A PUBLICATION OF THE OREGON RESTAURANT & Lodging ASSOCIATION | DECEMBER 2013
FROM HIRING TO FIRING Experts Share Insights and Best Practices.
also in this issue LITIGATION PREVENTION TOOL: Self Auditing Your Employment Practices Paid Sick Leave Statewide Policy Imminent? Tax Reform is Worth the Gamble
Establishing A Presence on Google+: Part 2
Jeff Morton, President Sarah Smith, Director of Operations , InnCline Management
OregonRLA.org - 1
2 - Main Ingredient - December 2013
STATE HEALTH EXCHANGE OPEN ENROLLMENT October 1 - March 31, 2014 All Individuals in the Country Are Required to Have Health Insurance or Pay a Penalty Starting January 1, 2014. Do your employees know their options? Who will they turn to for answers? Garth T. Rouse & Associates has been an endorsed provider of Oregon Restaurant & Lodging Association for over 30 years. Their staff will come to your workplace and conduct a meeting for all of your uninsured or individually insured employees. The meeting will take no longer than 20 minutes to give them the three pieces of information they need to make an informed decision; • What is the penalty? • How much does insurance cost? • Are they eligible for a subsidy and how much would it be? Employees with individual plans may be eligible for subsidies under the state exchange. Any employees who want to get enrolled and avoid the risk of penalty can take another 30 minutes to get signed up and have their questions answered. The meeting will cost you nothing (other than some staff time) and would be a goodwill gesture to your employees while potentially heading off questions that you don’t want or are not equipped to deal with.
To Schedule a Meeting or Ask Questions Contact Garth T. Rouse & Associates at HealthInsurance@profben.com or 1.800.523.3316.
For More Information Visit: ORLA’s Online Healthcare Center
OregonRLA.org/Healthcare Online Resources - Use FTE and tax eligibility calculators, FAQs and more.
Stay Informed! - To ensure you receive the latest news and alerts regarding the healthcare law, sign up online! Ask a Healthcare Expert- Submit a question
directly to ORLA’s healthcare expert, Garth Rouse, via email.
OregonRLA.org - 3
Courtney Storrs & Kimberly Bernosky Noble Rot, Portland
“We joined ORLA in 2001, six months before we opened. They helped us to figure out what we needed to get the doors open...”
How would you describe your restaurant? Noble Rot is on the fourth floor of a LEED platinum building (the greenest) and is known for having one of Portland’s best views from the East side. The wine friendly seasonal food menu is driven by produce from Noble Rot’s 3000 square foot roof top garden and is irrigated by an 8000-yearold water source located beneath the building. Although thoughtful, seasonally inspired cocktails and beer are available, the main focus of Noble Rot’s beverage menu is the wine, which includes four rotating flights and over 30 options by the glass.
What is the most important thing you’ve learned as an owner that you wish you knew when you started? One positive word-of-mouth review can be more powerful than ten ‘professional’ reviews. Value your customers and they will value you. What advice would you give to a new restaurant owner? Make sure to set up the ‘systems’ for success. Proper accounting is key. Ask your vendors for help if you are lacking knowledge in a certain area. Hire employees that are smarter than you!
What do you see as the value of your ORLA membership? We joined ORLA in 2001, six months before we opened. They helped us to figure out what we needed to get the doors open as well as got us set up with workers’ comp (Liberty NW) and health insurance. The ORLA website is a great resource to stay current on all regulatory concerns regarding the restaurant business.
To see how ORLA can help your business be more efficient and profitable contact member services at 800.462.0619.
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DECEMber2013
Sarah Smith, Director of Operations , Jeff Morton, President, InnCline Management
Feature 16 | FROM
HIRING TO FIRING
Experts Share Insights and Best Practices. 14 | LITIGATION
PREVENTION TOOL:
Self Auditing Your Employment Practices
Government Affairs 11 | Paid Sick Leave Statewide Policy Imminent? 12 | Against the Odds Tax Reform is Worth the Gamble
Membership 6 | N ew Members
7 | P resident’s Letter Evolving ORLA Continues 8 | Music Licensing Business Owners and Songwriters: Playing the Same Song
22 | Cuisines & Customers Making the Connection Count 24 | Establishing a Presence on Google+ Part 2: Taking Advantage of Google’s Social Platform Features
PHOTO BY HEIDI JANKE
27 | Be Ready for the Unexpected Prevent and Minimize Property Damage Events.
16
30 | Energy Corner Grand Central Bakery and Milo’s City Café Make Energy Efficiency a Key Ingredient.
OregonRLA.org - 5
WELCOME New Members from October 2013 Main Ingredient is published twelve times a year by the Oregon Restaurant & Lodging Association (ORLA), 8565 SW Salish Lane, Suite 120, Wilsonville, Oregon, 97070, 503.682.4422,
Bullseye Pub, Portland
PayneWest Insurance, McMinnville
DROSTE Software, North Andover, MA
Salty Dawg Bar & Grill, Waldport
Infinisource, Clackamas
South Jetty Dining Room & Bar, Hammond
Kozy Kitchen, Coos Bay
Taco Delite, Medford
Loon Lake RV Park, Reedsport
Windmill Inn of Roseburg
800.462.0619. Articles address issues, programs, news and trends important to Oregon’s foodservice and lodging industry. To learn more about the Oregon Restaurant & Lodging Association, visit OregonRLA.org.
MEMBERSHIP To become a member of the Oregon Restaurant & Lodging Association, please contact Jennifer Starr, JStarr@OregonRLA.org or 503.682.4422.
SUBMISSIONS For submission guidelines or other editorial
HOW CAN WE SERVE YOU?
Call your regional representative today!
input, please contact John Hamilton, JHamilton@OregonRLA.org. ADVERTISING
Oregon Restaurant & Lodging Association staff are located across the state supporting membership activities, training programs and government affairs in your local area.
Please support the advertisers herein; they have made this publication possible. For information on advertising opportunities, please contact Lea Ennis, LEnnis@OregonRLA.org, 503.682.4422. PUBLISHER Steve McCoid, President & CEO, ORLA EDITOR & CREATIVE DIRECTOR John Hamilton, ORLA ASSOCIATE EDITOR Lori Little, ORLA DESIGN Heidi Janke, ORLA ADVERTISING SALES Lea Ennis, ORLA
PORTLAND METRO WEST, NORTH COAST Clackamas (West), Clatsop, Columbia, Multnomah (West) Tillamook, Washington, and Yamhill counties
Astoria Seaside PORTLAND Beaverton McMinnville
SALEM
Newport
CORVALLIS
Pendleton La Grande
Oregon City
Lincoln City
LORRI GEORGESON 503.341.4810 LGeorgeson@OregonRLA.org
Hood River
Baker City
BEND EUGENE Coos Bay
ORLA BOARD OF DIRECTORS Ryan Snyder, Chair, Martin Hospitality Ralph Matt, Vice Chair, Best Little Roadhouse Jeff Morton, Secretary, InnCline Hotel Management Jerry Scott, Treasurer, Elmer’s Restaurants Kevin Bechtel, Shari’s Restaurants Joe Benetti, Benetti’s Italian Restaurant Michael Carbiener, Oswego Lake Country Club Tom Drumheller, Escape Lodging Company Steve Faulstick, Westmont Hospitaltiy Group, DoubleTree by Hilton Portland Chuck Hinman, Best Western Plus Hood River Inn Gary Hoagland, Hoagland Properties Bob Jensen, Big Green Events & Wild Duck Cafe Becky Johnson, OSU Cascades Fred Jubitz, Jubitz Corporation John Lenz, Jaspers Café Patrick McShane, InnSight Hotel Management Group
PORTLAND METRO EAST, HOOD RIVER Clackamas (East), Multnomah (East), and Hood counties STEVEN SCARDINA 503.718.1495 SScardina@OregonRLA.org WILLAMETTE VALLEY, CENTRAL & SOUTH COAST Benton, Coos, Curry, Lane, Lincoln, Linn, Marion and Polk counties
JOEL POMERANTZ Regional Program Manager 541.517.3791 JPomerantz@OregonRLA.org
Bandon
Roseburg
MEDFORD Ashland
Klamath Falls
CENTRAL & SOUTHERN Crook, Deschutes, Douglas, Jackson, Jefferson, Josephine, Klamath, and Lake counties TIM CASWELL 541.499.2168 TCaswell@OregonRLA.org
Chris Otto, Seventh Mountain Resort Buggsi Patel, BHG Hotels Vijay Patel, A-1 Hospitality Peter Roscoe, Fulio’s Pastaria Todd Stromme, Food Services of America Brett Wilkerson, North Pacific Management Co.
