Senior Sous Manual Draft

TRAINING MANUAL FOR THE Bellevue and Stadium

SeniorSousChef

Lavish Roots Catering & Hospitality

About thismanual

This manual is not only a comprehensive guide to the skills and knowledge needed to excel as a Sr Sous Chef, but also emphasizes the crucial leadership role that this position entails From effective planning and delegation to managing admin work and ensuring kitchen efficiency, this manual equips aspiring leaders with the tools they need to succeed at Lavish Roots

Additionally, it covers essential topics such as menu planning, dish execution, and café audits to help cultivate well-rounded and competent Sr. Sous Chefs.

OUR HISTORY

Lavish Roots Catering is a Certified Women’s Business Enterprise (WBE) that was founded in 2015 by Carly Duke, Ann Lamb, Brandon LaVielle, and Evan Garrard. What was born out of a commissary kitchen in West Seattle, has developed into operating over 20 different Cafés and kitchens in Redmond, Bellevue, and Seattle.

Lavish Roots' headquarters in Burien, Washington is home to company operations as well as a state-ofthe-art kitchen and training facility.

What is our Mission?

“Deliveringanimpactinthelivesofourguests.”

What is our Vision?

“Pioneer the future of the hospitality industry We care for our environment and community through knowledge and generosity.”

Companyand Culture

One of the single-most reasons Lavish Roots Hospitality has been successful over the years can be attributed to an inclusive culture We encourage Team Members to be themselves and be adventurous

WHAT WE EXPECT FROM YOU

As a Sr Sous Chef, leading a busy café and training those under you can be a daunting task. This manual lays out our expectations for you as a leader, providing the necessary information to effectively fulfill your daily and weekly job duties while also ensuring consistency across all of our kitchens Remember, as a leader, it is not only important to show up and work hard but also to see and value the people around you.

Show up Work Hard Be Professional See People

WHAT YOU CAN EXPECT FROM US

You will be provided with all the tools and resources you need to do your job If at any time you feel you need more clarification, information, equipment, or guidance, just ask!

We are a Team! We all want to see each other succeed! Just as life does, things do change from time-to-time in our cafés and kitchens. This manual will be updated as needed and evolve over time with your help!

Our Values

OntheJob

PLANNING & SEQUENCING

Failing to plan is planning to fail. How you organize your day, even before you get to work, sets the tone for your day and week.

ASSIGNING PROJECTS

Delegating tasks and projects appropriately will free you up to focus on leading a successful operation

ADMINISTRATIVE WORK

Our admin work is just as important as getting food up in time for service. From ordering and scheduling, to emails and daily recaps, it is all important.

BREAKFAST LUNCH DINNER

8:00am to 10:00am

PEAKTIMES

HAPPY HOUR

to 2:00pm

8:30am to 9:45am 12:00pm - 1:00pm

Some of our cafés offer breakfast, lunch, and dinner. While some of our cafés only offer breakfast and lunch. Please see the service times below. Note: the expectation is that we are ready with service 15 minutes prior to the posted time(s). 6:30pm - 7:15pm

to 8:00pm 5:00pm to 7:00pm

Thursdays in lieu of dinner.

6:30pm - 6:30pm

ABOUT OUR CULTURE & HOSPITALITY

Company culture and hospitality are essential elements of our organization. We aim to create a welcoming environment and provide a guest experience that sets us apart from typical "work cafeterias." By offering international cuisine and prioritizing hospitality from the moment guests enter our doors, we strive to create a space where people can come together over food, reminiscent of their favorite hangout spots. Our company culture is influenced by various factors, including leadership practices, team member behavior, workplace amenities, and organizational policies. As leaders, it is our responsibility to exemplify optimism, maintain consistent practices, exhibit professional behavior, and create a safe space for our team members to work and be heard. A positive and strong company culture forms a solid foundation upon which our hospitality thrives, remaining steadfast even in the face of changes

Our front-of-house team, known as the Experience Team, plays a pivotal role in delivering our hospitality vision. They are the first point of contact for our guests and have the opportunity to offer a warm welcome, maintain a clean and well-stocked Harvest area, and provide excellent guest service. The Experience Team sets the standard for the guest experience, ensuring that our guests feel valued and receive the level of hospitality they have come to expect. The kitchen teams further enhance the overall experience as guests interact with them at the hotline. By offering greetings, making suggestions, and being a friendly presence, the kitchen teams foster inclusivity and comfort for our Meta guests These interactions not only strengthen our work culture but also contribute to the overall hospitality we provide.

It is important to recognize that offering hospitality extends beyond the food line or the servery floor. Interactions with our Meta guests begin from the moment we arrive on the property. Whether in the parking lot, kitchen, or during breaks, every team member represents Lavish Roots and embodies the professionalism and values integral to a hospitality-first environment. Being mindful of our surroundings and those sharing our space is crucial Each guest we encounter presents an opportunity to connect, even in the smallest way. A friendly expression or a nod of greeting can establish a connection that eases future interactions between team members and guests.

As we cultivate a hospitality mindset and support it within our work culture, it is important to remember that our goal is to connect with our guests on a human level, even if it is just for a moment. As the saying goes, "One genuine connection can make you feel at home in an unfamiliar place." By prioritizing these genuine connections, we create an environment where our guests feel valued, comfortable, and truly at home.

CULTURE

Culture is the character and personality of an organization. It is the cumulative effect of leadership practices, and employee behavior. We, as humans, reflect our experiences and the environments that we live and work in. If said environments are fun, engaging, supportive, and rewarding, it can positively affect not only ourselves as individuals, but those we interact with. A healthy work culture bleeds into the hospitality our teams offer Our Meta guests will benefit from the time and energy we put into building our teams up by creating a safe space in which they can learn, grow, and communicate openly.

Company culture and hospitality are essential elements of our organization. We aim to create a welcoming environment and provide a guest experience that sets us apart from typical "work cafeterias." By offering international cuisine and prioritizing hospitality from the moment guests enter our doors, we strive to create a space where people can come together over food, reminiscent of their favorite hangout spots.

Our company culture is influenced by various factors, including leadership practices, team member behavior, workplace amenities, and organizational policies. As leaders, it is our responsibility to exemplify optimism, maintain consistent practices, exhibit professional behavior, and create a safe space for our team members to work and be heard. A positive and strong company culture forms a solid foundation upon which our hospitality thrives, remaining steadfast even in the face of changes

EXPERIENCE

Our front-of-house team, known as the Experience Team, plays a pivotal role in delivering our hospitality vision. They are the first point of contact for our guests and have the opportunity to offer a warm welcome, maintain a clean and well-stocked Harvest area, and provide excellent guest service. The Experience Team sets the standard for the guest experience, ensuring that our guests feel valued and receive the level of hospitality they have come to expect

The kitchen teams further enhance the overall experience as guests interact with them at the hotline. By offering greetings, making suggestions, and being a friendly presence, the kitchen teams foster inclusivity and comfort for our Meta guests. These interactions not only strengthen our work culture but also contribute to the overall hospitality we provide.

HOSPITALITY

Hospitality is offered on many levels from our cafés. From the Experience Team out front to the DMO’s in the back, there are endless opportunities to show our hospitality. One resource for ideas on ways to think about and engage in hospitable practices is the Weekly Hospitality Pre-Shift. This document approaches the Hospitality mindset from different points of view in hope that it will resonate with our team members in such a way that it makes them comfortable taking ownership of their part in the hospitality experience. As a Sr. Sous, It is essential that you take the lead in approaching guest engagement with positivity and creativity In working closely with the Experience Team, you will have an in-house support system which will leave no guest feeling unwelcomed.

It is important to recognize that offering hospitality extends beyond the food line or the servery floor. Interactions with our Meta guests begin from the moment we arrive on the property. Whether in the parking lot, kitchen, or during breaks, every team member represents Lavish Roots and embodies the professionalism and values integral to a hospitality-first environment. Being mindful of our surroundings and those sharing our space is crucial Each guest we encounter presents an opportunity to connect, even in the smallest way. A friendly expression or a nod of greeting can establish a connection that eases future interactions between team members and guests.

As we cultivate a hospitality mindset and support it within our work culture, it is important to remember that our goal is to connect with our guests on a human level, even if it is just for a moment As the saying goes, "One genuine connection can make you feel at home in an unfamiliar place." By prioritizing these genuine connections, we create an environment where our guests feel valued, comfortable, and truly at home.

THE CAFÉ PRE-SHIFT

What is a Café Pre-shift?

Every morning at each café we gather everyone together daily and do a line-up at 6:15am Each Chef/Lead walks through the daily menu, detailed execution of each dish, staff assignment of the dishes and expectations for timing throughout the day. This line up includes all BOH employees and your FOH Lead.

Once a week the entire team, all BOH/FOH included, gather together and the Chef will go over the Weekly Hospitality message and our Weekly Safety message with everyone

Why do we do our morning Pre-shift?

