporary Workers
13
The 2019 Legislative Session
16
Restaurant Menus: Static vs. Digital Menu Boards
19
Grassroots: Calling you to Action
20
Your Washington Hospitality Association State Government Affairs Team
21
Meet the Local Government Affairs Team
22
Hill Climb 2019
24
Washington’s Paid Family Leave Program
25
Interview with Pan Pacific Hotel Director of People Support Jessica Horton
In Every Issue 6
From Your President and CEO
10
Local GA Update
28
Calendar and New Members
30
Ask the Expert
HEALTHCARE
SOLUTIONS
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HEALTHCARE SOLUTIONS WA Hospitality Benefits Specialist Holly Hahn 877.246.0545 wahospitality.org/wise-buy/health-care-solutions
President and CEO Helping Our Employees Succeed I find it fascinating that we’re in a time when we have regulatory change, technology change, trend change and generational change – heck, we’ve even got change with change to a world where we’re going cashless. What hasn’t changed is that our members have said (on two membership surveys in a row) that our most important issue is finding good employees. I think it’s exciting that we have an opportunity, in 2019, to work with the Washington State Legislature on one of our top priorities – workforce development. Focusing on employees this session meets your needs and it meets the right political climate. This session, we’ll be looking to you and to the Legislature for creative solutions on getting people into the hospitality workforce, supporting their careers and improving social infrastructure to ensure our employees succeed.
Anthony Anton President & CEO
One of our goals this session is to find public partnerships or support to develop programs that train and strengthen our workforce. How will we achieve this? We’ll educate state lawmakers about ProStart and the benefit it brings to students. We’ll continue to partner with lawmakers and public agencies for hospitality hiring events that connect members with job seekers and remove barriers to employment through all-encompassing resources. We’ll support legislation and budget requests that benefit training programs and job pipelines within our industry. We’ll emphasize legislation that is a win for our employees, a win for our businesses and a win for Washington state’s economy. Moving forward, hospitality is going to create, support, encourage and grow great team members. We’re going to communicate our industry’s career ladder to a generation that lives in a 24-hour world. I am quite sure if you look through the past 20 years of association magazines, this might be the first time that our Legislative Preview issue has this kind of employee-focused tone. There’s no doubt there’s a lot of chaos and uncertainty in the industry right now. And for that matter, a lot of chaos in politics. But, through chaos comes opportunity. It would be great if hospitality’s desire to help our workforce succeed brings everyone to the table to work on solutions and builds trust with each other. If you have ideas on the needs of your workforce, or ideas for how to support people getting into the workforce (veterans, people who are looking for new passions, teens, etc.), now’s the time to bring them forward. Share them with your legislators at our Jan. 28 Hill Climb event. Reach out to us and share ideas: anthonya@wahospitality.org or 360-956-7279. If you see your team members facing hurdles, help us identify those hurdles so we can talk to the Legislature with an open mind and a desire for solutions to help our workforce while we’re reinventing our business model. It’s exciting that one of our top legislative priorities is not ourselves, but advancing our teams. We want to attract, retain and inspire a workforce of the future, and knowing that our industry believes in our employees is a positive step.
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Government Affairs Committee: A Letter from the Chairs
Dear Washington Hospitality Association members, Thank you for continuing your membership and playing an active role in helping to shape our industry. As your chairs of the Government Affairs Committee, we wanted to thank you for reading this Legislative Preview issue of the magazine. We represent every side of hospitality: including quick service, full service and lodging. To prepare you for the upcoming legislative session, we wanted to give you a brief overview of some of the session highlights and set your expectations. While we have one of the best state government affairs teams out there, this will likely be a session filled with opportunities and challenges. As a long 105-day session that will see the creation of a new two-year state budget, a transportation budget and a capital budget, in addition to many policy proposals likely to have an impact on our industry, our State Government Affairs Team will continue working every day to create solutions and achieve wins on behalf of the hospitality industry. The team cannot accomplish everything on their own and will likely call upon us as members to participate through action alerts, testify on bills before committees, and help amplify messaging through social media. We know this industry best – we live and breathe hospitality. We are all in this together. We appreciate your involvement with the association and wanted to remind you of ways you can get involved. If you are not already receiving real-time Phone2Action alerts, we invite you to text ‘SERVE’ to 52886 or sign up by visiting p2a.co/yuJwNho. If you are interested in serving on the Government Affairs Committee, please join us. During session the GAC meets weekly via conference call to get an update on the priorities issues matrix and weigh in on these policy issues. The GAC is open to any active member. We hope you will participate with us. Finally, we invite you to attend Hill Climb and the Taste Our Best Legislative Reception on Jan. 28. We need you to share your story of how you succeeded through the hospitality career ladder. As voters and active members in your communities, this is the perfect opportunity to highlight what we in the industry already know – we give back and we are proud to be the industry that serves. Thank you and we look forward to working with you, Russell Brent Mill Creek Pub
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Ron Oh Holiday Inn Express North Seattle Shoreline
Brian Moreno McDonalds
Government Affairs | Local GA Update
Stay Vigilant to Avoid Counterfeit Currency Many fraud complaints were reported to the Tacoma Police Department regarding $20 and $100 bills in early November, according to KING 5 News. Businesses and residents should be vigilant in all areas to avoid counterfeit currency. Follow bill verification procedures when accepting payment. If you think you’ve been given counterfeit currency, report it to the local police immediately. Try to remember what the person who passed the suspicious currency looked like, then place the suspect bills away from genuine currency.
Businesses are Open During Seattle Squeeze The Alaskan Way Viaduct closes Jan. 11, 2019. The SR 99 tunnel won’t open for another three weeks after that, so traffic will be tight to say the least. Are you and your employees ready? The city has put together a toolkit to help you find ways to avoid gridlock traffic, available at seattletraffic.org/tools. We have heard that many businesses are offering extended happy hours or other promotions to keep commuters in town later and avoid the roads during rush hour. Let us know what you are doing, and we can share it in our messaging.
Learn more about how to spot fake bills at uscurrency.gov.