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OREGON RESTAURANT & LODGING ASSOCIATION 503.682.4422 | 800.462.0619 | Membership@OregonRLA.org | OregonRLA.org
EASTERN Baker, Gilliam, Grant, Harney, Malheur, Morrow, Sherman, Umatilla, Union, Wallowa, Wasco, and Wheeler counties JENNIFER STARR 800.462.0619 JStarr@OregonRLA.org
PRESIDENT'S LETTER
Evolving ORLA Continues Demographic information has always fascinated me. Analyzing data about the demographic makeup of an area and how that affects retail sales or elections or local politics is always an eye opener. I’ve maintained my interest in the subject over the years and used it as a tool. I’m glad that I did as the current demographic makeup of our industry tells us that changes are afoot and that ORLA needs to address them to remain relevant. We’re experiencing a major changing of the guard in the ownership of the businesses that make up the restaurant industry. The dominant generation of our industry for the past 25 years has been the Baby Boomers – those born between 1946 and 1964. At that time they were the largest generation in the history of the nation and as they moved through their lives they affected everything in our society from laws to elections to fashion to business and leisure. The era of the Baby Boomer is passing. Did you know 10,000 Boomers turn the age of 65 every day? That is one every 7 seconds. Why is that important? Well, 65 is the traditional retirement age. Those folks who have owned restaurants and been leaders in the industry and active in your association are reaching retirement age, selling their businesses, moving into their retirement years and leaving the industry. This will continue at this pace for the next ten years. At that time the majority of the owners and leaders in the industry will be from the Gen X (born 1965-1980) and the Gen Y or “Millennials” (born 1981-2000) generations. Why does this matter you might ask? Well, the Baby Boomers are joiners. They have traditionally supported those associations and organizations that they felt supported their business or beliefs. Signing them up for membership was not a tough sell. They believed in the concept and were supportive and active as members. However, the generations that follow them are a bit more discriminating when it comes to joining associations. They have to believe that investing their time and money will benefit them personally or professionally before they will join any organization. So, associations, including ORLA, have to be sure they are providing programs and services these generations value and are willing to support. This environment represents a real turning point for all associations. The membership that they’ve represented for the past thirty plus years is changing rapidly as the numbers above indicate. If ORLA is to remain viable as a membership option, and as the representative of the
hospitality industry, the leadership and staff are reviewing all activities and programs to ensure they are valued by the emerging owners in the hospitality industry. Those individuals are the future of ORLA and our industry. Your association needs their support and participation to continue to be an effective industry representative. How will your association staff and board deal with this issue? Well we’ve completed a telephone survey of the membership, a work group of board members, industry thought leaders and senior association staff have been meeting, and recently we completed our first of a few focus groups. We’ll use this information to identify areas we need to improve on or add to and serve as a baseline to determine our performance moving forward. We’ll also begin a thorough review of every program we offer to determine their current and future relevance. We’ll look at fine tuning our mission statement making sure to apply our financial resources in the most impactful, effective manner possible. In short, the staff and board have embarked on a long term planning process to reinvent the association to meet the needs of our multi-generational membership. This is a very large and vitally important initiative that the staff and board are undertaking. I invite your feedback at any point in the process. We need to know what you think of our work and how you would like to see it altered, added to or redesigned. Please make the time to answer our surveys, questions or requests for information if and when you receive them in the future. This is your association and we need your assistance in building the association model of tomorrow. I’m confident that with your input and support along with the experience and passion of the ORLA staff and board, we will get this done and emerge as the acknowledged leader and representative of our new multi-generational industry of owners and operators.
STEVE McCOID, PRESIDENT & CEO, OREGON RESTAURANT & Lodging ASSOCIATION
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Music Licensing Business Owners and Songwriters: Playing the Same Song
I
f you don’t understand why you must pay to use music in your business, you’re not alone. The need for music licensing often comes as a surprise to new entrepreneurs, and sometimes is misunderstood by even veteran business owners. Because we can buy a CD and play music as much as we want in our homes or cars, we sometimes like to think we can do the same in our businesses. Songs – like computer software, books, poems, patented recipes, magazine articles, and other forms of intellectual property – belong to creators of the work until their copyright is transferred or expires. Although it is harder to touch with your finger, intellectual property is treated much like physical property under the law. If you own physical property, such as the building in which your business is housed, you control the usage, rental and sale of that real estate. You also help determine the price of that property when it is sold. The concept behind music licensing is as old as the U.S. Constitution, which gives Congress the power to grant patents and copyrights. Just as the McDonald’s restaurant chain protects its brand names and “golden arches” trademark, songwriters defend their property from unauthorized use. Under U.S. Copyright Law, no other business can perform or play a copyrighted song publicly without the songwriter’s permission. In essence, each songwriter is a vendor to businesses, providing a specialized product – a unique musical work. In many ways, a songwriter is a typical small business owner. As with any business, a few songwriters are especially successful and highly celebrated in our news media – while the majority barely makes ends meet. The average songwriter earns less than $5,000 per year from performance royalties as he struggles to become established in his chosen profession. Most songwriters are unknown to the people who use their music. A songwriter, like other intellectual property owners, has the right to authorize the duplication of his work (such as MP3’s, CDs and tapes), distribution (in record stores, retail establishments, etc.) and sale of his product. In reality, the performer (singer and/or musicians) rather than the composer of the musical work makes the bulk of the income from those 8 - Main Ingredient - December 2013
uses. Most of the composer’s income is derived from the public performance (live or recorded) of the music in businesses (radio stations, restaurants, campgrounds, etc.) which use his product to create ambiance through the performance of that music. It would be very difficult for the writer of a popular song to negotiate a price and collect royalties from every business wanting to use his work. Because it is so difficult for songwriters to authorize the use of their property for each and every business desiring their music, and conversely for the business owner to contact each and every songwriter whose music is used, Performing Rights Organizations (PROs) were established to handle that seemingly unmanageable process. While some business owners may avoid paying music fees for a while, it can be an expensive game. Businesses are open to the public and highly visible. The cost of using music without permission can be high. Under the U.S. Copyright Law, each musical composition which has been performed without authorization entitles copyright owners to damages of between $750 and $30,000, plus legal fees. | Broadcast Music, Inc. (BMI) For more information, please visit bmi.com/licensing or call 888.869.5264.