Daily Collaboration; This allows the team to get together and discuss the day as a team and work together on ways to execute the menu the most effective way. It creates a space for everyone to be involved and ask any questions about execution or pick-up

Menu Knowledge; With the wide range of cuisines we cook, this offers an extensive opportunity to teach and grow our teams We should take this time to go over each menu in detail, give a strong understanding of where the cuisine originates, and walk through execution from start to finish.

WeeklyMeetings

Monday 8:30am → Consumption Meeting

2:30pm → Sous Sync

Tuesday 7:30am → Homestead Lunch Menu Meeting

1:30pm → Highrail/Dinner Menu Meeting

Wednesday

7:30am → Crashpad & Showcase Lunch Meeting

TBD → B16/B20 Menu Sync Up

Thursday 3:00pm → Spring District Update Meeting

Friday 2:00pm → Sous Wrap up

DailyChecklist

8:00am - 8:30am

Greet everyone!

Check in with breakfast/taste food and do a quick check-in/walk-through from Salad bar, Pastries, and hot food service. Help if needed.

Check in with everyone, make sure there wasn’t any major issues, such calls outs, missing product, and make sure cooks understand menu and they have good direction toward a successful service

Check BF temp logs and card logs

8:30am - 9:00am

Admin work, check emails, Safety Message, Hospitality Message (making sure it got done)

Check orders in Cafepro Make sure orders are locked and make sure orders for the next few days are in order to stay ahead of schedule, don’t want to miss product we can back it up later

Check in with Highrail (concept cafe) to make sure they are in a good spot and help if needed

9:00am - 10:00am (Breakfast Rush)

Walk-through all areas to check in food quality and make sure we are refilling as needed

Work with Breakfast if needed on keeping up with the pace

Check walk-ins, making sure it is getting purge, and is up to standards

Check in with Lunch Cooks and prep cooks, and handle a lot of questions and clear out any confusions

10:00-11:00 am

Make sure the consumption log for bf is getting done and just do quick look into the overall waste

Check emails, calendar, or anything that might come up such as making a phone call to the purchaser, to go over a disciplinary action, etc

Check in with Lunch cooks, at this point this check in is more in depth such as tasting things, checking in the times, addressing any changes if needed, etc.

Focus in Highrail (concept cafe, opens at 11am) 11:00am-2:00pm

Lunch Temp logs

Work Service

Make sure line is set up

Stations are set up

Cards are updated

Back up plan if needed

Walk-throughs

Pizza, Soups, Carvery, Salad & Deli Bar, Concept Cafe

Delegate workflow

12:00 - 1:30pm

Be present for the rush

2:00pm - 3:30pm (End

Take a pick overall waste and left overs

of Service)

Point out some cleaning areas that need more attention

Give out some good/bad pointers to Sous and JR to work with our Lunch Cooks

Office, again check in emails, workchat, disciplinary actions etc

Check in with prep team, make sure prep got done and make sure they have the next day prep list (sous) Go over incoming orders with Sous and go over any questions, concerns on upcoming menus, Plans, Changes, things that we need to focus, etc

3:30pm - 5:30pm

Clean

Walk-in Purge

Blast Chiller Logs

ORDERS

3:30PM-4:00PM

Check-inwithLineCooksontheirprepprojects

CompleteFullTastingofDinnerItemsandmakeadjustmentsifneeded

CheckFOHSet-uptoensurepropercardsandproducts

4:00PM-5:00PM

RecordWalk-inandFreezerTempsontheappropriateTempLog

Ensureallteammembershavetakena10minuteBreak

Check-inwithFOHLEADonHarvestSet-up

5:00PM-6:00PM

Set-up Hot Line with Bon Chefs, Equipment, and Cards

Double Check all Cards for Accuracy

Tasting of all dishes one final time before opening service

Begin assigning evening breaks for team members (Lunch/Dinner Break)

Check Sanitizer Bucket PH Levels (DMO’s)

6:00PM-6:30PM

Check-in with Line Cooks on all dishes for service

Begin filling the Hot Line with Prepared Menu Items

Do one more final tasting if needed on any items on the line

6:20pm - 10 Minutes before service ↓

Send Video Line-up to Group Chat

Take Dinner Temps (1st Temp Check - 6:30pm)

Ensure all Temps meet Safety Code, take corrective actions if needed

6:30PM-7:00PM

Open the Hot-Line to Meta for Service

Welcome all Guests and give them a Smile and a pleasant attitude (Hospitality)

Keep Line Maintenance up

Continue Back-up Food Production

Check back in with FOH

7:00PM-8:00PM

Continue Back-up Food Production

Take Dinner Temps (2nd Temp Check - 7:30pm)

Ensure team members get another 10 minute Break

Check-in with DMO/Dish-pit

Input Temps into Google Drive

Consolidate Hot-Line

Delegate Cooks to assist with breakdown and cleanup

8:00PM-8:30PM

Break-down Hot-Line / Empty all Hot Boxes (Alto-Shaam)

Record Waste on Consumption Logs

Put away items on the last drop as well as organize Walk-in

8:30PM-9:30PM

Assigning cleaning duties for closing

Complete/Input Temp Logs, Consumption Log, and Daily Recap

Kitchen Walk-Through Cleanliness Check

Kitchen Walk-Through Equipment Check (Ensuring all Equipment has been turned off)

MENU CARD EXAMPLES

DAILY ADMINISTRATION

Menu Cards

This is our food label and menu ingredient system that contains dietary and allergens information. Cards are one of the most important aspects of the job. The information given on these must be accurate No card equals no food

Food Allergens & Labels

The Culinary Team has a specific global look for food labels to make sure the ingredients are clearly called out.

How does it work?

The Culinary Team uses ingredient lists and images to make sure our guests know what is in each dish or in the food that we prepare.

ORDERING PRODUCT

Step by Step

Begin the ordering process by bringing up Menus from the Meta Chef for the week you are ordering for.

Using Cafe Pro go to the date of the menu and service period you will be ordering for, and sort the menu in the Order Guide tab by Vendor. Scroll past all of Charlies and we will begin with Dry Goods. Scroll down until you find the first vendor that is not Charlies Produce

It is imperative that while you are ordering dry goods that you are in the dry storage placing eyes on each of these products.

Now start going down the list checking each item that is needed for the menu. Check the shelves and see if there is product in house that is usable before ordering more **It is beneficial to have the current week’s menus open to refer to

This will help to see if you are still using that product for a day in the week you haven’t quite gotten to yet.

After you have completed the dry goods ordering for the day now go back through and double check your delivery dates and order by dates to ensure they are correct.

Now it is time to order the produce.

When ordering Produce for the cafe there are a few different approaches

This can be done all at once a week prior to orders being placed. The important thing here is that you have a Sous or Jr. Sous Chef checks what’s being ordered vs. what’s in house For Example: If there is a case of carrot in your walk in and it is no longer on a needed menu, and another case being ordered. The case being ordered should be backed off the order guide the day prior to it being locked by the Meta Chef.

Another approach to this would be to have the Jr. Sous send a list of what Produce the cafe will need based on what's in house already This list needs to be sent to and entered in by the chef the day prior to locking.

ORDERING CADENCE

All orders MUST be placed a day before the Order By Date and be Locked by a Meta Chef You will not be locking in your own orders

For the majority of vendors orders are placed the day before they are shipped S Some vendors like Macrina, Sun Foods or Reshmis have a few days of lead time.

Dry Goods (Harbor, Chef Warehouse)

Bellevue Blocks (Delivery Dates: Monday, Wednesday, Friday)

Stadium (Delivery Dates: Thursday)

Produce (Charlie’s Produce)

Every Campus (Delivers Daily)

Specialty Goods (Reshmi’s, Sun Foods)

Bellevue Blocks (Delivery Date: Tuesday - Order by Friday)

Stadium (Delivery Date: Wednesday - Order by Friday

Grab and Go Program (James Broetz to assist)

First and foremost, everyday you should be taking stock of what you have and making notes for your order placer should more products need to be ordered. Some items need to be communicated in a timely manner (see ordering schedule above)

Mix any last minute dressings or sauces Slice any proteins needed (cook if necessary)

Pull the following week's menu on Monday and begin looking around the cafe for items that can be used and to check what you have in stock for next week's menu

Add comments on the GNG rotation doc for META Chef to approve (If you need to sub something like farro for wheat berries to reduce your purchasing cost, make that note for META Chef to approve.) Every META Chef is different but the common theme among all of them is OPEN COMMUNICATION

Prep any fresh items day of needed for your service to maintain freshness, ie no delicate herbs cut day before

Build your dry goods order for the following week on Tuesdays (Collaborate with other order placers to alleviate double ordering products)

Determine what produce you need to order in for the end of week on Tuesday

Last minute checks on dry goods before order gets locked and placed (Wednesdays)

Begin assembly of your items by 4pm and deliver to Micro Kitchens by 6:30pm

TEMPERATURE AND RECEIVING LOGS

You should have a physical copy in clear view of this form to manually record hotline service temperatures for a chef auditing your café and/or a health inspector to easily access when they are presentinyourcafé.