Spokane Service Animal Ordinance Passes Unanimously The Spokane City Council voted unanimously, Nov. 26, on an ordinance that incorporates state law and establishes penalties for anyone misrepresenting a service animal. Law enforcement officers can now remove violators from the premises and could fine the handler $500.
Big Win for Spokane: Airbnb Website Soon to Highlight Spokane Regulations Airbnb will soon include language on its website to inform rental operators in the city of Spokane about rules and regulations in place for short-term rentals. Our Spokane team has been working with the city to get language on the site to inform rental operators that they must get business licenses and follow other rules for renting within the city limits. –Morgan Huether and Lisa Leinberger January 2019 │ 9
Danger Ahead!
Common Legal Pitfalls with Temporary Workers Catharine Morisset, Partner, Fisher Phillips
A tight labor market means fierce competition for extra help. Employers may look to increase their workforce only for a short period to cover a busy holiday or summer season. Filling gaps with temporary workers and a need to onboard these new workers quickly, however, increases the potential for legal missteps. Follow these six steps to avoid legal accidents as you navigate the temporary employee road. 1. Obey All Traffic Laws: Follow the Usual Rules. Most employment laws, except the Family and Medical Leave
Act and Washington’s similar law, apply to seasonal employees. Seasonal employees are ineligible for this leave because they do not meet required 1,250 hours of work in a 12-month period. However, most other employment laws apply. For example, you can be liable for unlawful harassment by or against a temporary worker as with any other employee. Prevention steps should include sharing your anti-harassment and complaint reporting policies with your temporary workers.
2. Road Closure: Resist the Temptation to Classify Workers As “Independent Contractors.” Businesses often misclassify employees as independent contractors for federal tax, workers’ compensation contributions, wage-hour obligations, or other purposes, leading to costly liability. Using this strategy to avoid benefits usually fails. The temptation to call seasonal workers independent contractors should be resisted. Most workers are employees, even if temporary. The law, not you and the worker, decides who is an employee. Seek legal advice before designating any worker an independent contractor. 3. Slippery When Wet: Clarify Expectations Regarding the Length of Employment. Don’t assume the worker understands her temporary status. Avoid miscommunications. A prudent employer will communicate the limited duration of employment in writing at the beginning. Ideally, employees will sign an acknowledgement that they understand their temporary status and that they are “at-will” employees. This means that both employer and employee have the right to end the employment relationship at any time, with or without a reason or notice.
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4. Obey the Speed Limit: Hours of Work. Like any employee, seasonal employees are entitled to one-and-a-half
times their regular rate of pay for hours worked over 40 in any given workweek under federal and state law. Be cautious before claiming a worker is exempt; it is the employer’s burden to prove, and just paying a salary is not enough to meet the test. Non-exempt employees are also entitled to a paid 10-minute rest break for every four hours of work, along with a 30-minute meal break when working five hours or more, and a second meal break for working three hours beyond the normal workday. Meal breaks are unpaid only if workers are fully relieved of duty. They cannot waive rest breaks, but can choose to waive meals. Waivers should be in writing. It is your, not the worker’s, responsibility to ensure they take all breaks even when busy. Missed breaks or unpaid overtime are costly propositions under Washington law, resulting in wage claims that may include double damages, prejudgment interest and the worker’s attorney fees.
5. Hospital Zone: Paid Sick Leave. All workers – even temps - must accrue paid sick leave at the rate of one hour for every 40 hours worked under Washington law beginning his first day of work. Even where you require the allowed 90-day waiting period for use, you still need to tell the worker his amount of accrued and available paid leave at least monthly. You also need to communicate the use and notice requirements at time of hire – just like any other employee. And even if the temp cannot use paid sick leave, he still may qualify for unpaid leave as a reasonable accommodation under antidisability discrimination laws if he becomes temporarily disabled during his employment. 6. Dangerous Curve Ahead: Paid Family and Medical Leave. As of Jan. 1, 2019, all employers must collect the employee’s share of the premium for the new Paid Family and Medical leave state insurance program every pay period. This includes newly hired temporary employees. Most employers must pay its share of the premium. Don’t forget that you need to let employees know about the premium deduction at least one pay period in advance of the deduction, or at their time of hire. 7. Road Work Ahead: Train Managers. Take the time to reiterate your harassment, discrimination and reasonable
accommodation policies and procedures to your managers before you add to your workforce. All should understand that your workplace policies apply to seasonal workers with equal force. For example, if a temp asks for time off for a disability or religious reasons, his supervisor should know how to engage in a discussion regarding this request to determine if it can be reasonably accommodated.