About BMI Founded in 1939, Broadcast Music, Inc. (BMI), an ORLA Endorsed Service Provider, is a performing rights organization representing more than 500,000 songwriters, composers, and music publishers and more than 7.5 million musical works. BMI provides licenses for more than 650,000 businesses that publicly perform music, and distributes the fees it generates as royalties to the creators and copyright owners it represents. For every dollar collected, 86 cents goes right back out the door as royalties to BMI’s affiliates.
APRIL 13 - 14, 2014 • SEATTLE, WA WASHINGTON STATE CONVENTION CENTER
PRESENTING SPONSOR:
GROW YOUR BUSINESS AT THE
NORTHWEST FOODSERVICE SHOW! 2014 SHOW FEATURES INCLUDE: • 6,000 attendees from five states including Western Canada • 60% of attendees have purchasing authority. • Every year nearly half of attendees are experiencing the show for the first time. • Two days of networking opportunities with industry buyers and decision makers. • Exclusive on-site show “Daily Deals” to increase booth traffic. • Enhance your online directory listings with upgrades to increase brand exposure. • VIP invites for your customers and prospects. • Most exhibitors recoup booth expense within the first few opening hours of the show (average exhibitor purchases one 10’x10’ booth plus carpet.)
FREE DISPLAY IN THE NEW PRODUCT SHOWCASE! Purchase a 10’x20’ booth and receive a New Product Showcase display for free ($199 value)! Your new product will be displayed in a high traffic area. Valid through 12.31.13 The Northwest Foodservice Show is Produced by the Washington Restaurant Association and the Oregon Restaurant & Lodging Association.
EXHIBITING & SPONSORSHIPS, CONTACT: Lea Ennis, Business Development Manager at 971.224.1543 or LEnnis@OregonRLA.org
NWFoodserviceShow.com OregonRLA.org - 9
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Paid Sick Leave
Statewide Policy Imminent?
A
s the City of Portland paid sick leave ordinance goes into effect January 1, 2014 we expect further discussions about implementing a statewide paid sick leave law. We’ve heard rumblings that Eugene and Corvallis may follow in Portland’s footsteps with their own versions of paid sick leave. Establishments with multiple locations across the state will soon have to comply with multiple variations of the law unless the Legislature passes a statewide policy. Therefore, there soon may come a time when a statewide policy becomes imminent. The Oregon Restaurant & Lodging Association (ORLA) serves on the statewide paid sick leave workgroup to assure your interests are heard, but ORLA does not support the legislative concept. In this work group, ORLA continues to request that if such a law were passed it would preempt all local ordinances and only apply to employees who worked for 180 days and allow shift trading. Further, any proposed legislation should allow a maximum of 40 hours paid sick days and not apply to any collective bargaining agreements. Finally, employees should accrue paid sick time at the rate of one hour for every 40 hours
worked, instead of Portland’s paid sick time, which is accrued at the rate of one hour for every 30 hours worked. As the 2014 Legislature convenes and possibly considers any proposed legislation, the business community will be united against any statewide paid sick leave policy. As we’ve seen, local governments are becoming more and more powerful by creating stronger local control. Therefore, there is a serious need to pass a complete employee benefit preemption. Such preemption would prevent local governments from requiring retirement plans for all employees or additional healthcare burdens. Similar to the preemption that ORLA passed on minimum wage, which prevents local governments from raising their own minimum wages, the preemption will protect businesses throughout the state. Passing a preemption during the short 2014 Legislative Session will be a challenge. ORLA is working with various business groups across the state to gain support for such a preemption to make the challenge surmountable. | Bill Perry If you have any questions or comments, please contact Bill Perry at BPerry@OregonRLA.org. OregonRLA.org - 11
Against the Odds
Tax Reform is Worth the Gamble
T
he Governor has been working on tax reform for the past few years, but has not accomplished much support. His chances of winning the Lottery may even be better than passing successful tax reform. As I read The Oregonian’s so-called “exposé” on the Lottery, I realized once again that the paper is printing articles about things it does not like about the system to sell papers, but it refuses to address the real issues. Let’s begin this conversation with the Lottery. Gambling addiction in Oregon appears to be on a decline, the state is testing this theory to make sure. Lottery sales are flat, but all nonlottery gaming is increasing by more than six percent annually. Oregon Lottery sales pay for the gaming addiction programs, not other forms of gaming. Therefore, The Oregonian can focus on problems with the Lottery, but it is not the biggest concern for Oregon gaming - there are many other issues to address. Here are The Oregonian’s two main arguments applied to Oregon’s over all tax philosophy: 1. The Oregonian says that even though many people play the Lottery, only a small percentage of these individuals spend the most money. 2. The lottery counts on addictive behavior to collect tax revenue.
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Both are valid arguments, but The Oregonian’s view is selective. You need to look no further than the last special session to see that Oregon voters and policy makers continue to support current tax policies. Very few people want to pay taxes, but everyone seems to want government to offer various services. In the special session, Oregon policymakers raised the rate of taxes on corporations with large sales volumes, and Measures 66 and 67 increased taxes on high-income individuals. Oregon’s biggest revenue source is income taxes, yet the push is to get fewer people to pay for the services that everyone seems to want. The other tax increase the policymakers passed during special session was an increase in cigarette taxes. Who does not want to tax smokers? It is a bad habit. Cigarette taxes now put millions and millions of dollars into the healthcare system, so much so that if everyone quit smoking our healthcare system as we know it would crumble. So these few addicted soles are paying for a system everyone else wants funded. We use to have a fair, broad-based tax system in property taxes, but with Measure 5 and following measures, it allowed Oregonians to make choices to dissolve school funding at the local level. Yet despite these votes, Oregonians still want schools– and better ones than they have now. After Measure 5, the Legislature gave us video lottery, which replaced many of the dollars taken away from local school
The average cost of a wrongful termination, sexual harassment, or other employment-related lawsuit is $580,642.* Could your company survive a hit like that? That's why you should rely on Vigilant to help you protect your business, making sure your employment practices are compliant. We're here to help reduce your exposure to lawsuits in the first place. As a Vigilant member you'll have unlimited counsel on employment issues whenever you need it, at a low, predictable, monthly fee. Lawsuits can cost a fortune. Expert counsel doesn't have to.
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districts. Whether or not this was a good decision cannot be answered by looking at schools and Lottery. Instead, we have to look at the whole system. If we want broadbased service, we need a broad tax base. There is no quick solution for February, but here is my solution: Oregon Restaurant & Lodging Association (ORLA) is already working with other business groups on state and local tax reform. We work with policymakers at the state and local level for a more broad-based and comprehensive tax system. We all need to pay our share of taxes if we want better schools, healthcare and roads. Second, we have worked closely with the Governor’s office and the Lottery on ways to get Oregonians into a better addiction treatment system, whether these individuals play the Lottery or are addicted to one of the many other forms of gaming in Oregon. ORLA takes great pride in these efforts, which have been paying off. One of these days, the tax reform gamble may pay off. However, until then, we need a short-term solution to work with what we have. Policymakers can throw stones at pieces of our tax system, but at some point, we will have to find a solution that allows everyone to give a little so that we all can become winners. | Bill Perry
Clark College, in Vancouver, Washington is currently
accepting applications for two TENURE-TRACK INSTRUCTOR POSITIONS: · Tenure-Track Culinary Instructor · Tenure-Track Baking Instructor Start date is September 2014. Salary is $46,796 annually. Open until filled. Priority consideration given to application materials submitted online by January 17, 2014. For complete position description, requirements and to apply, access our website at www.clark.edu/jobs. Clark College Human Resources, 1933 Fort Vancouver Way, Vancouver, WA 98663 (360) 992-2105. AA/EO employer.
clark.edu/jobs OregonRLA.org - 13
Litigation Prevention Tool: SELF AUDITING YOUR EMPLOYMENT PRACTICES
W
ith employment lawsuits on the rise, employers are wise to invest in internal reviews of their employment practices. Self audits allow employers to detect and correct potential legal issues before they develop into expensive
litigation or create adverse publicity. The costs associated with an internal review will be minimal in comparison to potential litigation costs or penalties that might arise out of a government audit revealing noncompliance with federal or state laws.