At the end of your day, you will digitally transfer this information to the folder located in Google Drive. Enter it in your respective café, in the respective month and day as well It is a priority that this informationisenteredcorrectlyeveryday

Breakfast/GNG/Harvest

Lunch

Dinner

Non-Perishables

Recaps, Consumption, and Temps

CONSUMPTION LOGS

Consumption logs should be filled out at the end of your day. All waste from the hot boxes/hot line should be dumped into a Cambro with a green, compostable trash bag in it Ensure any waste is disposedoutsideoftheguestseye.

Using the printable worksheet, you should be recording the amount of each individual item in quarts. This information well then be digitally entered in the consumption log folder, and in your respective café folder as well. Entering accurate information is of the utmost importance. Also include the menu theme for that days respective menu,andthenumberofguestsserved.

These serve as a great reference point for ordering for future reiterations of any menu Use these to remember what was popular, and what wasn’t. This is a wonderful tool you have at your disposal to tighten up your ordering so you do not have a ton of waste, and a bunch of unused product sitting around taking up space in your café’s respective storageaccommodations

EMAILS (MICROSOFT OUTLOOK)

We want to emphasize the importance of effectively managing your email communications As a leader, it is your responsibility to prioritize reading and responding to emails in a timely manner. You can expect to receive daily recaps from the production/prep team with essential information about the next day's service, such as possible product shortages, menu deviations, and dish execution instructions. Additionally, the safety team will send weekly safety messages via email for you to share with your crews at your respective cafés You will also receive important communications from LR senior management and Team Member Resources via email.

To ensure efficient communication, it is crucial that you thoroughly read and acknowledge your emails with a timely response, even a simple "heard" or "understood chef" If you encounter any confusion or uncertainties, we encourage you to reach out to the original sender directly by replying to their email (not "reply all") to seek clarification.

By being proactive and attentive to your email communications, you can effectively manage your responsibilities as a Sr Sous Chef and maintain clear and open lines of

Interviews

Interview Questions:

What is Legal and What is Not

Illegal Interview Questions

It is illegal to ask a candidate questions about their:

Age or genetic information

Birthplace, country of origin or citizenship

Disability

Gender, sex or sexual orientation

Marital status, family, or pregnancy

Race, color, or ethnicity

Religion

Age

The Age Discrimination in Employment Act of 1967 protects job seekers over 40. Age questions not to ask in an interview include:

When were you born?

How old are you?

What’s your birth date?

What year did you graduate high school?

Why does high school graduation date make the list of questions you can’t ask in an interview? It can show your age

Can Ask:

However, How old are you? And What’s your birth date? are fine if it’s a legal requirement for the job. Our minimum age requirement is 18 and this will have been handled in the initial phone interview.

Country of Origin / Citizenship

For most employers, citizenship makes the list of illegal questions to ask in an interview. As long as the applicant’s paperwork is legal, hiring managers aren’t entitled to this info.

IIllegal

Are you a U.S. citizen?

Where were you born?

What’s your background?

Can you send your birth certificate?

How did you learn Spanish?

Are your parents from the US?

Can Ask Disability

Can you read, write, and speak in English?

Do you have any other names?

If we hire you, can you show proof of citizenship or eligibility to work in the US?

Most inquiries about disabilities and medical conditions count as illegal interview questions. We are only allowed to ask, “Can you do the job?”

Illegal

Are you disabled?

Have you ever had a workplace injury?

Have you ever filed a claim for worker’s comp?

Do you have a medical condition that would prevent you from doing this job?

Can Ask Gender / Gender Identity / Orientation

Can you perform the essential duties in the job description?

If the applicant’s gender is a bona fide occupational qualification, it can be asked about.

For us, this is NOT a qualification. These are questions you cannot ask in an interview as an employer:

Illegal

What’s your gender?

What’s your sex?

M/F?

What’s your sexual orientation?

How do you identify?

Have you had transition surgery or treatments?

Can Ask

Do you have preferred pronouns?

Do you have a preferred name that you go by?

Marital or Family Status / Pregnancy

Questions about pregnancy, plans for family, children, and child care are illegal job interview questions You cannot ask about the candidate's family

Are you married?

Do you have children?

Are you single?

Illegal Can Ask Race / Color / Ethnicity

What’s your marital status?

Can you perform the duties in the job description?

Nothing else! Not even if an applicant is obviously pregnant.

Here are some examples of what not to ask in an interview:

Illegal Religion

What’s your race?

What’s your color?

What’s your ethnic background?

What nationality are you?

Only Religious organizations can discriminate based on religion. For all others, inquiries about religion are questions you can’t ask in an interview.

Illegal Can Ask

Are you religious?

What religion are you?

What’s your denomination?

Who’s your pastor?

Nothing!

Height / Weight

Height and weight can tie into race. That’s why these are illegal interview questions.

Illegal Can Ask

How much do you weigh?

How tall are you?

Can you do all job duties listed in the job description?

Financial Information

Some questions about financial status have been used to discriminate against minorities.

Illegal Interview Questions (if Used to Discriminate)

Do you own a car?

Do you own or rent your home?

Are you in debt?

Can Ask

If owning a car is part of the job, we can ask: Do you own a car?

Unemployed Status

We can ask about unemployed status as long as we don’t use it against certain races, ages, or other groups.

Illegal Background Checks / Credit Checks

When did you enter the workforce? (This can hide age discrimination.)

Conditions of employment with Lavish Roots are pending a background check and EVerify, however, these are questions that we cannot ask:

Illegal

Do you own or rent your home?

Do you have a bank account?

Have you declared bankruptcy?

Have your wages been garnished?

(Using background checks to discriminate by age, race, religion, medical condition, etc.)

Can Ask

Background checks are legal

Medical Questions & Examinations

We shouldn’t judge if someone with a medical condition can do a job. Medical queries are important questions not to ask in an interview.

Illegal Can Ask/Say Address

Do you have a disability?

How did you lose your leg/arm?

How will you do the job functions?

Illegal Can Ask Availability

Do you rent or own your home?

Who do you live with?

What relation to you are the people you live with?

What’s your address?

How long have you lived at that address?

What’s your previous address?

How long did you live at your previous address?

Availability questions aren’t illegal interview questions according to the EEOC. That said, they can be illegal questions if they could be used to discriminate.

Illegal Can Ask Education

Can you work weekends? (Could be seen as asking about religion)

Can you work nights? (Illegal if the employer only asks women)

What days can you work?

Can you travel for work?

Do you have reliable transportation to work?

The EEOC doesn’t mention education in their list of questions not to ask in a job interview. Still, some education questions can uncover an applicant’s age.

Illegal Can Ask Military Service

When did you graduate? (Age discrimination)

Do you have a high school degree or GED?

What school did you go to?

What degree do you hold?

Military service isn’t on the list of inappropriate interview questions. However, in most cases we shouldn’t ask about the type of discharge.

Illegal Can Ask Organizations

Why were you discharged from the military?

Were you in a foreign military service?

What training/experience did you receive that relates to this job?

We can’t ask about non-professional organizations. If we do, it can be seen as asking about race, gender, age, etc. Here are some interview questions not to ask:

Illegal Can Ask Personal Info

What fraternity were you in?

Are you in the local country club?

Are you in any professional associations/organizations?

There’s often nothing wrong with asking about other names Some personal info can show family status, race, or other sensitive details. In those cases, these are illegal interview questions:

Illegal Can Ask

What’s your maiden name?

Have you changed your name?

Have you worked for us before under a different name?

Relatives

Asking about family status isn’t legal except when it bears directly on the job. Inquiries about conflicts of interest aren’t illegal questions to ask in an interview.

Illegal Can Ask

Can you give the names of any relatives who work for our competition?

Do you have relatives working for our competition?

Do you have relatives who work for us? What are their names?

HIRING BEST PRACTICES PRESENTATION

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Progressive Disciplinary Process Timeline

Progressive Disciplinary Process Timeline

Last updated Feb 7, 2023

The following process for progressive disciplinary action is as follows:

How to complete a disciplinary documentation on Paycom

High Level Overview of steps in the process:

Verbal Warning AKA Coach and Counsel-Documented on paycom

Written Warning-Documented on paycom

Final Written Warning-Documented on paycom

Decision Day AKA Last Chance/Suspension-Operations & HR to advise on next steps

Separation-HR & Manager process

***This is meant to be a guideline and discretion is necessary when dealing with each individual event or action which could speed up or slow down the steps in the process.