Catharine Morisset is a litigation partner in the firm’s Seattle office, representing local and national employers in litigation in state and federal courts, on appeal, and also before the EEOC and similar state agencies in all aspects of workplace law, such as the ADA, ADEA, FLSA, FMLA, FCRA, NLRA, Title VII, UTSA, and similar state laws. From the outset, Catharine works with clients to develop a strategy that leads to successful resolutions, whether it is a meticulous plaintiff’s deposition, motion to dismiss, favorable mediation, or trial success. Catharine believes in working closely with clients to address workplace issues proactively and as a valued partner to develop a successful workforce. She uses her litigation experience to work closely with clients across all industries to provide effective preventive counseling and workforce training. This includes regularly advising and training clients on drug testing, background checks, hiring, diversity, wagehour compliance, leaves, noncompetition agreements, reasonable accommodations, investigations, employment agreements, discipline, terminations and mass layoffs. Catharine is an experienced management and workforce trainer, sharing her legal knowledge and experience in an accessible, dynamic and interactive manner. As part of her commitment to fostering successful workplaces, Catharine is an active member of the Society for Human Resource Management (SHRM). She is an accomplished speaker, who is often invited to address members across the state and the Pacific Northwest in all areas of workplace law. Catharine proudly demonstrates her commitment to advancing women in the legal profession as an Ambassador to the firm’s Women’s Initiative and Leadership Council. January 2019 │ 11
The industry that serves. People | Careers | Communities
REGISTER TODAY: HILLCLIMB2019.ORG
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The 2019 Legislative Session A Long Session
HOUSE OF REPRESENTATIVES
scheduled for 105 days
New Members 21/98
57
Democrats
House of Representatives
6/49 Senate
First Day of Session:
Jan. 14 Hill Climb & Taste Our Best
41
Republicans SENATE
Leadership
Jan. 28 Democrats
Senate Majority Leader Andy Billig, D – Spokane
Needed Senate Minority Leader Mark Schoesler, R – Ritzville
1 Biennial (Two-year) State Operating Budget
Republicans 1 Biennial Transportation Budget
GOVERNOR
Speaker of the House Frank Chopp, D – Seattle
House Minority Leader J.T. Wilcox, R - Yelm
1 Biennial Capital Budget Jay Inslee, D
January 2019 │ 13
The 2019 Legislative Session Preview By Nicole Vukonich For the first time in a while, when the Legislature convenes on Jan. 14, 2019, the House of Representatives and the Senate will begin with stronger Democratic majorities. With 57 Democrats in the House and 28 Democrats in the Senate, the balance of power in the Legislature has shifted left. What does this mean for hospitality? To put it plainly: This shift left brings opportunities and challenges for the coming session. The hospitality industry has positioned itself well for this change with a reputation founded on being solutions-oriented and collaborative with all members of the Legislature. This session, the Washington Hospitality Association will focus on workforce development and affordable housing. Amid one of the lowest rates of unemployment, how can we assist the industry by ensuring we have a trained and prepared talent pipeline? By working with the Washington Hospitality Association Education Foundation and by leveraging public/private partnerships we hope to continue the good will and good work established to ensure that anyone seeking a job has an opportunity within the industry. As employers, we want to make sure that there are affordable housing options are available in our communities and for those who are seeking shelter. Additional issue areas as approved by the Government Affairs Committee include:
Communities
Support reasonable solutions that build strong communities and help the industry thrive.
Homelessness and the need for affordable housing is an issue affecting nearly every community across the state, impacting every employment sector. The hospitality industry is proud to offer jobs at every level of employment – from first jobs to second chances within the workforce to lifelong careers. We believe in affordable housing and want to ensure flexibility in housing options. We believe that there are reasonable solutions to these issues and want to be at the table so we can help our communities thrive.
Employment
Find reasonable solutions to employee needs that allow the hospitality industry to continue to operate, serve the community, people and careers.
We care about our employees, the reasons why they joined our industry and why they continue to stay. This session we will take measures to continue to protect our workforce. We know our employees are on average younger, more mobile and more flexible compared to those employed in other industries. We will continue to advance our workforce and help prepare them for a bright future.
Environment
Ensure new environmental and sustainability requirements allow hospitality businesses to reasonably comply.
With an emphasis on the environment and reducing pollution, the hospitality industry is already familiar with finding alternatives to single-use plastics and removing plastic bags and other single-use plastics from its supply chain. This culture shift is happening quickly within the hospitality industry and is trickling down into our everyday lives. Last session the Washington Hospitality Association supported a ban on toxic chemicals in some food packaging. This session, we will continue to be on the cutting edge of environmental safety based on science and seek to maintain flexibility within the industry.
Health and Nutrition
Ensure public safety requirements are applied consistently across hospitality sector businesses, are based on science and allow for consumer choice.
This year, the state Department of Health has opened the Washington State Retail Food Code for revision. As
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stakeholders in this 18-month process we will continue to advocate on behalf of our members during this process. At the Legislature, we will continue to monitor any bills related to health and nutrition to ensure our members can continue to deliver the wants and needs of their customers.
Regulatory and Business Operations
Create and maintain efficiencies in the regulatory process allowing hospitality businesses to thrive.
As technology advances and as our world relies on cloud-based storage, concerns over data privacy are increasing. With the General Data Protection Regulation (GDPR), in the European Union, we anticipate similar proposals to come up at the state level. How can we best protect our customers and their data? We expect this to be a hot topic this legislative session. Additional regulatory and business topics include issues relating to alcohol regulations and anti-human trafficking regulations and education.
Rulemaking with the Agencies
Continued participation in the rulemaking processes to position the hospitality industry for success.
Currently, there are three different rulemaking processes with which the Washington Hospitality Association is involved. The first is ongoing rulemaking for the implementation of the state’s Paid Family and Medical Leave program. The Washington Hospitality Association continues to hold a seat on the Paid Family and Medical Leave Advisory Council as the rulemaking is implemented in phases. The second rulemaking we are closely watching is the Department of Labor & Industries policy proposals for tips/gratuities/service charges. With a second draft of the policy circulating, we are pleased the department’s policies align with the federal protections. Finally, we are heavily engaged in activating our members’ comments to the second pre-draft version of the state’s updates to the overtime rules. With more than 150 comments from our membership, this makes it one of the most commented on issues to date.
Taxation
Ensure hospitality businesses are taxed fairly; find opportunities to reduce the tax obligation to stimulate economic growth.
With a $3.7 billion-dollar tax proposal in Gov. Jay Inslee’s budget, the hospitality industry will need to play defense against additional taxes to the industry. Already, the governor is proposing a capital gains tax, changes to business and occupation (B&O) taxes and a restructuring of the real estate excise tax (REET). When session begins, we will hit the ground running to fend off increased taxes on hospitality businesses. We want to defend our member’s interests so they can continue to serve their communities, support the local economy and invest in their future.
Tourism and Short-Term Rentals
Create a robust tourism marketing program that is supported by the state, ensuring that businesses who provide accommodations are held to the same standards and provide ROI. We know that Washington is the best place to be – we just need some help convincing tourists to agree. With last year’s win of funding and the creation of the Washington Tourism Marketing Authority (of which Washington Hospitality Association President and CEO Anthony Anton was elected vice president by his fellow board members) we need to ensure that funding is not diverted away from this newly created entity. Additionally, we want to bring fairness to our lodging operators. We will accomplish this by holding short-term rental platforms to the same regulatory and safety standards as everyone else.
Workforce Development and Safety
Strengthen the workforce by finding public partnerships/ support to train and develop programs for the talent pipeline.