WHAT SHOULD THE EMPLOYER REVIEW? Here is a beginning checklist: • Handbooks, Policies and Procedures • Hiring Procedures • Job Descriptions • Management Trainings • Employee Evaluations • Internal Investigations • Harassment Policies • Wage and Hour Procedures • Personnel Files • Required Postings • Record Retention • Federal and State Leave Laws • Disciplinary Actions • Termination Procedures
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HANDBOOKS An annual review of the employee handbook is important to be sure it is in compliance with new laws as well as changes within the company. Having all employees read the handbook once a year is a good idea. This is especially true for managers whose job it is to enforce the policies. New policies should indicate their effective date.
HIRING Employers should review their applications to confirm that only job related questions are asked and that questions are tailored to each particular job. Interviewers should be trained to know which questions are legal, how to document the interview, and how long to retain interview notes. Using the same written questions for all applicants provides uniformity in the interview process. Applications, job advertisements, job descriptions, and interview questions should be reviewed for compliance with the Americans with Disabilities Act and other discrimination laws. Private nonunion employers will want to include a statement affirming the “at will” employment relationship in applications, job offer letters and handbooks. Applications should include a certification verifying that all information provided in the application is true and accurate and that failure to provide accurate information, either through omission or misrepresentation, will be grounds for termination. Applications should include information about pre-employment drug testing, documentation necessary for background checks, and an authorization allowing verification of information provided by the applicant.
JOB DESCRIPTIONS Job descriptions should exist for all positions and be updated annually. Reviewing job descriptions with employees at their annual review allows the employer to be sure the job description accurately reflects the employee’s current job duties. All essential job functions should be included so the employer is prepared if the employee seeks reasonable accommodations for a disability.
TRAININGS Trainings are an essential tool to protect employers from potential liability. Some recommended trainings include: workplace harassment (what is harassment, what is the company’s policy, when and how it should be reported, how are complaints investigated, the importance of conducting an immediate investigation); documentation (what, when and how to document; the purpose of documentation); disciplinary action procedures (when and how
to document problems in the workplace, understanding “at will” employment, avoiding discrimination and retaliation claims); interview and investigation procedures; complying with leave and disability laws (how and when to designate leave as FMLA/OFLA; what to do when leave runs out; engaging in and documenting the interactive process; evaluating requests for accommodations); and recordkeeping (how long and where to keep records; what belongs in the personnel file; separate and secure locations for medical records). Participants should sign in at trainings; the sign in sheets should be retained with the training materials.
EVALUATIONS AND DISCIPLINARY ACTIONS A self audit should include a review of evaluation and disciplinary procedures. Employers should verify that annual reviews are being conducted and that employees are given objective measures for improving performance. Managers should be trained how to write a corrective action, including examples of inappropriate conduct, identifying and attaching policies that were violated, stating the employer’s expectations, and explaining the consequences if performance does not improve. A termination checklist is a valuable tool. Before the termination decision is communicated to the employee, the personnel file should be reviewed to verify it contains all the documentation leading up to the termination. Consideration should be given to whether the employee falls within any protected class and if so, whether the legitimate nondiscriminatory and non-retaliatory reason for the termination is documented.
POSTINGS Employers should insure required postings are in fact posted. An updated list of required postings is on the Oregon Bureau of Labor website. An annual internal review of human resources procedures is a valuable risk management tool that may save the company significant litigation costs. It is a wise investment of company time and resources. | Lisa Brown, Bullard Law
OregonRLA.org - 15
Hiring
Firing
EXPERTS SHARE
Insights and Best Practices.
R
estaurateurs are often jack-of-all-trades because to survive and serve another day, they need to be masters of so many skills. Even multi-talented managers, who masterfully juggle front and back of the house needs, can’t afford to take their eyes off one requirement with the potential to cut deeper than a butcher’s knife. Losing sight of best practices in employment law can be costly, carving away valuable time and potentially bleeding a business to a premature death.
“Employers often have so many demands on their time and resources that they put off addressing the employment law issues and do not give employment matters top priority,” observes Lisa Brown a shareholder and lawyer at Bullard Law who regularly advises, trains and defends businesses on employment related matters. “This is unfortunate because many lawsuits arise from simple mistakes resulting from a lack of awareness or knowledge about employment laws. For example, a business may be very successful, but all that success could be lost if the business is sued for harassment and does not have a well written harassment policy. Often it is only after a lawsuit that a business owner realizes how important it is to be sure the business is in compliance with all relevant employment laws.” There is a mine field’s worth of ways to run astray of these laws, and navigating the ever-changing legal landscape with blinders on can lead to unforeseen consequences. “I answered a question recently from a small restaurant owner who was really surprised to learn that she can’t deduct till shortages from an employee’s paycheck,” recalls Diane Buisman, employment attorney and regional service manager at Vigilant. “Oregon has really strict rules about deducting from employee paychecks; deductions for things like till shortages or equipment breakage aren’t allowed. Many employers are surprised to learn that these costs can’t be passed on to the employee. The penalties for violating the paycheck deduction laws are really severe, and there seems 16 - Main Ingredient - December 2013
PHOTO BY Heidi Janke
InnCline Management: Jeff Morton, President; Sarah Smith, Director of Operations
OregonRLA.org - 17
“The Department of Labor, for example, has been targeting various industries including the
HOSPITALITY INDUSTRY
for what it contends are
widespread violations of the WAGE AND HOUR LAWS,” JOY ELLIS
Partner, Garvey Schubert Barer
to be widespread misunderstanding about what can be deducted from a paycheck, so that could be a pretty costly blind spot for restaurant owners.” An operator needn’t look further than an employment attorney to research the latest trends in related lawsuits. “The hospitality industry certainly gets its fair share of employment litigation, from class action wage and hour lawsuits to discrimination and retaliation lawsuits,” emphasizes Joy Ellis, a partner at the law firm Garvey Schubert Barer. “Whistleblowing lawsuits are also on the rise. In addition to lawsuits, there has been an uptick in charges filed with the National Labor Relations Board (NLRB), usually involving alleged violations of employees’ Section 7 rights under the NLRA (National Labor Relations Act). Many employers don’t 18 - Main Ingredient - December 2013
know that the NLRA applies to nonunionized employees.” Government agencies have stepped up enforcement activities as well, according to Ellis. “The Department of Labor, for example, has been targeting various industries including the hospitality industry for what it contends are widespread violations of the wage and hour laws,” she reports. “Employers should be concerned about private lawsuits by their employees, but they should be equally concerned about being audited or investigated by the government.” Harassment claims continue to be an issue in the foodservice world. “Often, a teenager’s first job is in the hospitality industry,” points out Buisman. “They may have no idea that sexual or other inappropriate comments, jokes, gestures, etc., can get the company (and themselves)
in deep legal trouble. At the same time, if that teenager is the target of inappropriate conduct and you haven’t properly explained how they can raise a complaint, you may be held automatically liable in a harassment lawsuit. Young workers also may not realize that off-the-job conduct, such as personal texts, social media posts, and emails, can also violate your nonharassment policy. It is critical in your newhire orientation, as well as in subsequent crew meetings, to communicate your non-harassment policy and document that those instructions were given.” “Having well written policies, regularly training managers, and knowing when to call for legal advice will all help employers prevent and defend against these types of claims,” adds Brown. In fact, there are many helpful resources for restaurateurs to turn to when it comes to matters of employment law. “The first place I point my clients in order to save them money and get them some easy-to-understand guidelines on the basics of employment laws is the Oregon Bureau of Labor and Industries (BOLI),” shares Shane Swilley, an employment law attorney at Cosgrave Vergeer Kester LLP. “They have excellent resources for employers through the publication of booklets that outline the basics of wage and hour, medical leave, disability, discrimination, and other employment laws. They have a hotline that employers can call for technical assistance. The website is very informative. They also do trainings throughout the year for managers and supervisors that are very cost effective. There's also the Federal Department of Labor website, but you can get much of that same information on the BOLI website and use the Department of Labor if there is a question about a federal statute.” “Another option that is available for the employer, particularly if they are starting to get into disability issues and family medical leave, is to look into contracting with outside HR agencies that can often provide tracking services for medical leave rights and other leave statutes. Such resources can help Oregon employers gain a better understanding of federal and state leave laws, including the Family Medical Leave Act (FMLA), the