***Equity and fairness should be the measurement to these decisions ensuring all team members are being held to the same standards. Favoritism and discrimination are easily perceived by team members when they don’t feel they are being treated equally with other team members If we write up a team member for a violated policy or performance issue, we do it for all with similar violations including attendance.

VIEW IN GOOGLE DOCS

https://docs.google.com/document/d/1 -0hBL1BW0-rLeaP-SYUkA5MOmlfVY54/edit

Performance Improvement Plan Procedure

Step 1: Identify the Performance Issues

The first step in creating a Performance Improvement Plan is to identify the specific areas where the team member is falling short.

Examples of performance issues that may arise include:

Team members not meeting food quality standards

Team members consistently preparing food incorrectly

Dishwashers frequently leaving dishes dirty or incomplete

Issues with attendance, including late arrivals and call outs

Step 2: Schedule a Meeting

Once you have identified the performance issues, schedule a meeting with the team member to discuss the PIP. During this meeting, explain that there are performance issues that need to be addressed, and that you will be working together to create a plan to improve performance.

Step 3: Outline the Plan

During the meeting, work with the team member to outline the Performance Improvement Plan. This plan should be specific, measurable, and achievable.

A sample plan for a team member who is not meeting food quality standards might look like this:

Objective: “Improve food quality to meet standards”

Action Steps:

Meet with the chef (or supervisor) daily/weekly to discuss progress

Receive feedback regularly from chef (or supervisor) on the quality of their dishes

Timeline: Achieve improvement within 90 days

Step 4: Agree on Expectations

Once the plan has been outlined, agree on specific expectations for improvement with the team member. Make sure these expectations are realistic and achievable within the given timeline For example, you might agree that the team member will receive measurable positive feedback most days for a period of 90 days.

Performance Improvement, Continued

Step 5: Follow-Up and Support

After the meeting, provide the team member with ongoing support to help them achieve the objectives outlined in the Performance Improvement Plan. This might include additional training or coaching, regular check-ins to discuss progress, and positive feedback for improvements made.

Step 6: Monitor Progress

Throughout the duration of the Performance Improvement Plan, monitor the team member’s progress closely. Provide feedback on their performance and make any necessary adjustments to the plan to ensure that they are on track to meet their objectives.

Step 7: Evaluate Results

At the end of the Performance Improvement Plan, evaluate the results and determine whether the team member has successfully improved their performance. If the team member has met their objectives, provide positive feedback and continue to support their ongoing development If not, you may need to revisit the PIP and create a new plan with more specific goals or additional support.

Overall, the key to creating an effective Performance Improvement Plan is to be specific, measurable, and achievable, and to provide ongoing support and feedback throughout the process.

VIEW IN GOOGLE DOCS

https://docs.google.com/document/d/1r0EmkJPUxTPQvyL51JtpKiChxtLDQMH7h SkuE

HAe8I/edit

Performance Reviews

Setting Clear Expectations: Coaching Session Guide

Overview: This coaching session guide is designed to help managers set expectations and learn more about the existing expectations of both current and new team members. The objective is to establish clear expectations for team members, learn more about the people you lead, and support them in maximizing their natural talents on the job It is recommended for a manager to use this guide as a tool for onboarding new team members and can also be used during goal setting or performance review processes. Additionally, this can be used at the start of each year with all team members to reset expectations.

Introduction: Here is some verbiage that you may choose to use when introducing this guide to your team members. Our recommendation is to use the below paragraph by paraphrasing or using your own words, so that you may come across as yourself and aren't just reading from a document!

“During this coaching session, I have some specific questions to ask you so I can be more effective in supporting you and helping you achieve your goals. This session includes some questions that will help me learn more about your strengths, what you enjoy most about your work, what motivates you, what goals you’re focused on, and what your expectations of me are Please answer the questions candidly, as that will give me the best opportunity to support you in doing what you do best.”

GOOGLE DOCS FOLDER

https://drive.google.com/drive/u/1/folders/1boywkIc2OrWbnvCTzhSfdyt0RcGj0rM3

Initial Performance Questions

Start with an icebreaker question: 1

Which parts of your role/new role are you looking forward to the most? Why?

2. Define Excellence

How should we define “Excellence” for your role?

What are the specific areas you need to excel in?

3. Recognition and Feedback:

When you achieve your goals, how would you like to be recognized?

What will make you feel valued here?

Do you prefer regular feedback or just feedback during performance evaluations?

4. Communication:

Will you tell me how you are doing or feeling, or do I need to ask?

What communication style do you prefer?

5. Teamwork:

What will help you to feel like you are a part of the team?

How can we help you collaborate with others effectively?

6. Learning:

What is the most effective way for you to learn?

Do you prefer one-to-one mentoring, or group sessions?

7. Frequency of Meetings:

How often do you think you and I should get together to discuss how things are going?

Would you like a weekly or bi-weekly check-in, or do you prefer to meet as needed?

8. Expectations:

What do you think I expect of you this year?

What are your expectations of me as your coach/manager this year?

9. Closing:

In conclusion, is there anything else you would like to add that would help me know you better?

Key notes to consider

The manager on site should be evaluating and making judgment calls on when to escalate the process or skip steps due to severity of situations including safety concerns.

Attendance and performance should be treated as separate progressive disciplinary action process in most cases, BUT this is not always the case.

Example of when we would combine attendance and performance: The team member has had excessive absences and is on a final for attendance. The team member violates a company policy and we choose to terminate.

Example of when attendance and performance would be treated separately: A team member is on a final for a past performance issue that has since been rectified and shows up late for work. We would start a new verbal process for attendance for this person.

***discretion and collaboration with HR and management is key in moving through the progressive disciplinary process

Actions to be taken by Team Member Resources:

Reviews all provided information from manager and identifies missing pieces if any regarding the circumstances surrounding the attendance or performance issues, previous attendance records and performance documentation and evaluates a course of action for the team member.

Communicates the proper course of action for team member based on discussion with Manager, Team Member Resources and Operations if necessary.

Follow up to ensure the proper process has been completed by the manager Updates Operations & Recruiting team as needed regarding the status of the team member

COLLABORATING WITH META CHEFS

Working on menu substitutions

When doing ordering for a cafe it is important to take into consideration utilizing products in inventory for a menu instead of ordering in a product specifically for a menu Things as simple as replacing a Farro on the menu with a Wheat Berry or Spelt are great things to talk about during menu readings with your Meta Chef

As we all know things do not always go as planned

When facing those scenarios do remember that our Meta Chefs are here to support us We want to be honest with them and communicate what is going on. If you can, provide a solution to the Meta Chef it is always better to approach them with a potential fix to what's going on A greater portion of the time they will offer a solution

Remember to ask questions.

In the menu meetings some of the Meta Chefs can go pretty quick or glaze over content Make sure to stop them and ask questions about what you need to know A good method of this is to compile all of your questions into a singular email and send that to them. They are happy to see the involvement in the program and the attention to detail

Just like everyone else in the world, each Meta Chef is different. It is important to learn how they communicate and to provide that as much as possible When starting a relationship with a Meta Chef ask them, “How do you prefer to be given information; Is it an email, workplace chat, etc?”

COLLABORATING WITH CHEF DE CUISINE(S)

The collaboration between the Chef de Cuisine and Senior Sous Chef is based on a close-knit and symbiotic working relationship. The Chef de Cuisine serves as the primary point of contact for any queries or concerns related to café operations, ensuring that standards are established and maintained They also hold the management team accountable while providing necessary support on a daily basis

Additionally, the Chef de Cuisine acts as a liaison between the Operations Team and the Meta Chef Team, connecting the café's upper management with the necessary information. This can include communicating service or program changes, sharing menu and prep execution details, managing ordering and budgetary logistics, addressing disciplinary actions or setting goals, and providing coverage for regular responsibilities during time off

It is the responsibility of the Chef de Cuisine to ensure that the Senior Sous Chef is set up for success and held accountable, thereby maintaining a high level of efficiency within the café By fostering a collaborative and supportive environment, the Chef de Cuisine and Senior Sous Chef work together to create a cohesive and effective team that delivers exceptional culinary experiences

COLLABORATING WITH DIRECTOR OF OPERATIONS

The collaboration between the Operations Director and Senior Sous Chefs plays a vital role in ensuring the smooth functioning of our operations. The Operations Director serves as the primary point of contact between Meta and Lavish Roots on a contractual level, overseeing the entirety of the operation through our onsite leaders

While day-to-day interactions and problem-solving occur at the café level between the café chefs and our Lavish Roots Chef teams, the Operations Director and the Operations team work behind the scenes to establish expectations and standards They provide guidance to the teams involved in our daily operations and actively seek to remove any obstacles that may hinder our ability to deliver exceptional food and hospitality to our clients and guests

When faced with challenges and unsure of how to achieve the desired results, the operations team is there to offer assistance. Whether it's providing the necessary answers or directing individuals to the appropriate resources, they ensure that questions are addressed and solutions are found

Through effective collaboration and support, the Operations Director and Senior Sous Chefs work together to create a cohesive and efficient operational environment, enabling us to consistently deliver outstanding culinary experiences to our valued clients and guests.