We continue to hear that the labor shortage within the industry remains to be a top issue for our members. We’ve heard you and we are here to help. Workforce development will be one of our top priorities of the session and we will be seeking the Legislature’s support for our industry-wide hiring events. When we build a prepared workforce, we are training the owners and operators of tomorrow. January 2019 │ 15
Restaurant Menus: Static vs. Digital Menu Boards As any restaurant operator can attest, the environment within the food service industry bustles with fast-paced activity and stiff competition. And perched above the action on the floor, menu boards are perhaps the most important objects in the restaurant. They tie the story together, showcasing everything the store has to offer. That’s why it’s important to carefully consider the type of menu boards you use. More and more restaurants have been transitioning to digital menu boards, and it’s not hard to see why. Digital menu boards offer a host of benefits not found with static, printed menu boards. If you still use static menu boards in your multi-unit operation, consider these benefits of digital menu boards as you think about making the switch:
Ease of Control
As restaurant companies grow, it can be difficult to ensure consistency across spread-out locations. With static menu boards, it can be a guessing game to determine if all your restaurants received the appropriate materials from your marketing team and have implemented them correctly. Digital menu boards take away that uncertainty and display the same branding, design and content across all stores. Instead of having multiple employees in different locations continuously climbing ladders to update static menu boards manually, digital menu boards allow you to change all menus across all restaurants at once with just a few clicks. This increases franchisee control, enabling them to display content and engage customers by changing price points and swapping out LTOs. It also saves you time and frees up your employees to focus on more important things, such as the food and the customers. It’s easy to tie merchandising messages to Web, print or TV in real time. You can also highlight national advertising messages to promote recollection and brand loyalty with your customers.
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Lower Costs and Increased Revenue
Have you ever considered how much it costs to print, ship and deploy materials on static menu boards (that may or may not be used properly)? Digital menu boards eliminate those costs. They decrease the time and payroll costs associated with updates and changes with everything done on one computer through a central management platform. Unlike static menu boards, digital menu boards cut down on time and money spent making seasonal, campaign and daily menu changes. And along with reducing the cost of printing static materials and the labor to put them up, digital menu boards can help lower food costs as well. There’s no disputing that wasted product eats away at the profitability of any food service establishment. Digital menu boards help control food costs and reduce waste by allowing you to easily highlight items close to expiration, remove items that are out of stock and achieve a Higher Margin Per Transaction (the gold accounting standard in the restaurant business). A limited-time offer or a manager’s special may be exactly what’s needed to encourage sales and reduce the odds you’ll soon be tossing untouched product into the dumpster. And promoting higher-margin items on the menu board can help lower food cost percentages, ultimately increasing profits. It’s easy to tie merchandising messages to Web, print or TV in real time. You can also highlight national advertising messages to promote recollection and brand loyalty with your customers.
Improve the Customer Experience
Today’s customers already incorporate technology into all aspects of their lives, from mobile phones and tablets, to flat-screen TVs and voice-activated home assistants. Consumers have come to expect a digital experience, and the last thing a restaurant operator wants to do is create the impression that their business is old, tired and living in the past.
Digital menu boards also offer the opportunity to deliver a brand’s message in new and exciting ways. Static boards are there to simply display menu items; digital menus are there to tell a story and enhance the overall design of your restaurant. Use your digital menus to call out signature dishes and high-margin items and to showcase your brand’s personality. A digital menu board doesn’t just offer the opportunity to show off your best menu items, it allows you to put your brand on display.
A Parting Thought
All restaurant operators (and customers) know there is a huge difference between a restaurant that is run efficiently and one that is not. Digital menu boards can help enhance that efficiency, improve operations, provide better food and service and ultimately boost the bottom line. It’s not enough, though, to simply erect a digital menu board and wait for the profits to mount. As with most things in life, when it comes to digital menu boards you get out of them what you put into them. Like any technology, the more you understand it and use it to your advantage, the more you’ll benefit from having them in your restaurants. At the end of the day, though, it’s clear that digital menu boards can offer tremendous benefits for the operator and a vastly improved experience for the customer. If you’re still using static menu boards, is it time to make the switch? Mark Rentz Director of Marketing Learn more at wandcorp.com
Customers correlate digital menu boards with restaurants that are modern and clean. That increases their brand loyalty and encourages them to return, tell their friends and share their customer experience on social media. Digital menu boards help customers make clearer and quicker decisions, which gives them a better experience and strengthens their connection to your stores.
January 2019 │ 17
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Grassroots: Calling you to Action By Nicole Vukonich As a membership-based organization, Washington Hospitality Association members are our strongest asset. Our members are on the front lines of hospitality and experience the challenges and opportunities that come with being a part of the industry that serves. The grassroots program, through more than 250 ambassadors across the state, have volunteered to make connections with state and local policymakers in order to advance the hospitality industry. It is these relationships that we call on from time to time. Being an ambassador is not the only way Washington Hospitality Association members may be involved. We welcome any member who is interested to reach out and participate when called to action. The State and Local Government Affairs teams send out active action alerts and use the Phone2Action tool when your voice is needed on important issues that will significantly impact our industry.
During the legislative session, Phone2Action alerts are also critical in getting messages to your local legislators. With stronger Democratic majorities in the House of Representatives and the Senate, we anticipate utilizing Phone2Action alerts during the coming year. Mobilizing you and leveraging your voice and experience as constituents is powerful. As voters and active association members, your voice in the legislative process is essential. If you are not already signed up to receive real-time Phone2Action alerts, you may text ‘SERVE’ to 52886 or sign up by visiting p2a.co/yuJwNho. For any questions about the Grassroots program or if you would like to become an ambassador for your legislative district, please contact Grassroots Program Manager Katie Doyle at katied@wahospitality.org.
NE W S
FO
In short, a Phone2Action alert is our version of sending LATIVE up the bat signal. By receiving a text message, or an EGIS L T email (maybe both if the issue is very critical) EN we are asking you to help us by lending your G voice and your perspective to help drive UR R the messaging for our industry. Most recently, the State Government Affairs Team has sent out Phone2Action alerts to gather feedback on the proposed predrafts of updates to the state’s overtime rules. The overtime rules include a salary threshold that would impact early and middle management salaried positions in the hospitality industry. When we sent the action alert, our members delivered. Between the first and second predraft versions of the overtime rules, our members contributed more than 150 responses to the Department of Labor & Industries about the impacts these rules would have on staffing and the business model. These responses flooded the department’s comment website and made these the association’s most active action alerts to date.