understands their employment will be terminated if the employer learns that the employee provided incomplete, misleading or false information in their application. If the employer conducts background checks or post offer medical exams, the employer will want to be sure all the necessary legal requirements are being followed.” Problems can arise when management breaks its procedures or, worse yet, doesn’t follow a documented approach. “It’s also important to establish a process for your hiring team to select candidates and conduct interviews,” says Buisman. “Often individuals who aren’t familiar with their legal obligations/restrictions (i.e. which interview questions to avoid, what criteria can be considered in the hiring decision, etc.) get involved in hiring because they know the job’s specific tasks and needs. But if they aren’t educated on the basic dos and don’ts of hiring, then you could get in big trouble. It’s important to make sure everyone is on the same page.” Sharing a company handbook with staff may not be enough. “Don’t skimp on training the people who select and supervise your staff,” she continues. “Make sure they understand they are the eyes and ears of the company. If they see inappropriate behavior, they need to put a stop to it.”
Sometimes that requires parting ways with an employee. “Employers should wait to terminate an employee until the personnel file is carefully reviewed to verify that the issues giving rise to the termination are well documented,” advises Brown. “Consider whether someone reviewing the file from outside your business would understand the reasons for the termination and whether they would agree that the termination was justified. If the employee is in a protected class status, does the employer have a legitimate nondiscriminatory and non-retaliatory reason for the termination?” She suggests thinking things through before proceeding. The timing of the termination is also important to consider, according to Brown. “For example, if the employee recently returned from a family medical leave, filed a workers’ compensation claim, made a safety complaint, or complained about harassment, does it appear that the termination may be in retaliation for the employee’s legally protected activity?” she asks. “Has the employee recently received a glowing evaluation and raise? Has the employee been with the company for many years?” All these factors must be considered. “Contacting an employment law attorney is usually money well spent to
“Spend the time to
develop your INTERVIEW PROCESS so the RIGHT people start with your company. You will have so much
LESS TURNOVER if the employee is the RIGHT FIT from the start.” PHOTO BY HEIDI JANKE
Oregon Family Leave Act (OFLA), and the Americans with Disabilities Act (ADA). “It is typically the employer’s obligation, not the employee’s, to determine whether the absence is protected,” explains Ellis. “Disciplining or punishing an employee for taking protected time off under these laws can result in employer liability. Therefore, it is important for employers – and especially the supervisors who manage employee absenteeism – to learn about these laws and to know when they apply. It’s worth attending a training to get up to speed on the legal requirements of these ever-changing laws.” “It is also important to communicate verbally, but also in a standardized letter to each employee so they understand their rights and your expectations while they are taking their leave,” notes Sarah Smith, director of operations at InnCline Management. “Being as transparent as possible with employees makes it easier for them to understand and trust their employer.” With the right system in place, mutual trust has the opportunity to develop from day one. “It all starts with hiring the right people,” believes Smith, who understands the ramifications of a mismatch. “Spend the time to develop your interview process so the right people start with your company. You will have so much less turnover if the employee is the right fit from the start. Then just be consistent with your policies, implementation and documentation. This takes time and effort from a management perspective, but it should not be seen as busy work. These systems will keep your management staff and your employees in check and avoid unnecessary turnover.” Getting the hiring process right can make or break a business, so there is no substitute for thoroughness right down to the signature line. “The employer should be sure that all questions asked of the applicant (both in the application and in the interview process) are job related and tailored to the job duties identified in the job description,” states Brown. “Employers using a written application will want to be sure the application includes an acknowledgement above the employee’s signature that the employee
SARAH SMITH Director of Operations, InnCline Management
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review the file and the reasons for the termination,” believes Brown. “Investing money up front often saves the employer from spending significantly more time and money defending future litigation and being exposed to potential damages in a lawsuit.” Swilley underscores the importance of formally documenting counseling sessions and other discussions related to performance issues. He suggests making notations in an employee’s personnel file that verbal counseling was given. “That way if there's some dispute over whether or not the employee was meeting the job expectations, or had at more than one time violated the policy that they were terminated for, then you can point to a continued pattern without having to resort to a ‘he said, she said’ situation, which is always a roll the dice if you're going in front of the jury,” he explains. There may be times when keeping an employee another day is a gamble. “It varies obviously by situation, depending on the reason for termination,” adds Swilley. “If it's a fairly serious action by the employee, theft or some sort act of violence or things along those lines, then you don't need to go through progressive discipline, but you'll want to make sure you preserve any evidence you may have supporting the reason for termination if you think the employee may bring a suit.” “This is all about implementing a disciplinary action procedure, following it every time with every employee, documenting all coaching and warnings, having clearly stated policies and procedures that are reviewed at time of hire and annually at an employee meeting, and always having a managerial witness for disciplinary actions,” according to Smith. “Never should we reprimand an employee in front of their peers. I also think it is so important to always focus on the action the employee has done that breaks a policy not on the person themselves. I think that is where employers get in to hot water, when they don’t establish their rules, follow-through, in a private meeting with a witness, and always remain respectful to the employee even if they lose their cool. At the end of the day, managers are in the role to set an example and remain professional 20 - Main Ingredient - December 2013
in all interactions with their employees, especially coaching opportunities, disciplinary actions and terminations.” “An Oregon employer may terminate an employee for any reason or no reason at all – as long as the reason does not breach a contract or violate a law,” clarifies Ellis. “Never make a decision to terminate in haste or in anger. Double-check that you are terminating for legitimate reasons and are not making a mistake that could cost you plenty down the road. If you are considering terminating an employee for a particular incident, get the employee’s side of the story before you make your decision. You will be better able to make a determination regarding what really happened and to assess the employee’s credibility if you ask the employee about the incident.” If there is no other recourse than following through and firing an employee, she recommends, “Be concise and truthful when giving the reason for the termination. Think it through: why do you want to fire this individual? Don’t terminate the employee until you have a well thoughtout reason that you can deliver without becoming long-winded or flustered.” When process, policy manuals, and government websites don’t provide a solution, the answer may be no more than an email or phone call away. “Having a good lawyer throughout the entire process of opening your business, running your business and even closing your business is invaluable, not just in regards to managing your employees, but in regards to making sure you've dotted all your I's and crossed all your T's,” counsels Swilley. “Having an attorney on your speed dial is very helpful, especially for managers if they have a disciplinary issue and they're not sure how to deal with it. If an employee comes to them and makes mention of a medical condition or that they need time off for a particular purpose that may implicate medical leave laws or disability laws, then I think it's important to have an attorney to call if they're not certain. That 10- or 15-minute phone call to an attorney could save you tens of thousands of dollars in attorney fees from a lawsuit.” “In many cases it might be overkill to seek assistance from a lawyer before
disciplining or terminating an employee because the risk is low in that particular situation,” adds Ellis. “There are, however, many cases where a short conversation with an employment lawyer will be more than worth the cost of the call. Listen to your gut. If you are nervous about the action you are about to take, or you know the employee is litigious, consult an attorney to be sure you are in compliance with the applicable laws. Whoever said ‘An ounce of prevention is worth a pound of cure’ must have been dragged into a lawsuit by a former employee.” | Kirk Richardson
Wage and Hour LAW TIPS • Make sure you’re paying employees for all hours worked. If a nonmanagement employee gets there early and starts wiping down tables to be helpful, that time needs to be tracked and paid for. • Give people the right number of meal and rest periods required under state law. • Pay overtime for all hours worked over 40 in a workweek. • Pay at least minimum wage. Unlike federal law, Oregon doesn’t allow you to credit tips against an employee’s minimum wage. • Pay final paychecks on time, because penalties and attorneys’ fees can add up to huge amounts in comparison to the original paycheck.