COLLABORATING WITH THE TEAM MEMBER RESOURCES

NotesAbout Professionalism

PERSONALITY

Food Knowledge, Research, Ingredients, and Recipes

ETIQUETTE

Importance of Detailed Instruction, Execution Notes, Café Execution

FRATERNIZATION

Ordering: Breakfast, Lunch, & Dinner

LEADERSHIP

Dish Execution, Consistency and Uniformity

ETIQUETTE Cuisine

Our Lavish Roots team at Meta and Meta Reality Labs serves a different cuisine each service. Our menus are unique, distinctive, and diverse. The amount of time and research that the chefs dedicate to our menus should show all the way through the process from production to the service of each dish.

Food Knowledge, Research, & Ingredients

Many of us come from restaurants or an operation where the menu may be a certain theme or genre. With our menus rotating through a plethora of global cuisines, there will be times when we aren't familiar with certain menu items, ingredients, or even the cuisine as a whole. And that is ok! When this happens, don't be afraid to speak up and reach out to the Chef de Cuisine Ask questions and you can even do some of your own research. Over time, you will learn about the different offerings we have and you will ultimately become a stronger cook! Use cookbooks or the internet to research items and cuisines that you may be unfamiliar with. All of us do it!

Recipes

Some of our menus have specific "tried and true" recipes that will accompany the menu notes. Recipes will not always be available for certain items.

FRATERNIZATION

Food Knowledge, Research, & Ingredients

Friendships with Supervisors

Being friends with a direct report may have both positive and negative consequences. On one hand, friendship might facilitate honesty, trust, and job satisfaction for both parties. But, friendship might also make managers and team members confused about how they should treat each other. Just like romantic relationships between coworkers, friendships between managers and team members should remain professional in the workplace Questions of favoritism might arise too, and result in negative feelings and loss of morale. For these reasons, we discourage managers from being friends with their team members. We do encourage a harmonious and open relationship, but we think it’s to everyone’s best interest if managers are not involved with their direct reports outside of the workplace.

“A few of us are going to happy hour after work. Want to join?”

It’s common enough for coworkers to go out and socialize after work. But if you’re part of the leadership team, and you’re invited by your team, the situation is much more complicated.

If you accept, you risk complicating your professional relationship. If you decline, you could unintentionally give the impression that you dislike your team or aren’t interested in getting to know them.

So how do you draw the line between work and play? Should managers socialize with team members outside of work?

Let’s take a look at the pros and cons of socializing with team members outside of work.

You'll get to know your team better

It can build stronger relationships

It can increase team member engagement

Potential liability issues

Team members can take advantage of the professional relationship

LEADERSHIP

to Carry Yourself as a Leader

We’re “read” unconsciously by the people around us. We convey our attitudes through our non-verbal signals much more powerfully (and directly to the unconscious) than we do through our speech So when you try to get a sense of your personal presence – how you’re showing up – you need to understand that your physical actions and presence are what conveys your persona – your personality – to others. It’s all the more powerful because it’s unconscious.

Body language is crucial to your understanding because body language tells us what we think about other people -- and they think about us. People decode emotions primarily through gesture (and tone of voice). The emotional component represents a separate, non-verbal conversation that goes on parallel to the verbal one, and typically a split second before the verbal one

How

NotesAbout theMenu

ABOUT THE FOOD

Food Knowledge, Research, Ingredients, and Recipes

MENU MEETING

Importance of Detailed Instruction, Execution Notes, Café Execution

PLANNING YOUR DAY

Ordering: Breakfast, Lunch, & Dinner

MAKING THE DISH

Dish Execution, Consistency and Uniformity

ABOUT THE FOOD

Cuisine

Our Lavish Roots team at Meta and Meta Reality Labs serves a different cuisine each service. Our menus are unique, distinctive, and diverse. The amount of time and research that the chefs dedicate to our menus should show all the way through the process from production to the service of each dish.

Food Knowledge, Research, & Ingredients

Many of us come from restaurants or an operation where the menu may be a certain theme or genre. With our menus rotating through a plethora of global cuisines, there will be times when we aren't familiar with certain menu items, ingredients, or even the cuisine as a whole. And that is ok! When this happens, don't be afraid to speak up and reach out to the Chef de Cuisine Ask questions and you can even do some of your own research. Over time, you will learn about the different offerings we have and you will ultimately become a stronger cook! Use cookbooks or the internet to research items and cuisines that you may be unfamiliar with. All of us do it!

Recipes

Some of our menus have specific "tried and true" recipes that will accompany the menu notes. Recipes will not always be available for certain items.

Beam Armchair

$ 450

Beam Armchair

Or sunt autassum volore

MENU MEETINGS

Menu meetings are designed for you as chefs to get the most detailed instruction out of each dish and how we execute at the café level BRING A PEN! These meetings are an open discussion and an opportunity to ask questions. Some things may change! Be prepared, bring a pen, and be ready to take notes! We discuss cooking procedures, proper techniques, cooking times, and differences in technique between small and large campuses

Execution Notes

Execution notes are there for a reason, these are detailed notes on how to execute your dish from start to finish. Please adhere to these notes. Café execution menus and notes are given out every week at the menu meeting These provide detailed instructions for each dish for every day of a given week. You need to download the menu document as a Word File in order to see the Meta Chef notes. You will then print and put together packets for yourself and each of your cooks.

Order Cut-Off Times

Breakfast, Harvest, Dry goods

3:00 pm -- 48 hours in advance

Lunch

8:00 am -- 1 week in advance (7 days)

Dinner

4:00 pm -- 1 week in advance (7 days)

Ordering Quantities

Menu Quantities

Breakfast/GNG/Harvest

Lunch

Dinner

Timefor Service

SERVICE DESCRIPTIONS

Breakfast, Lunch, Dinner, Grab & Go, Enhanced Happy Hour

RESPONSIBILITIES DURING SERVICE

Notes for Team Members, Menu Examples

DuringService

TASTE THE FOOD

SERVICE RESPONSIBILITIES

The food is ordered, delivered, and prepped. Now it's time for service, and the Jr. Sous is the captain of service.

YOUR RESPONSIBILITIES DURING SERVICE

1 Always be present on the line

2 Greeting guests as the approach the line

3 Keeping the line maintenance up

4 Control your pass, just as if you were in a restaurant setting

5 Calling for food as needed

6 Communicating with cooks to understand what current food levels are looking like

7. Logging temperatures

REMINDERS

1. Cooks are clean, organized, and professional

2. Prep tables are clear of any clutter and items not necessary for service

3. Back up items are identified and ready to go if needed

4. Back up utensils are within reach and ready to go

Breakfast HotSides

HOT SIDE RESPONSIBILITIES

The breakfast program is expansive Many items are offered and must be consistent every day across all cafés One of the most important aspects of this position is time management The breakfast cook needs to be as self sufficient as possible to allow the rest of the team to focus on lunch prep

The breakfast cook is responsible for handling their own prep for the following day(s). Next day prep is crucial to the success of the breakfast program. Along with managing the breakfast menu, the breakfast cook is needed to assist on lunch prep, setting up the breakfast line, the cards, breakfast consumption log, and breaking down the breakfast line.

Daily Hot Breakfast Offerings

Weekly Breakfast Special

**Flour Tortilla

**Breakfast Vegetable Daily Selection

**Roasted Red Potatoes

**Tater Tots

*Scrambled Egg Whites

*Scrambled Eggs

**Vegan Tofu Scramble

**Incogmeato Breakfast Sausage Patty

Housemade Chicken Breakfast Sausage

Uli’s Pork Breakfast Sausage

Bacon

**Oatmeal

**Congee

*Chinese Doughnut

Chinese Sausage

**Salsa Roja

**Habanero Salsa

**Green Onion

*Cheddar Cheese

Breakfast Harvest

HARVEST

Harvest is our version of a hybrid Front of the House (FoH) and pantry program, known traditionally as "Garde Manger". The Harvest Team is responsible for anything on the opposite side of the Hot Line, mostly cold items. While the Harvest team operates independently from the traditional “hot side”, our chef team is absolutely responsible for what happens in the Harvest area(s)

Daily Harvest Breakfast Offerings

Oatmeal Bar

**Toasted Nuts and Seeds, **Dried Fruits, **Toasted Coconut Flakes, **Brown Sugar

Congee Bar

**Congee, **Green Onion, **Fried Shallots, *Chinese Doughnut Egg, Chinese Sausage

Waffle Bar

*Waffle Batter, *Whipped Cream, *Whipped Butter, **Maple Syrup, **Rotating Macerated Berry

Bread Offerings

**Blazing Bagels Plain Bagel **Blazing Bagels, Rotating Bagel, *Gluten Free Bread

Available by Request **Macrina Rustic Potato, **Macrina Rotating Bread,

*Plain Cream Cheese *Butter Chips **Rotating Jelly/Jam Packets **Peanut Butter

Rotating Fruit Offerings (Example)

**Cantaloupe, **Pineapple, **Green Grape, **Red Plum, **Peach Juice Bar Offerings

*(*)Rotating Smoothie, **Fresh Squeezed Orange Juice, **Apple Ginger Shot

Daily Breakfast Deli Bar Offerings

*Plain Greek Yogurt, **No Nut Granola, **Almond Cashew Granola, *Hard Boiled Egg

**Smashed Avocado

Smoked Steelhead Bar (*Served Fridays)

House Smoked Steelhead, **Blazing Bagels Pumpernickel Bagel

**Accouterments

Capers, Lemon, Red Onion, Tomato, Olives

Lunch&Dinner HotLine

HOT LINE RESP

Lunch service is the focal point of our program because every single café in the Lavish Roots system provides a lunch service.