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Your Washington Hospitality Association State Government Affairs Team Julia Gorton, Director of State Government Affairs, has been with the association for more than a decade, and oversees the association’s state advocacy and political programs. Her most recent accomplishment has been leading the effort on the state’s paid family and medical leave act, which contained key provisions for hospitality businesses and employees. In 2017, she was appointed to the state’s Paid Family & Medical Leave Advisory Council. Julia sits on the board of Enterprise Washington, an organization that seeks positive political outcomes for the business community in Washington. Julia graduated from Western Washington University with a B.A. in political science and social studies, and currently lives in Olympia with her husband, daughter and dog. Julia and her husband are licensed foster parents, and she volunteers on the Board of the Olympia Hands On Children’s Museum. juliag@wahospitality.org Samantha Louderback, State Government Affairs Manager, joined the team in 2015 and leads the association’s efforts on policy that relates to the environment, workforce development, packaging, and workplace safety. Most recently, Samantha helped our association pass legislation that gives operators additional protection and tools when guests misrepresent service animals in their establishment. She also is our lead and expert on all things regarding the Department of Health and represents our association on a number of state-wide stakeholder groups and committees. Samantha graduated from Central Washington University with a bachelor’s degree in public policy and environmental studies, and grew up in Shelton. She currently lives in Tacoma and claims that the “aroma of Tacoma” is not real. samanthal@wahospitality.org Zach Lindhal, State Government Affairs Coordinator, joined the state GA team in 2017 and is the lead on issues relating to alcohol, marijuana, and music licensing. Previously, Zach worked closely with members in the Spokane area on issues such as paid sick leave, human trafficking and tourism promotion. Zach has interned with Congresswoman Jaime 20 │ wahospitality.org
Herrera Beutler and for a contract lobbyist. He enjoys getting to know members and learning about their business operations. zacharyl@wahospitality.org Katie Doyle, Grassroots Manager, has spent over six years in the restaurant industry both before, and during her time at the association. With a B.A. in political science, Katie gladly joined the ranks of the government affairs team taking on the position of grassroots manager in Feb. 2017. Her genuine passion for hospitality has helped strengthen and grow relationships with members. Most of her time has been spent training ambassadors, expanding our grassroots advocacy program and being the liaison between area coordinators and the GA team. katied@wahospitality.org Nicole Vukonich, State Communications Manager, joined the State Government Affairs team in late 2017. In this role, Nicole assists the team with all their public relations products and acts as a liaison with the media. She spent five years (and many special sessions) working in the Washington State Senate as a communications specialist and broadcast coordinator. Prior to working in the Senate, she served as the communications coordinator for Gov. Chris Gregoire. Nicole earned a Master of Public Administration with a concentration in public policy from The Evergreen State College and holds a Bachelor’s degree in political science and French from Seattle University.
With Additional Support from Our Contract Lobbyist Team:
Denny Eliason, Kim Clauson, Trent M. House, Alliances Northwest Alliances Northwest Trent M. House Government Relations
Meet the Local Government Affairs Team John Lane - Director of Local Government Affairs John Lane is the association’s first director of Local Government Affairs. He steps into this new role after managing our local government affairs efforts for 18 months, working first on the Seattle Office of Labor Standards Enforcement Ordinance as well as restrictive scheduling and the city’s hotel Initiative 124. He has a law degree from Seattle University and has extensive public policy experience, including serving as a Washington state assistant attorney general and as the Office of Financial Management’s legislative and legal counsel. John has also served as a senior policy adviser to Gov. Jay Inslee on public safety and government operations and as the executive policy adviser to Gov. Christine Gregoire. Anna Boone - Local Government Affairs Senior Manager Anna Boone came to the association in Jan. 2017 with a decade of experience in Washington politics. Prior to this role, she helped establish the local government affairs practice at a public affairs firm and represented clients on regulatory and labor issues in front of local governments. Anna also has a political campaign background that includes running Congressman Norm Dicks’ 2010 reelection campaign. Tobby Hatley - Local Government Affairs Manager Tobby Hatley has more than 30 years of media and public affairs experience having worked in TV, radio print, politics and marketing. He has bachelor’s degree in radio and TV management from Eastern Washington University and a master’s degree in communications with an emphasis in journalism and public affairs from The American University in Washington, D.C. Tobby learned the ins and outs of politics, legislative issues and public affairs while covering state and local governments in Washington, Idaho and Montana as well as the U.S. Congress in Washington, D.C.
Joe Bushnell - Local Government Affairs Coordinator Joe Bushnell joined the GA team in 2017 as the local government affairs coordinator in Tacoma. A 10 year veteran of the Marine Corps and a lifelong citizen of Tacoma, Joe’s past experiences include working with Sen. Tim Sheldon in the Washington State Senate, in 2016, and managing a political campaign in Pierce County. He is a graduate of The Evergreen State College with an emphasis in political science. Teddi McGuire - Local Government Affairs Assistant Coordinator Teddi McGuire joined the association in Oct. 2017. Prior to joining the team, Teddi worked in economic development at the city of Federal Way and spent time abroad in Belfast working for the U.S. Consulate. She has a bachelor’s degree in political science from Gonzaga University and an M.B.A from Seattle University. Morgan Huether - Local Communications Manager Morgan joined the association staff at the end of 2016 and transitioned onto the communications team in June 2017. Her responsibilities include liaising with the media and spearheading PR efforts across the state outside of Seattle with special focus on Tacoma. She brings a background in journalism and marketing. Lisa Leinberger - Local Communications Manager Lisa Leinberger joined Washington Hospitality Association as the local communications manager in Spokane and Eastern Washington in February 2018. She is a former newspaper reporter at the Spokesman-Review where she covered schools in Spokane Valley. Lisa is a graduate of Eastern Washington University where she majored in journalism. While she was attending school, she worked at McDonald’s Restaurants in Spokane. She held many positions there—crew trainer, hostess, hourly manager and even as bookkeeper in the central office of the local franchise. Her responsibilities include connecting with local media and public relations for the association and its members. January 2019 │ 21
Hill Climb 2019 WASHINGTON HOSPITALITY: People, Careers, Community –
The Industry that Serves
We are Washington hospitality. We are in this together as one industry and are the faces of the largest private employer in the state.