Courtesy of:
DIANE BUISMAN Employment Attorney, Vigilant
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Sure your employees can get food handler certification, but how do you know if they’ve learned it, better yet did they retain anything? Unlike other training programs, ORLA developed the FIRST online training that includes quizzes and videos to help retention. ORLA’s online food handler training helps your staff serve the public safely and minimize risk to your business. Get the state-mandated food handler training your staff needs, on their schedule.
TRAINING THAT STAYS WITH YOU
VISIT OREGONRLA.ORG/TRAINING OregonRLA.org - 21
CUISINES & CUSTOMERS Making the Connection Count
D
uring the holiday season, it can be more challenging than ever to climb above the clang and clutter of marketing messages to get your customer’s attention. To build traffic and grow sales, operators should look for ways to outshine the competition. Innovative flavors and ingredients are a low-risk way to update conventional foods and fuel consumer interest in your restaurant and menu offerings. This means that as the seasonal global celebration grows so should your search for novel, surprising taste sensations and flavor combinations! The original cuisines familiar for generations—Italian, Mexican and Chinese— have been extended to three broader sources of innovation from three key regions of the earth: Mediterranean, Latin American and pan-Asian. As these ethnic trends continue to enter consumer mainstream, you should consider how to merge them into your menu.
MEDITERRANEAN CUISINE relies on fish, herbs, vegetables and olive oil. Consumers appreciate the cuisine’s simple preparations, use of fresh ingredients and cooking methods that instill flavor without added fats. Rosemary, thyme and chervil are included in sauces and as toppings for flatbreads and pizza; Pita sandwiches 22 - Main Ingredient - December 2013
and Greek entree salads are enjoying good increases in menu reports. Operators are also using more falafel, hummus, chickpeas and Greek yogurt. The latest menu introductions include: • Mediterranean Paella— prepared with saffron, infused rice, chorizo, roasted shrimp and balsamic-marinated chicken breast – tasty and below 600 calories. • Moroccan Salmon— grilled Chermoula marinated salmon, served with seasonal vegetables and steamed rice. • Montaditos (small sandwiches)— varieties include Serrano ham and olive oil; Tortilla Española (potato omelet) with chipotle aïoli; grilled chicken with bacon, iberico cheese and Brava sauce. • And More!— Hummus with grilled eggplant, fresh tomato and arugula on whole-wheat; or grilled beef with guacamole and pico de gallo. LATIN AMERICAN FARE is much broader than the familiar Mexican, encompassing countries from Central and South America, as well as the Caribbean. Drawing on ingredients from tropical to indigenous and everything in between, including European and Asian influences, these nations and regions are known for distinct flavors. Grilled meats and accompanying sauces like chimichurri from Argentina and traditional barbecued meats from southern Brazil form the basis for steakhouse concepts worldwide. Peruvian cuisine reflects not only indigenous and Spanish influences but also Arabian, African, Chinese and Japanese immigrants. Peru’s
national dish, ceviche, is similar to Japanese sashimi, and overall, their preparation and flavoring is unique in its ability to shine with Asian ingredients. More broadly, Mexican, Cuban and other Hispanic flavors continue to influence and enrich the food culture all around. Glancing at Hispanic cuisine on mainstream menus reveals trends around rustic street foods, straightforward presentations, pan-Latin and fusion sandwiches, and healthful menu offerings.
Examples include: • Street-Style Mini Tacos— seasoned fajita steak or chicken or roasted pork, served open-faced on three mini corn tortillas with grilled onions and Jack cheese, accompanied by fresh avocado, Pico de Gallo and red-chile tomatillo salsa. • Asada y Enchilada— grilled skirt steak with marinated onions and chimichurri sauce served with a cheese enchilada. • Peruvian Pork Sandwich— roasted Cuban-style pork topped with garlic aïoli, Brie, salsa verde and fresh cilantro. • Arepa de Vegetales— fresh beets, avocado, cabbage and cilantro on an unleavened Colombian corn pastry with sweet plantains.
PAN-ASIAN The American palate, modified by international cuisine, has moved beyond basic Chinese food. The American dining experience demands bolder, lesser-known flavors from other Asian cultures. Korean barbecue has made inroads on menus, as have Korean-style marinades for beef and chicken featuring ingredients like soy sauce, pear juice, chiles, sugar, garlic and onions. Sweet, tart and tangy Filipino marinades; traditional Indian spices such as paprika, coriander, cumin, curry and cardamom; and fiery Southeast Asian Sriracha sauce are also beginning to show up on menus. Even more notable in our region, Southeast Asian flavors and ingredients are proliferating. Thai foods like pad thai, as well as Vietnamese specialties such as pho noodle soups and banh mi sandwiches have drawn more attention to Southeast Asian fare. And just around the culinary corner are flavors from the cuisines of Laos, Malaysia and Indonesia. Consider Asian appetizers such as satay skewers or Thai lettuce wraps for adding zing to your menu. And believe it or not, the next Asian craze might be dumplings and steamed buns like Rickshaw Dumpling Bar in New York City or Chicago’s Wow Bao bun concept. Both illustrate the appeal
of easy to hold, dip and eat Asian snacks. Plus, these are incredibly easy extensions of comfort foods moving towards ethnic fare. Riding the improved economic tide, there has been a flurry of new Asian and Asian-fusion menu concept developments.
barbecue pork; coconut custard; or eggs combined with bacon and cheddar, spinach and mushroom, or spicy pork sausage. THE QUESTIONS YOU SHOULD BE ASKING… How much ethnic innovation is right for MY concept and clientele? Where do I source the less-familiar ingredients and develop appropriate menu strategies? A good start is contacting your local broad line distributor and tapping into their expertise and resources to help you craft a menu that will boost sales and profits. | Garett Smith, Marketing Manager, Sysco Portland.