Lunch menus typically consist of eight items savory items and two desserts

Breakdown of the Lunch Menu

Entrées (2)

Meat Entrée

Meat Entrée

Vegetarian/Vegan Entrées (2)

*Vegetarian Entrée

**Vegan Entrée Starches (2)

*(*)Super Starch

**Steamed Whole Grain

Vegetables (2)

*(*)Sassy Vegetable

**Clean Seasonal Vegetable Desserts (2)

*(*) Seasonal Dessert

*(*) Seasonal Dessert

Lunch&Dinner Harvest

EVERY ASPECT OF CAFÉ, INCLUDING HARVEST

The Lunch and Dinner Harvest program consists of standing staple items as well as seasonal rotating items in a salad bar/deli bar format

Breakdown of the Harvest Lunch and Dinner Offerings

Rotating Deli Bar Offerings

Sliced Deli Meat, Sliced Deli Meat, Sliced Deli Meat

*Cheddar Cheese, *Rotating Cheese, *Rotating Cheese

**Rotating Hummus

**Lettuce **Sliced Onions **Sliced Tomatoes, **Dill Pickle Chip / Spear **Mama Lil’s Hot Peppers, **Rotating Pickled Item

Harvest Salads

*Egg Salad, Tuna Salad, Chicken Salad

Rotating Salad Bar Offerings

**Romaine Lettuce, **Arcadian Spring Mix, **Spinach, **Baby Kale, **Carrots, **Red Bell Peppers, **Cucumber, **Cherry Tomatoes, **Red Onion **Radish, **Kalamata Olives

Protein Offerings

Diced Grilled Chicken, **Rotating Tofu, **Rotating Bean Salad

**Croutons

Daily Salad Dressing Offerings (3)

Caesar, *Cucumber Ranch, **Balsamic Vinaigrette

Rotating Salad Dressing Offerings (2)

**Vegan Dressing, *Vegetarian Dressing

Weekly Rotating Soup Offerings (2)

Meat Based Soup, *(*)Vegetable Based Soup

EnhancedHappyHour

ENHANCED HAPPY HOUR

Thursday 5:00 pm - 7:00 pm

Enhanced Happy Hour Thursday's occur in our cafés that have dinner service

The menus can very a bit, and can be designed to use product that we have on-hand.

Most of the time the menus follow a specific them. (i.e.: Nacho Bar, Mediterranean Snacks, etc).

Below is a sample menu.

Snacks

**Grilled Pita

Pita (Contains Wheat, Soy), Olive Oil, Salt

**Hummus

Chickpeas, Garlic, Tahini, Parsley, Olive Oil, Lemon, Salt, Paprika, Cumin

**Baba Ghanoush

Eggplant, Garlic, Lemon Juice, Tahini, Olive Oil, Salt, Parsley

**Focaccia

Flour, Yeast, Salt, Olive Oil, Sugar, Vegan Cream, Rosemary, Thyme

**Marinara Sauce: Plum Tomato, Garlic, Oregano, Salt, Black Pepper

**Fruit Platter

Strawberry, Pineapple, Blackberry, Hami Melon, Green Grapes, Rainier Cherries

**Crudité Platter

Carrot, Cucumber, Bell Pepper, Celery, Broccoli, Snap Peas, French Radish, Cherry Tomato

*Creamy Herb Dip: Sour Cream, Parsley, Chive, Garlic, Olive Oil, Lemon, Salt, Black Pepper

**Hummus: Chickpeas, Garlic, Tahini, Parsley, Olive Oil, Lemon, Salt, Paprika, Cumin

Grab&Go(SODO)

GRAB & GO

Some of our cafés offer grab and go salad and sandwich items each day

Sample GnG items are: Fruit Cups, Bagels, Reheat Breakfast Items, Veggie Sandwiches, Meat Sandwiches, Gluten Free Sandwiches, Meat Salads, Veggie Salads. The GnG menus change weekly.

Sample Grab and Go Menu

Sandwiches

Rustic Roast Beef Sandwich

Macrina Ciabatta, Roast Beef, Sharp Cheddar Cheese, Pickled Onions: Red Onion, Red

Wine Vinegar, Salt, Sugar, Bay Leaf; Arugula, Herb & Roasted Garlic Whipped Cream

Cheese: Cream Cheese, Rosemary, Thyme, Oregano, Garlic, Salt, Black Pepper

**Sweet Chili Roasted Tofu Wrap

Cucumber, Baby Spinach, Bean Sprouts, Cilantro, Tofu: Firm Tofu, Chili Flakes, Maeploy

Sweet Chili Sauce (Convenience), Salt, Canola Oil, Tamari, Sesame Oil; Vegan Kimchi (Convenience); Wasabi Lime Aioli: Mayonnaise, Wasabi Powder, Lime Juice; Spinach

Tortilla

Salads

Apple Chicken Salad (Contains Walnut)

Walnuts, Gorgonzola Cheese, Romaine, Kale, Cherry Tomato, Apple Chips (Convenience), Chicken: Halal Chicken Breast, Lemon Juice, Onion Powder, Garlic

Powder, Sugar, Rosemary, Basil, Canola Oil, Salt, Black Pepper; Apple Vinaigrette: Apple Juice, Cinnamon, Lemon Zest, Apple Cider Vinegar, Shallot, Canola Oil, Dijon Mustard, Salt, Black Pepper

**Carrot Lox Salad with Creamy Dill Dressing

Spinach, Cherry Tomato, Cucumber, Kalamata Olives, Red Onion, Lemon Wedge, Carrot Lox: Carrot, Olive Oil, Applewood Smoking Chips, Lemon Juice, Salt, Black Pepper, Dill; Creamy Dill Dressing: Mayonnaise, Olive Oil, Canola Oil, Lemon Juice, Agave, Salt, Fresh Dill, Shallot, Capers, Sweet Paprika

Pizza(B16&B20)

PIZZA

Our Pizza program rotates two pizzas weekly One meat option and one vegetarian or vegan option Our dough is made in house daily and is blend of styles between Neapolitan and a traditional NY Slice We use some pretty neat PNW products with our pies, Fairhaven for flour, Mozzarella from Ferndale Creamery and during the summer the chef’s will source vegetables from our Puget Sound Food Hub and Sound Sustainable Farms for the pizzas. The pies are around 14 to 16 inches in diameter and generate 8 slices per pie. Pizzas are made to order to maintain maximum freshness and ensure the best product possible. On a busy day the Pizza Team can make over 56 Pizzas for our Meta-mates.

Crashpad Cafe Pizza - Week of 5/8

*Arugula & Fontina Pizza

Dough: Bread Flour, Sugar, Salt, Yeast, Olive Oil, Sauce: Milk, Flour, Olive Oil, Garlic, Thyme, Toppings: Ferndale Mozzarella, Fontina

Cheese, Thinly Sliced Red Onions, After Cooking: Arugula, Reduced

Balsamic Supreme Pizza

Dough: Bread Flour, Sugar, Salt, Yeast, Olive Oil, Sauce: Plum

Tomatoes, Garlic, Olive Oil, Salt, Sugar, Toppings: Ferndale Dairy

Mozzarella, Pepperoni, Diced Bell Peppers, Diced Onions, Sliced

Black Olive, Bacon Bits or Italian Sausage

Criteria, Food Execution, Servery/FOH, Environmental Health and Safety (EH&S) & HACCP, Kitchen Space, Hospitality, Staff

CRITERIA

In an effort for Meta to hold our team accountable and to check in on a regular basis, our kitchens and cafés are "audited" by a Meta chef or Meta chef contractor on a weekly basis. These audits should be looked at as a positive experience, and showcase our operation while the "bright lights" are on. The audit has kitchen and food related points involved, as well as FOH, hospitality, how we are greeting guests, and points for team members being in correct presentable uniforms. The Meta chefs prepare the audit on paper when they come through, and then enter the findings on an internal software that we will have access to.