22 │ wahospitality.org
Hill Climb and Taste Our Best are the times when we get to showcase to the Legislature what we in the industry already know: We care about people - our employees and our guests. We strive to provide the best possible experiences for all. We are an industry of opportunity. We are there every step of the way - from first jobs, second chances in the workforce to lifelong careers. We depend on a flexible and prepared workforce to help us succeed. We strengthen our communities. Washington hospitality businesses across the state are invested in ensuring our communities thrive. From sponsoring youth sports teams, raising money for homelessness efforts, donating food and time to local charities, Washington hospitality gives back. We approach industry challenges together. As Washington hospitality we are engaged and focused on delivering solutions and seek to find the right answers together. Every Washington Hospitality Association member has a unique story to tell of how they got
started in the industry. We know that industrywide, nine out of 10 owners and operators started at the ground level and worked their way up the career ladder to where they are today. These stories of determination, perseverance and grit are what legislators need to hear this year during Hill Climb and the Taste Our Best Legislative Reception.
Hill Climb and Taste Our Best Monday, Jan. 28
Hill Climb on Monday, Jan. 28, is your opportunity to make connections with your local lawmakers. By telling personalized stories of your experience in the industry, you will become a face with a name and a story. Participation at Hill Climb is critical to protecting the hospitality industry during this long session and during creation of the next two-year state budgets. This session, as approved by the Government Affairs Committee, the State Team will be focusing on workforce development and affordable housing in addition to many other issues. Your stories of how you rose through the career ladder and the opportunities you earned along the way will help us create the narrative and share what we in the industry already know. We care about our people, providing careers and strengthening our communities. When you register to attend Hill Climb and Taste Our Best expect opportunities to network with your fellow owners and operators. Additionally, this year the State Government Affairs Team invites you to bring key members of your staff with you to provide additional voices and experiences about the industry. The day begins with a briefing from your State Government Affairs Team which leads to legislative meetings with your local lawmakers and members of their staff. (Don’t let the idea of meeting with staff deter you from attending Hill Climb. Legislative staff are the gatekeepers to the elected officials and are very important in the legislative process.) End the day at the Olympia Hands On Children’s Museum for the finest food and beverages the industry has to offer. In this relaxed atmosphere you will have additional opportunities to meet with legislators, staff and operators. With new elements added to this year’s Taste Our Best Legislative Reception, you won’t want to miss out. We are proud to be part of an inclusive industry that is woven into the fabric of our state. We hope you will register today to be part of the story of hospitality in Washington state. January 2019 │ 23
Washington’s Paid Family and Medical Leave Program
What is covered?
Paid Family and Medical Leave is a statewide insurance program to care for yourself or your family in life’s most trying times. It is a statewide insurance program that will be funded by premiums paid by both employees and many employers.
How do I become eligible for benefits? You become eligible once you have worked 820 hours for a Washingtonbased employer during the previous year. You can apply for benefits starting Jan. 2020.
8O2U0 RS H
Your own medical condition
Caring for family members
Bonding with a child (birth, foster or adoption)
Certain military-related events
Is my job protected while I take leave?
What is my weekly benefit You are entitled up to 12 weeks of wage replacement with a weekly minimum of $100 and a weekly maximum of $1000, adjusted annually. Your exact benefit is determined by your earned wages, the state median income, and other factors.
Weekly wage
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.
Weekly Benefit
Jan
Feb
Mar
$480
$432
Apr
May
Jun
$576
$524
Jul
Aug
Sep
$961
$764
Oct
Nov
Dec
$1923
$1000
12
%
37
Employer
Have worked for that employer for 12 months or more.
Have worked at least 1250 hours for that employer in the past 12 months.
How much will it cost? 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.
50
$ $$
125 0 U
HO
RS
%
63
Employee
For more information: esd.wa.gov/paid-family-medical-leave 24 │ wahospitality.org
Interview with Pan Pacific Hotel Director of People Support Jessica Horton us a little bit about yourself. Q: Tell Who is Jessica Horton? am the director of people support at the Pan A: IPacific Hotel. This is my first job in the hospitality industry. Before this, I worked at Home Depot for four and a half years, and before that, I was in law enforcement, child welfare and special education. I was looking for something that was more conducive with my personality style. Supply chain and logistics is more warehouseoriented. I love people and wanted to work for a company with high standards. Voila! Hospitality industry. There is no looking back for me, this is definitely the industry I want to be in and the company I want to work for. you had people in your life that have Q: Have inspired you or your leadership style? you think about it, HHM (Hersha Hospitality A: IfManagement) took a risk hiring me. I had HR experience, but I was new to the industry. So, I reached out to my peers [hospitality HR professionals], here locally in Seattle. Like Leah Lover at the Thompson. She’s supportive and always there for me. [It gave me] someone to call. Same with Michele Holmes [Washington Hospitality Association Seattle downtown area coordinator], Joanne Weber [HHM senior vice president], and you [Marcella Hyde, Washington Hospitality Association training programs coordinator,]. Having people to call was lifechanging. By lifechanging, I mean the hotel suddenly had built-in support. I’ll call Michele for help with legal advice or [questions about] industry standards. If she doesn’t have the answer, she will help me find the answers. These are the kind of people that inspire and motivate me. do you look for in potential team Q: What members? you do in the hospitality industry is A: Everything trainable. What you can’t train is to teach people to care, be kind and have self-accountability. What you’re looking for is something as simple as a smile, eye contact. Everyone needs to be greeted with eye contact and a smile, whether they’re a guest, a patron or a homeless person walking in. The idea is aggressive hospitality – an innate desire to treat people with respect and kindness.
you think if someone working in the Q: Do back of house had that baseline, could you
train them up to the point where they could transfer to front of house?