Edited from Sysco’s TrendSpotter. Original TrendSpotters available at Sysco.com
A few examples of dishes making a splash on this side of the ocean are: • Bahn Mi Sandwiches— Vietnamese-style sandwiches featuring a choice of chicken, beef or shrimp on a French baguette, filled with pickled carrots, daikon radish, cilantro, cucumber slices and spicy sauce, served with sweet-potato fries. • Breakfast Bao— new breakfast version of steamed Vietnamese-style buns, filled with
About Sysco To learn more about how you can get creative with your fall menu, contact your Sysco Marketing Associate. They can also help you tap into a network of chefs, quality assurance professionals and other foodservice experts who can address each client’s unique needs and problems. SyscoPortland.com
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Establishing a Presence on Google+ Part 2: Taking Advantage of Google’s Social Platform Features This article is the second in a three-part series aimed at helping you understand and harness the power of Google+ to improve your presence online.
A
s described in Part I, published in October’s Main Ingredient, Google+’s real advantage over other social platforms is its link to other Google features, and ultimately, its ability to improve your business’ search results. This article will explain where your Google+ profile information will show up in search results and opportunities within the Google+ social network. Google+ Local Think of Google+ Local as your business’s “Yellow Page” listing on Google’s search engine and Google Maps. This listing is most often automatically generated by Google and can be verified by you as the business owner. This listing includes your business name, address, phone number, website, number of Zagat reviews and possibly your hours and a thumbnail photo. After your local listing is secured, it can (and should be) upgraded to a Google+ Business Page. The business page allows you to participate on the Google+ social platform and will optimize your listing for better search results. Your Google+ Local listing helps customers find you by optimizing search results on Google and Google Maps. One of the most basic search queries on Google is to find a location of a business. 43 percent of all Google searches are local or location based, and over 50 percent of mobile searches are local or location based. One common example is searching “restaurants” together with a particular city or region (i.e. “restaurants in Redmond”).
24 - Main Ingredient - December 2013
Another less obvious, but increasingly important example is on mobile search, where Google can recognize your location automatically and tailor your results to your particular location. As very few restaurants utilize Google+ (another reason for you to join!), I’m using hotels as an example in the attached graphic. In both cases, having a robust presence on Google+ can help you improve your results. If a searcher is within the new Google Maps (http://maps.google.com/maps/about/explore/), the results may look like this. An optimized listing is more likely to be bolded and in bigger font.
The Google+ Local listing creates a basic page with your contact information, directions, some pictures and Zagat reviews. You can also invite Google into your restaurant with an increasingly popular Google Business Photo (https://maps.google.com/help/ maps/businessphotos) which optimizes your listing even more. While this listing is much better than not being listed or being dormant, there is more you can do to be more visible than competitors and increase your engagement with your current and potential customer base. Enter the Google+ Business Page!
While it is impossible to keep up with each subtle change Google makes to the way search results vs. advertisements are displayed, one recent trend is the Google+ Local listings for tablet users. Placed above the prime top advertisement real estate, a Google Places powered search box appears with a picture and review count of various hotels, baiting users to click.
Google+ Business Page The Google+ Business page, which we recommend be merged with your Google+ Local page, will add your business to the social network of Google+ and will change the look of your Google+ Local page to one with customized pictures and social posts. The social network allows you to post, share, and interact with customers making your restaurant or (in this case) hotel more visible in the following ways: Rank Higher in a Competitive Market If you are one of only 5-10 restaurants in your location, you may not have trouble getting listed first in search results, but in the Northwest, there is plenty of competition. With a wider network on Google+, you have a better chance of being highlighted. If your competitors are not there yet (most aren’t), you have an opportunity to lead in the local search results. Search Engine Optimization as Free Advertising Listing your local business is the quickest way to reach the most potential customers for zero cost. With an active presence on Google+, your page, along with your profile image and recent posts, is eligible to show on the right-hand side of the search engine results page. This pushes down advertising in the right hand column and may lead to more direct, organic drop-ins and reservations. Optimizing the Description section of a Google+ profile with targeted keywords greatly improves search results for the targeted terms.
Personalized Search With over 343 million active users, the potential in Google+ is partly the ripple effect of “recommendations” via your circles (categories for organizing your various connections). Going back to the example of a “hotels in DC” search, if a user’s friend on Google+ has circled a specific hotel in DC or has +1’d (Google+’s answer to “Likes” on Facebook) a post by the hotel, it will be recommended to that user. When a customer circles you, you are in a position to be automatically recommended. Participating in Competitors' Networks Google+ Business Pages and user profiles are allowed to communicate differently than in other networks. On Facebook, another business must “mention” you for their network to be exposed to your page. In Google+ you can interact with general travel communities and competitors’ circles to add value to their offering, while getting your page in front of more people. Google is always integrating Google+ content in different ways but currently there is a lot of opportunity to rank higher on a search engine results page and interact with the community. In Part III we will give you a few tips on how to start engaging on Google+ after you have optimized your listing. | Tom Halligan, Northwest Region General Manager, MICROS SYSTEMS
About MICROS MICROS Systems, Inc., an ORLA Endorsed Service Provider, is the leading provider of point-of-sale (POS) systems worldwide, offering systems that meet the unique requirements of all operators from a single terminal restaurant to the largest of chain operations. For more information call ORLA at 503.682.4422.
OregonRLA.org - 25
IS YOUR ALCOHOL SERVER TRAINING SLIPPING AWAY?
24/7 ONLINE ALCOHOL SERVER CERTIFICATION Fast, easy and valid statewide!
Sure your employees can get alcohol server certification, but how do you know if they’ve learned it, better yet did they retain anything? Unlike other training programs, ORLA developed the FIRST online training that includes quizzes and videos to help retention. ORLA’s online alcohol server training helps your staff serve the public safely and minimize risk to your business. Get the state-mandated alcohol server training your staff needs, on their schedule.
TRAINING THAT STAYS WITH YOU
VISIT OREGONRLA.ORG/TRAINING
26 - Main Ingredient - December 2013
BE READY FOR THE UNEXPECTED
Prevent and Minimize Property Damage Events.
I
n a moment, it could all be gone. A fire sparked by unemptied grease traps, faulty or frayed electric cords, or even poor housekeeping, can have a devastating impact on your restaurant, a loss in livelihood for you and your employees and injuries to staff and patrons. Even after a fire has been extinguished, the damage can continue since much of the material found in flooring and furniture is synthetic and creates a variety of complex chemical reactions when burned. Soot removal may be necessary for at-risk items such as brass, aluminum, chrome, marble, tile and porcelain. After only a few days these items go from cleanable to unsalvageable, adding to your restoration costs. Since any disruption to your business can be challenging and costly and repairs can range from hundreds to tens of thousands of dollars, the best strategy to avoiding a fire at your restaurant is awareness, training and preparedness. Be aware of the common fire hazards at your facility and the measures needed to prevent them. Despite actions you take daily
to reduce the risks, potential hazards and causes for fires at your restaurant can include: • A faulty or clogged (from grease residue buildup) kitchen ventilation exhaust system • Poor housekeeping including discarded trash and cardboard • Improper storage of flammable items • Dirty air ducts that can cause flue fires • Faulty or frayed electrical cords or wiring • Unemptied grease traps or spills from hot oil or grease on unclean surfaces • Using improper grease levels and cooking temperatures for deep fryers • Oil- or grease-soaked rags left close to open flames/hot stoves • Oven or stove top burner left on during non-business hours • Improper or faulty equipment
OregonRLA.org - 27
MEMBERSHIP DOESN’T COST, IT PAYS. The Oregon Restaurant & Lodging Association is dedicated to helping members operate with greater ease, efficiency and savings. Member participants save millions of dollars each year by using ORLA’s Endorsed Service Providers.