Below is the current Meta café audit Each category has a brief description of what is to be scored. Scoring is on a 1 to 3 scale.

Criterion Scale & Scores

1= does not meet expectations

2= meets expectations

3= exceeds expectations

How scores are determined:

3’s are rare, a team really needs to go above and beyond, an entire line that is perfect, a beautifully carved roast being carved to order when we said it could be a push. This is not a job well done but truly going above and beyond the expectations of the contract. 3’s require a comment to explain the score.

2’s should be the most common, small short coming will be scored as 2’s but when they become repeat issues they will shift to 1’s. “There are 3 incorrect signs in the servery, but traditionally this café nails signage” it's a one off issue so we give the vendor the benefit of the doubt. “For the 3rd audit in a row the café has 3 signs incorrect and we have talked about it” this would now be a 1

1’s will represent repeat issues, any safety issues, complete fails or complete lack of a standard. 1’s require a comment to explain the score.

All things noted on the audit should be discussed at the moment with the Jr or Sr Sous in the café

Delivery of service, execution, 86 communication, product shortages, substitutions and back up dishes.

Technique

All dishes prepared as intended, to recipe or proscribed technique. Is apparent in the results. Food demonstrates understanding of menu concepts and proficiency with those techniques

Flavor

Flavors and clean and vibrant, everything seasoned properly and in balance, including acid, spice, and dominant flavor characteristics of the dishes Flavors match the cuisine of the menu and the menu description.

Presentation

Food looks fresh, garnishes are intact, serving dishes have been selected to highlight the food and are of an appropriate size to maintain visual appearance and maintain heat and freshness. Utensils are clean.

SERVERY & FRONT OF HOUSE (FOH)

Sign Accuracy & Aesthetic

Ensure all signage is correct, accurate, and beautiful.

Line Wipes & Cleanliness

No visual debris present in the queue lines and servery.

All Stations Set-up & Clean

Utensils, servery well station is set up and fully stocked and complete.

Servery Condition

All in good repair (or tasks in for repair) - sneeze guards angled correctly and clean at all times, heat lamps clean and working bulbs in each one, hot pads clean, all stainless surfaces sparkling, soup wells and surrounding area free from extra moisture, temp on soup wells is correct (not over-reducing the soups), insert is clean

Food and wares are set up appropriately, focusing on quality, quantity, cleanliness and timeliness.

Utensils & Napkins Setup

Checked and using the correct utensils for serving food. Cutlery is polished and there are enough napkins & cutlery for service

Organization & Food Set-up

Food preparation/utensils and food items ready for service. No dishes missing from the menu.

Timeliness of Service

Set up food dishes and utensils/equipment service are ready 15 minutes before opening, refilling food stations were ready for opening. Smooth service and minimum wait time for guests.

Wares Condition & Cleanliness

They are free from any scratches, water marks, chipped or paint issues.

Music & Ambience

Music choice was approved by Café Chef, music is at the correct volume, no explicit content

Food operation is safe for our stakeholders/guests, in accordance with our local health and safety department, EH&S and HACCP programs and procedures.

Floors Clear of Hazards and Debris

Floors clean and dry and any hazards clearly marked. All cleaning schedules up to date

General Hygiene Practices

Hygiene is up to DOH standard.

Storage Standards

Rotation, FIFO, allergen isolation, cross contamination avoidance practices are all followed

Check temp logs

All logs up to date and any fails actioned

Cross Contamination, T&T abuse

Correct handle on raw food and cooked food / work station maintained and cleaned.

Sanitizer Buckets, Correct PH Level

Labeled, tested and placed in proper location. Liquid and towels are clean and maintained.

PPE, Cut Glove, Thermo, Shoes, Hat

When performing task make sure correct PPE standard is followed by the DOH

N SPACE

e kitchen space to be cleaned, organized opriately and timely.”

zation and Cleanliness

storage, cleaning schedules, equipment

zation and Cleanliness of storage, cleaning schedules, food

ganization and Cleanliness of storage, cleaning schedules, food

anization and Cleanliness

f storage, cleaning schedules, chemical ment

ctly separated and waste bins emptied on ned, right amount of bins for the space, used properly

Cleanliness of Wares

operations, storage and maintenance

NOTES ON HOSPITALITY

“How vendors greet stakeholders, foster customer engagement, keep stations adequately staffed, and maintain the culinary space ambience (with appropriate music aligned with expectations”

Greeted by Staff

Every guest is engaged and greeted by FOH in a courteous with a cheerful manner

Guest Engagement

Polite conversation and smiles, Staff is interacting with guests, anticipating needs and engaging when required

Food Knowledge

All staff to have knowledge of daily menu and ingredients, staff knows the cuisine, dishes and demonstrates competency, educates diners, Staff are aware of allergens, ingredients and health levels of menus

General Knowledge

Café hours etc Staff is offering guidance to guests on general café practices

TEAM MEMBER RUBRIC 71

"Scores will be based on uniform, cleanliness, staff presence and conduct”

Uniform & Presentation

Staff uniform in compliance, and following DOH requirements

Staff Presence

Staff is visible, and attentive, "the right place at the right time"

Conduct

Professional and attentive, help enhance the guests' experience, anticipate guests needs, warm, friendly

Pastry & Bread

"Scored on overall bread quality, bread display, waste management, and overall menu communication”

Technique

All dishes prepared as intended, to recipe or proscribed technique. Is apparent in the results Food demonstrates understanding of menu concepts and proficiency with those techniques

Presentation

Food looks fresh, garnishes are intact, serving dishes have been selected to highlight the food and are of an appropriate size to maintain visual appearance and maintain heat and freshness

Flavor

Flavors are clean and vibrant, textures and dominant flavor characteristics in balance. Flavors match the description

Safety& Equipment

Cleaning Checklist

Equipment & Manuals

Physical Safety

Food Safety

Emergency Procedures

CleaningChecklist

DISHROOM

Dish Machine

Dish Racks

Stainless Surfaces

Drains and Floor Drains

All Sinks

Chemical/Mop Closet

MAINKITCHEN

All Cooking Equipment

Stainless Surfaces

Speed Racks

Shelving

Service area

Refrigeration (Reach-Ins, Walk-In, Freezer, etc)

All Sinks

Drains and Floor Drains

Hot Line Sneeze Guard Glass

CAFÉ(SERVERY/FOH)

All Cooking Equipment (Waffle Irons, Panini Press, Toasters, etc)

All Cabinetry

Stainless Surfaces

Soda Fountains

Froyo Machine

Cold Wells Soup Wells

FOH Sneeze Guard Glass

Equipment& EmergencyProcedures

MANUALS

Tap to read more.

STANDARD OPERATING PROCEDURES (SOPs)

Tap to read more.

TRANING CHECKLISTS

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All team members need to be trained on equipment before they use it for the first time

PHYSICAL SAFETY About

Lavish Roots has a full-time Food and Physical Safety Team that monitors and assists with equipment and safety training on a daily, weekly, and monthly basis. The Safety Team is lead by:

Vincente (Vinny) Zavala

Director of Food and Physical Safety

Cell: 650-739-3156

VincenteZavala@fb.com

In Case of an Incident

In the event of a serious or life threatening emergency, each café is equipped with an emergency button that immediately notifies security (find more info here)

1 - Assess the injury to determine plan of action

First Aid on-site

Medical Attention Needed: Hit the red emergency button located in the kitchen and have GSOC Call 911!

2 - If 911 is called, notify the injured team member’s emergency contacts.

3 - Manager will have team member fill out an Accident Report and email copies to LRSafetyTeam@fb onmicrosoft com

FOOD SAFETY About

Food safety is very important! Your job as a Sr. Sous Chef is to maintain the safety of our products and our guests.