A:
Yes, and I have a success story to share. Bach has been working for us for ten years as a dishwasher. English is his second language and he always wanted to work in valet. However, his English wasn’t good enough and he only made good eye contact when he was comfortable with you. For two months we worked with him on it, and for the past seven months he has worked in valet. are your feelings on training and what Q: What is HHM’s approach to training?
A:
Onboarding and training are two different things, but they often get lumped together. In order for anyone to get training, they must first be properly onboarded. Proper onboarding for a line level associate takes at least two weeks. If you’re truly looking to offer exceptional anticipatory guest service in a four-star hotel, it’s all about onboarding, which includes various levels of training. For me and HHM, training is something that is integral at the manager level. There are various organizations, like the Four Seasons, who have their own programs for people who want to be managers. They have a set and specific process. This is ideal and why you don’t see as much turnover in their hotels. However, not everyone has that luxury or brand where you have that opportunity. January 2019 │ 25
For HHM, we’ve been growing and are looking at training our leaders. We just had a trainer come in and teach manager communication for an hour. She was incredible. This week we’re doing another training about organizational change. They’re mandatory and [don’t take much time]. We’re really looking for training opportunities that are free or aren’t as expensive. Our training budget is smaller than bigger companies or franchises. How do we still provide our leaders with the training they need? That’s where you guys [Washington Hospitality Association] come in. you know the Washington Hospitality Q: Did Association partners with the American
Hotel and Lodging Educational Institute? We offer position certifications within every level for hotels. We can do a full-length training and they would receive a nationally recognized certification.
A:
No! That would be cool. One of the things that’s changing is there’s a lot of new people in the market. For example, there’s two new directors of security – one at the Four Seasons and one at the Fairmont. Brand new. Everyone is trying to figure it out. Just knowing something like this is [lifechanging]. I truly think we’re not utilizing the association as much as we could.
Q:
Do you think it’s because the information isn’t out there?
A:
No, the information is out there. I think it’s just people are trying to figure it out [their membership]. I depend on Michele for so much. If I didn’t, I would never know [about anything]. The association gave us free [scholarship-covered] CPR training. That was amazing. It’s not that we don’t have money – we’re on a really tight budget. Without the [Washington] Hospitality Association we wouldn’t be CPR trained or had the opportunity to do leadership training.
kind of training would you like to see Q: What from us in the future?
A:
I think everyone should have a women in leadership program. That’s what’s missing. That would be [awesome] if we had that. I think [it’s important] to challenge bigger companies to have it, too. the changing climate of the hospitality Q: Inindustry, what training do you think will be fundamental in the next five years?
A:
I-124 training for managers. An expert that can come in and train us on what PSST [Paid Sick and Safe Time] is. We have the city for that, but we need an advocate, someone that can digest a 100-page legislation to line level leaders. That would be huge. Regarding overall training, I think it would be centered around communication. Ways in which to communicate, appropriate methods to communicate, when and how you should communicate to a guest or manager and how to speak to one another in a professional forum (“I” statements, phrasing that conveys reflective or active listening) from line level staff. you experienced gender bias in the Q: Have industry?
A:
Not in the hospitality industry – no. Do I think there’s gender bias? Yes. If you go to a GM meeting in the City of Seattle, you’ll see maybe four or five female GMs. But there’s gender bias in every industry. makes you feel the most successful in Q: What your position?
A:
When those around me are at their best self. 4:30 is the shift change. You’ll hear multiple different languages, but you’ll also hear laughter. [Our staff] are happy, joyous and fulfilled. They worked hard, were safe at work and satisfied the guest. That, to me, is the most rewarding.
Q: Any last thoughts? someone who is new to the industry, I think A: Aswhat’s so vitally important is that you believe in who you work for and know they believe in you. I am in a place where I know I am valued. I know HHM cares about me and my success, but more importantly they want this place to be a success. I can see their vision and I can be a part of that vision. That’s an amazing job. 26 │ wahospitality.org
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INDUSTRY CALENDAR Jan/Feb TRAINING Jan. 31
ServSafe® Manager, Spokane
Feb. 5
ServSafe® Manager, Seattle
Feb. 12
ServSafe® Manager, Tacoma
Feb. 19
ServSafe® Manager, Kent
Feb. 25
ServSafe® Manager, Everett
MEETINGS
Aerlume, Seattle Argosy LP, Seattle Basecamp Books & Bites, Roslyn Best Western Plus Bellingham Airport Hotel, Bellingham Bio Fournil of America, Seattle Birdy’s Sports Bar, Spokane The Boiler Room, Spokane Brass Knuckle Bistro, Seattle The Bridge, Seattle Cabin, The, Bellingham Cap’s Lounge, Bellingham Chick Fil-A, Lakewood China Inn, Ellensburg ChurchKey Pub, Edmonds Corina Bakery, Tacoma Daffodil Bowl, Puyallup The Diner, Vancouver Fat Olives, Richland FranknStein Pub, Bellingham Hampton Inn, Federal Way
Jan. 9
Seattle Restaurant Alliance Membership Meeting
NEW ALLIED MEMBERS
Jan. 10
Seattle Hotel Association Board Meeting
Jan. 10
Spokane Hotel Motel Association Meeting
Jan. 15
Board Development Committee
Jan. 15
Spokane Hotel Motel Association Meeting
Jan. 16
Seattle Restaurant Alliance Board Meeting
MZA Architecture Craig Davenport craig.davenport@mza-us.com 600 108th Ave NE, Suite 108 Bellevue, WA 98004-5110 425.559.7888 www.mza-us.com
Jan. 22
Finance Committee Meeting
Jan. 29
Washington Hospitality Association Board of Directors Quarterly Meeting
Jan. 30
Education Foundation Board Meeting
Jan. 30
MSC Board Meeting
Jan. 30
Seattle Restaurant Alliance Government Affairs Committee Meeting
Feb. 5
Executive Committee Monthly Meeting
Feb. 6
Seattle Restaurant Alliance Membership Meeting
Feb. 12
HIHIT Meeting
Feb. 13
Retro Trustee Meeting
Feb. 13
Seattle Restaurant Alliance Board Meeting
Feb. 13
MSC Sub Committee Meeting
Feb. 14
Seattle Hotel Association Board Meeting
Feb. 19
Spokane Hotel Motel Association Meeting
UPCOMING EVENTS Jan. 28
Hill Climb & Taste Our Best
Mar. 2
ProStart Invitational @ Northern Quest Resort
28 │ wahospitality.org