ORLA GROUP INSURANCE PLANS
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• Workers’ Compensation • Property & Liability
FOR MORE INFORMATION, CALL JENNIFER STARR AT 1.800.462.0619.
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Jobs for the Food and Drink Industry Staffing Solutions for Owners & Managers
28Untitled-5 - Main1 Ingredient - December 2013
4/26/12 5:38 PM
Providing regular training to your employees can greatly reduce the threat of a fire or the damage created by smoke and soot. Instruct employees to properly handle all equipment. Educate staff and management to recognize and respond to potential fire risks. Conduct regular separate reviews with your kitchen staff to define proper work practices and safety procedures (including using correct grease levels and cooking temperatures for your deep fryer and ovens, manually activating the fire suppression systems, and proper use of extinguishers). For additional assistance in recognizing and training your employees on the risks of a restaurant fire, visit Osha.gov. Your business’ preparedness can make all the difference in limiting damage and restoration expenses, to avoiding a fire altogether. As you develop your restaurants, “Emergency Action Plan,” ask yourself the following: • Does your restaurant conduct regular maintenance of safeguards installed on heat-producing equipment to prevent the accidental ignition of combustible items? • Besides training your employees to avoid mishaps that can create fires, have you assigned employees specific tasks in the event of a fire? Do you conduct regular fire drills with your staff? Have you determined when employees should take action to attempt to extinguish a fire or evacuate the building? • How frequently do you have your kitchen inspected? There are several companies that will inspect your commercial kitchen equipment and make a detailed list of items to be amended or simply cleaned to maintain compliance. You may also want to consider having a licensed electrical contractor review your electrical cords and wiring annually for any needed changes.
• Have you established a relationship with a quality restoration vendor specializing in fire loss and damage? Look for a certified contractor offering emergency services. Many will also offer reconstruction services to help you rebuild, tarping or boardup service to prevent vandalism and ensure your restaurant’s security, and help you develop a “Disaster Recovery Plan.” • Do you want a plan to include steps that help get you back to business as quickly as possible? Do you need a communication component so that you can connect with employees and customers throughout the restoration process to keep them engaged and abate worries about safety? Understanding the risks that can cause fires, implementing and training your employees on fire safety procedures and having “Emergency Action” and “Disaster Recovery Plans”, can assist you in avoiding the challenges and destruction caused by a fire and keep your restaurant open for business. | Beau DuVal, ServiceMaster of Portland
About ServiceMaster of Portland Since 1962 ServiceMaster of Portland has been at the forefront of the property disaster restoration industry in the Portland Metropolitan area. To learn more about preparing for the unexpected, visit SMPtld.com .
OregonRLA.org - 29
ENERGY CORNER
Grand Central Bakery and Milo’s City Café Make Energy Efficiency a Key Ingredient. What do a 200-employee, 7-location bakery and a small neighborhood café have in common? Local food, environmental stewardship and energy efficiency. The recipe for success for both Grand Central Bakery and Milo’s City Café includes being a responsible community member. Each business recently upgraded its lighting to improve customers’ dining experiences while reducing energy use and related costs.
BAKING UP A SUSTAINABLE BUSINESS Grand Central Bakery recognizes that expanding its business means managing resources—including energy—more wisely to minimize its environmental footprint. To that end, the bakery has made sustainable practices a cornerstone of its mission. Efforts include sourcing ingredients locally, positioning its seven locations close together for an efficient delivery route, encouraging employees to commute by bicycle and making energy upgrades to facilities. The bakery’s wholesale bread plant produces 10,000 pounds of dough a day. Careful planning limits food waste and any leftovers are donated to charitable organizations in the community. Daily bread delivery to nearby restaurants even happens by cargo bike! 30 - Main Ingredient - December 2013
“Saving energy and resources is a passion of mine,” says Ben Davis, president, Grand Central Bakery. “You have to keep an eye to the future, and your children’s future. Everybody needs to do a little something.” While exploring LED technology and costs, Davis learned about cash incentives for energy-efficiency projects. “It was an easy decision after crunching the numbers,” he says. “I went from ‘Let’s talk about this’ to ‘I don’t even need to talk—let’s do this.’” Lighting upgrades in all the locations required about 200 new bulbs. Incentives came to $5,232 covering about half the cost of the installation. With estimated annual energy cost savings around $500 in each location, that’s a payback of just 1 year. “A year payback on any business project—you just do it,” explains Davis. The bakery’s locations are also seeing unanticipated savings on their cooling costs. The new LEDs emit less heat than the old, inefficient incandescent lights, so the facilities stay cooler. “Now the air conditioning can keep up. We’re saving more than $1,000 a year in our Sellwood location alone, on top of the reductions in power used by the bulbs,” Davis says.
SETTING THE MOOD AT A COMMUNITY CAFÉ Loren Skogland, chef and co-owner, Milo’s City Café, shares Davis’s enthusiasm for running an environmentally conscious business. “We examine how we use energy, where we purchase things, how we dispose of waste. We also use local sources whenever possible,” he says. Skogland and his wife, Marianne, take a hands-on approach to running their business. Their regular customers are part of the café’s family, and being a responsible member of the community is an important part of the company’s values. The 18-table restaurant seats 70, feeds as many as 9,000 people a month and operates with its kitchen open to the dining area. When Milo’s added dinner service in 2001, dimmable lights in the dining room soon followed to create the right atmosphere. The system included dimmers in three separate areas: soffits along the perimeter of the room, pendant lamps over the tables in the center of the room and track lighting in the kitchen workspace. However, the fluorescent lights flickered when dimmed past a certain point. “What we had just wasn’t working. We needed to get it right,” explains Skogland. Fortunately, the café’s family of regulars suggested a lighting upgrade. Skogland chose to replace all 63 lamps and fixtures inside as well as the canopy lights outside the restaurant. LED
bulbs replaced incandescent bulbs in the track lighting and pendants, and the side fixtures were retrofitted with new, more efficient ballasts. Energy incentives of $1,448 were put toward the cost of the installation. With the upgrades, the café’s energy costs decreased about 5 percent—a welcome drop after 3 years of increases. While it took some extra effort to find the right balance of lights, Skogland is happy with the ambiance the lighting created. “The color we’ve achieved is a warm, inviting blend of the different types of lights,” says Skogland. “Having Energy Trust looking out for me has been great. They took an active interest in the project, which I really appreciate.” | Lisa Wood , Energy Trust About Energy Trust Energy Trust provides cash incentives for upgrades to lighting, heating, ventilation, air conditioning, commercial kitchen equipment and solar and other mechanical systems. Installing high-efficiency systems and equipment with the help of Energy Trust incentives can result in payback through energy savings in just a few years. If you are interested in learning more about cash incentives for energy-efficiency upgrades for your restaurant, contact Energy Trust Existing Buildings at 1.866.605.1676 or existingbuildings@energytrust.org.
ADD ENERGY SAVINGS TO YOUR MENU Improving the energy efficiency of your business is a practical way to reduce energy use and costs. Plus, upgrades to lighting, heating, ventilation and air conditioning systems, and refrigeration and kitchen equipment can enhance customer comfort and boost workplace productivity. Energy Trust of Oregon offers technical assistance and cash incentives to help you satisfy your taste for saving energy and money.
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Take control of your energy costs. Visit www.energytrust.org/commercial or call 1.866.368.7878. Serving customers of Portland General Electric, Pacific Power, NW Natural and Cascade Natural Gas.
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