THE BIG FOUR

Time&Temperature

Monitoring the temperature of food while we are preparing, not leaving anything out longer than two hours

Hygiene

Proper hand washing and clean uniforms are absolutely vital

CrossContamination

Properstorage,keepingcontaminants separate,rawfoodawayfromRTE foods

Wash,Rinse,andSanitize

Stationsarewashed/sanitizedinbetweenuseandafterusingraw products;equipmentisclean

Safety Folder

Food Handler Roster

Team Member Resources akaHR

Disciplinary Documentation Progressive Discipline Setting Expectations for Performance Quality Performance Appraisals

PerformanceAppraisal

ABOUT

Performance appraisals are executed yearly on or around the team member's anniversary date With that considered, we shouldn't wait until a team member's performance evaluation to communicate how they are doing

A performance appraisal has three basic functions:

1 2 3

to provide adequate feedback to the team member on their performance to serve as a basis for modifying or changing behavior toward more effective working habits

to provide data to managers with which they may evaluate future job assignments

Start with Good Communication

Develop good communication skills Work through your company's mission and value statement

First - listen and acknowledge that you understand

Second - understand and analyze what you heard

Third - speak with clarity, reiterating what you understood, and give feedback

SETTING THE STANDARDS

When developing the performance appraisal, the standards should:

be specific, clear, complete and accurate be measurable and observable be attainable

conform to company policies, goals, legal and moral restraints have time limits set for achievement, if applicable

Areas of caution:

Do not get carried away in detail

Do not make rigid rules when there is a choice

Success or failure depends on YOUR motivation and leadership skills

DisciplinaryAction

PROCEDURES & IMPORTANT NOTES

Team Member Resource Documentation - Disciplinary

Most of our team members will go their entire careers without a disciplinary write up However, it is a very important tool for us to use when we need to Team member write-up forms are warning letters that are also referred to as team member disciplinary action forms They are used to warn team members of their problematic conduct and to help managers explain behavior or productivity problems to team members Some issues or actions warrant immediate termination while some need to be documented and you as a leader and manager need to us your discretion when these issue arise

Common and Appropriate Reasons to use the Disciplinary Action Form:

Tardiness

Unauthorized early leaving Absenteeism (irregularities in schedule, call -outs, missing days without approval) Company policy violation

Substandard work

Violation of safety rules

Inappropriate behavior toward guests, clients, and team members Insubordination

It should be stated that any type of violence, illegal activities, or egregious acts (dependent on severity) will be subject to immediate termination and bypass all progressive discipline Some egregious acts may not follow the progressive discipline path and may lead to final steps

Use the Disciplinary Action Sheet and Team Member Tracking Sheet when documentation is necessary

Resignations

DisciplinaryAction

PERFORMANCE IMPROVEMENT PLANS (PIP)

Building yourTeam

Assigning & Delegating Projects

Successful Teams

Five Stages of the Team Building Process Team Challenges

Common Challenges Amongst Teams

Building Morale

Morale and Your Team

Improving Team Member Morale with Culture and Coaching

Effective Ways to Coach Your Team

Providing Feedback

What about Negative Feedback?

Assigning& DelegatingProjects

ASSIGNING PROJECTS

When assigning projects and tasks to you team the best way to do this is to understand your teams strengths and weaknesses. Every team is different.

Read your team, empower them with certain projects, and give strong, descriptive examples as to what your expectations are for the project

DELEGATION

One of the difficult tasks when leading a team is to not just do the work on ourselves Delegation is a critical skill, yet it remains one of the most underutilized and underdeveloped management capabilities

A strong leader is a master of delegation. At times we want to do things ourselves, however, we are stronger as a team with proper and efficient delegation.

You may not realize that you’re unnecessarily hoarding work, so watch for warning signs, Example: A classic sign of insufficient delegation is that you are working long hours and feel totally indispensable, while your team isn’t terribly energized and keeps strangely regular hours You may also feel that your team doesn’t take ownership over projects and that you’re the only one that cares If they use phrases like, “I’m happy to help you with this,” it may be an indication that you’re doling out tasks, not handing over responsibility

KEY ELEMENTS

The key elements to successful teamwork are trust, communication and effective leadership; a focus on common goals with a collective responsibility for success (or failure) However, without trust and communication the team will have difficulty functioning effectively.

Successful Teams

Trust one another

Respect one another

Are adaptive and flexible

Work well together

Work through conflicts

Five Stages of the Team Building Process

Forming: getting to know your team!

Storming: challenges with relationships, expectations, leadership styles and learning styles

Norming: acceptance of one another developing trust and respect understanding of one

CHALLENGES

Team Challenges

Consensus building (also known as collaborative problem-solving or collaboration) is a conflict-resolution process used to settle complex, multiparty disputes The process allows various stakeholders with an interest in the problem or challenge to work together to develop a mutually acceptable solution

Common Challenges Amongst Teams

Lack of diverse skills

Poor communication

Role confusions

Lack of leadership and delegation

Poor work environment

High turnover rate

COACHING

Effective Ways to Coach Your Team

Coaching equips team members with the tools, knowledge and opportunities they need to fully develop themselves to be effective in their commitment to themselves, the company and their work

Know your team

Foster transparency

Collaboration is key

Create clear objectives and goals

Celebrate successes

Build mutual trust

Pave the way for success

Be forthcoming in feedback

MORALE

Building Morale

Benefits of Consensus Building and Shared Decision Making:

Greater diversity of opinion

Shared responsibility

Better teamwork

Greater understanding

Faster implementation

Better long-term success

Morale and Your Team

Behavior modification is the act of shaping how team members behave in the workplace. It is common for most managers to practice behavior modification by using positive reinforcement to reward those who excel.

Improving Team Member Morale with Culture and Coaching

Be a good role model

Give positive, effective feedback

Take time to talk to your team

Consider how tenure plays a role

Advocate for career advancements

Follow up after big projects

Hold daily or weekly stand-up meetings

Delegate responsibility

Be transparent with promotion expectations

Recognize signs of burnout

FEEDBACK

Providing Feedback

Your job as manager and a leader at Lavish Roots is to ensure that team members are provided regular constructive feedback. Giving and receiving feedback is a skill most people are not naturally good at it

Items to Consider When Providing Feedback

Be specific in your comments. The more details and actions noted in your feedback, the easier it is to implement the change

Provide feedback at the earliest convenience after the event for the information to have maximum relatability and effect

Positive feedback should outweigh constructive or negative feedback by a ratio of at least three positive comments to one, if possible. Link feedback to actual scenarios

Make sure the feedback is written down so it can be referred to Do give positive feedback with other team members around It's a great way to build team morale!

WHAT ABOUT NEGATIVE FEEDBACK?

Negative feedback doesn't feel the best to give out However, it is imperative that we share it when needed

1. Make negative feedback unusual

When a work environment becomes filled with criticism and complaint, people stop caring, because they know that--whatever they do--they'll get raked over the coals

2. Don’t stockpile

Changes in behavior are more easily achieved when negative feedback is administered in small doses When managers stockpile problems, waiting for the "right moment," employees can easily become overwhelmed Feedback is best given real time, or immediately after the fact

3 No emails

People who avoid confrontation are often tempted to use email as a vehicle for negative feedback Email is more easily misconstrued, and when messages are copied, it brings other people into the fray.

4. Start with an honest compliment

Compliments get the feedback session off to a great start. Effective feedback focuses on the positive while still identifying areas for further growth and better outcomes.

5. Uncover the root of the problem

You can give better feedback if you understand how the other person perceives the original situation Asking questions such as, "Why do you approach this situation in this way?" or "What was your thought process?" not only provides you perspective, but it can lead other people to discover their own solutions and their own insights

6. Listen before you speak

Most people can't learn unless they first feel that they've been heard out Effective feedback means paying attention and giving high-quality feedback from an empathic place, stepping into the other person's shoes, appreciating their experience, and helping to move that person into a learning mode

7. Ask questions that drive self-evaluation

Much of the time, people know where they're having problems and may even have good ideas about how to improve Asking questions such as "How could we have done better?" and "What do you think could use improvement?" involves the other person in building a shared plan.

8. Coach the behaviors you would like to see

Negative feedback is useless without a model for how to do better.

9. Be willing to accept feedback, too

If you truly believe that negative feedback can improve performance, then you should be willing to accept it as well as provide it In fact, few things are more valuable to managers than honest feedback from team members It's to be treasured rather than discouraged or ignored

LaundryService

LAUNDRY ORDERING & SERVICE (REDMOND)

Each kitchen and café is but one location in a network of many

Our teams at HQ don’t know what our needs are, so it is imperative that we review and order our linens and laundry in a timely manner so that our teams can be successful each day

Linens for Redmond FRL Cafés are ordered Monday for Tuesday delivery

All dirty linens are sorted: General, White Coats and then pants, each separate This is important!

Order enough for each team member for each day plus one extra Also keep a few extra sizes on hand for random team member coverage

A sizing chart is in Google Drive with all team members and the sizes they wear.

RESOURCES & REFERENCE MATERIALS

Reality Labs Google Drive

https://drive.google.com/drive/u/1/folders/0ADsUmrOKZYicUk9PVA

New Noobs Document

https://docs.google.com/document/d/1Q9Ft8Qn4g4V9B6fvP7k of xbDrigyMtRo3sAWg8inw/edit

Team Member Website

lavishrootsteam.com

Password: 41degrees

Jeff Zanatta

Chef de Cuisine

Amarah Bain

Sr. Sous Chef

Jacob Jones

Sr. Sous Chef

Lindsey Hayter

Sous Chef

Phu Huynh

Sous Chef

DJ Anderson

Sous Chef Harvest

Ernest Waldrop

Sous Chef PM

Julia Ronyai

FOH Manager

This manual was published in 2023 by Lavish Roots Catering & Hospitality.