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Hilton, Bellevue Hyatt Place Seattle Downtown, Seattle McMenamin’s Kalama Harbor Lodge, Kalama Mijitas Mexican Kitchen, Eastsound Nom Nom Express, Vancouver Orlando’s Fish & Grill, Oak Harbor PJ Sound Pizza, Redmond The Point, Burien Queen Anne Coffee, Seattle Red Rock Subs, Everett Sage Port Grille, Richland SIP Catering LLC, Issaquah The State Hotel, Seattle Stratford Suites, Airway Heights Three B’s Burgers, Redmond Toggle’s Bottle Shop, Everett Towneplace Suites by Marriott, Bellingham Umi Kitchen and Sushi Bar, Spokane Walla Walla Steak Co, Walla Walla Yogurtland, Sammamish
www.ponopayments.org Pono Payments provides merchant accounts and payment technology solutions for retail, restaurant, lodging, mobile, e commerce, call center, mail order, membership, and high risk business models. We offer a straightforward and honest cost plus pricing structure saving our clients an average 30% in processing costs when coming from traditional tiered pricing models. Our in house support team is available to support your organization 24/7/365. Plus, every transaction that runs through a Pono Payments merchant account generates a donation equal to 50% of our profit margin to a local non profit organization in your community. Special Member Offer: Negotiable to the member’s satisfaction. SingleStep Ryan Foster ryan@mediafol.io 3433 E Florence Ct Seattle, WA 98112-4935 703.254.9589 http://singlestep.com SingleStep is an intelligent training platform that empowers your distributed workforce to achieve operational excellence and deliver consistent, on brand communication and training. Special Member Offer: Free Trial Smart Transact Katherine Adams kathy@smartmerchantsclub.com 131 SW 156th St Burien, WA 98166-2502 800.608.1218 http://smarttransact.com Offering state of the art restaurant Point of Sale systems to make running your food service business more efficient. Increasing table turns and improving the guest experience with the built in loyalty guest engagement app, text message wait list, robust coursing, check and item splitting beyond any other system, catering modules, and more. Catering modules at no extra charge. Unsurpassed 24/7 support. The POS of the future is here. Easy to use most servers pick it up in their first shift. 25 years of restaurant and payments experience. Member Special Offer: 1 free EMV device with purchase of a POS system
RETURN TO WORK SbTyEP E D I U G STEP
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Ask the Expert Strengthen Training to Increase Retention and Improve Results By Rick Braa, CHAE
The labor market is tight, and turnover is high. My financial results are slipping. What can I do to survive and thrive? Turnover is expensive. Estimates put turnover of crew members at $2,000 each and managers at six to nine months of salary. Effective training reduces turnover by fostering confidence. Teach your team to “understand” not just “do.” Training needs to focus on understanding, not imparting knowledge. Employees can know a lot about something but not really understand the importance of it. Why should they offer appetizers, beverages, special entrees, dessert, a legitimate greeting and thank you? Why do you want excellent product quality prepared quickly? Why is a sparkling clean facility necessary? People can forget what they know, but they never forget what they understand. When was the last time you needed a refresher on tying your shoes or brushing your hair? When was the last time you recited a few of the elements from the periodic table in chemistry? What’s the difference? Tying your shoes and brushing your hair has real meaning and application to your life and are more important to you and you have a high level of understanding. At one point, you may have known the periodic sign for iron, but today you may not be able to recall it. The most successful companies continually train employees to a level of understanding, and where there is understanding there is breakthrough and paradigm shift. Take the time with each training technique to answer the key question of “Why?” Use these techniques to move your training to a culture of understanding. 30 │ wahospitality.org
Be repetitive. Every player that enters the NFL is a great player. So why do they practice? Professional coaches explain that amateurs practice to get it right, but professionals practice so they don’t get it wrong. Practice the same activity over and over and over. Use a simple technique called the five steps of training: 1) Tell the trainee what you are going to train and be clear on why. 2) Show the trainee how to perform the activity correctly. 3) Have the trainee tell you how he or she is going to perform the activity. 4) Have him or her show you how to do it. 5) Discuss the result after the activity is complete. Check for understanding not just knowledge. This allows for all learning styles to be involved: auditory, visual and kinesthetic. Use workshop training. This is structured classroom-style learning and one of the most impactful and positive training techniques. Set an agenda to follow a similar format as below: For a 60-minute session Lecture to include a dynamic presentation on the material or video 15 minutes Work in small groups on worksheets 15 minutes Small groups present to the larger group 15 minutes Recap significant learning points 15 minutes Learning is locked in by forcing individuals to discuss the issues, find solutions, then stand in front of their peers and present their findings. Public speaking is a fear of many people. Fear has a significant influence on creating a presence in the moment. If someone may have to present to the group, he or she is likely to pay close attention
and have high recall of the content. The goal is to create a teacher because those who know can do, but those who understand can teach. Use multimedia. One underutilized training method is video. The younger generation in the workforce is wired for visual learning mainly because they were born with a computer in one hand and a video game in the other. We live in an age where capturing video is easy and inexpensive. Video can also be watched repetitively. But don’t stop there. Use slide shows, webinars, voice recordings, presentations and other modes for learning. Use e-learning techniques and programs that require interaction, problem solving and online testing. Multimedia training must be focused on building understanding on top of knowledge. Effective training features multiple teaching methods and a solid philosophy behind the training. If training is simply about knowledge, it will never take nor will the team realize its full potential. The goal is a workforce of people that “get it” with a high level of understanding of the real meaning of product preparation, hospitality and service. And, most importantly, they stick around. For a more information on improving profitability and driving sales, contact AMP Services at rbraa@ampservices.com. Rick Braa is the founder of AMP Services, an accounting and consulting firm specializing in helping companies grow profitability.
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