Washington Restaurant Magazine April 2019

WA S H I N GTO N

April 2019

LEADING THE WAY

&

RECRUITING,

RETENTION

CULTURE EMPLOYEE TURNOVER Stemming the Flow

HOW TO RECRUIT IN A

TIGHT JOB MARKET

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

April 2019 │ 1

STANDARD US POSTAGE PAID APEX MAILING SERVICES INC

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

Powered by

Amy Spradlin | 800.225.7166 x 107 | amys@wahospitality.org

At your

fingertips.

Fingertips. Hospitality organizations lose lots of them.

Slicers, dicers, and knives, oh my.

When you can’t find your finger tips, let’s hope you can find First Aid, or at least someone who is trained by Washington Hospitality.

Call us today to get your staff trained.

Help your staff save their fingers.

VISIT WHAEF.ORG for more info.

First Aid/CPR/AED HOSPITALITY TRAINING SOLUTIONS

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

Inside

April 2019

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

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

Letters are welcomed, but must be signed to be considered for publication. Please include contact information for verification.

Reproduction of articles appearing in Washington Hospitality Magazine are authorized for personal use only, with credit given to Washington Hospitality Magazine and/or the Washington Hospitality Association.

Articles written by outside authors do not necessarily reflect the views or positions of the Washington Hospitality Association, its Boards of Directors, staff or members.

Products and services advertised in Washington Hospitality Magazine are not necessarily endorsed by the Washington Hospitality Association, and do not necessarily reflect the opinions of the Washington Hospitality Association, its Boards of Directors, staff or members.

ADVERTISING INQUIRIES MAY BE DIRECTED TO:

Stephanie Conway

360-956-7279 stephaniec@wahospitality.org Washington Hospitality Magazine is published monthly for members. We welcome your comments and suggestions. email: news@wahospitality.org, phone: 800-225-7166.

Circulation: 6,310

4 │ wahospitality.org

Features 10

Employee Turnover: Stemming the Flow

14

Where Hospitality Minds Meet The Value of Education and Collaboration

16

2018 Lodging Survey

19

Eye on Hospitality: Embracing Diversity is Good for Your Business

20

How to Recruit in a Tight Job Market

22

Preparing Students for a Career in Hospitality

24

The 2019 Washington State Visitors’ Guide Hits Newsstands

25

2019 ProStart® Invitational Winners

26

Are You and Your Roof in Alignment?

In Every Issue 6

From Your President and CEO

8

Lex on Tech

13

State GA Update

15

Local GA Update

28

Calendar and New Members

30

Ask the Expert

HEALTHCARE

SOLUTIONS

We are confident that we have competitive rates to show you.

HEALTHCARE SOLUTIONS WA Hospitality Benefits Specialist Holly Hahn 877.246.0545 wahospitality.org/wise-buy/health-care-solutions

President and CEO

Today’s Employees: Will You Help Them Grow?

Each February, I head to Pullman to meet the hospitality and communications juniors and seniors at Washington State University.

My primary reason for the trip is to talk to our industry’s future leaders about career opportunities, industry trends and support Hospitality Week at the university. One of the ancillary benefits is to hire graduates who could make our association stronger.

This year I got an unexpected benefit on the Palouse: an insight into what this generation wants.

I went to Pullman with three association jobs in my pocket for spring graduates. I was thinking I had two jobs that easily attract student interest, and one job where I would need to find a great candidate and make a hard sell.

Anthony Anton President and CEO

The first position was an incubation pilot coordinator—someone who essentially runs their own small business in the form of a new member program, and invents something that doesn’t exist and takes it to market. What business graduate wouldn’t be excited by this opportunity?

The second job was a local communications manager in Pierce County—an opportunity to lead a mini news division and deliver great news and information. This person would manage websites, social media platforms, video clips and seek cutting-edge ways to ensure members get the information they need for their operations. In an age where the number of newsrooms is shrinking, I surely thought we would stand out when talking with students from one of the country’s top communications programs.

Now, don’t get me wrong. I did receive interest from five to seven students for each of those jobs. But the job where I had to stay an hour after the class because of student interest was the executive assistant job.

During the weekend, as I was watching my kids’ baseball and lacrosse games, I pondered why I was so far off in my initial thought of what the students would be drawn toward?

I realized it was my sales pitch.

When I introduced the executive assistant position, I downplayed the day-to-day responsibilities and talked about why I believed it could help their careers. I told the students I didn’t want whoever was hired to still be my assistant in two years, but rather to use the experience, the network, the skills learned and the exposure from doing a little of a lot to find a passion and launch a career.

I didn’t sell the job. I sold the opportunity to find a career they could be passionate about. And that approach had a seven-to-one better attraction rate. I would love to say this was genius planning, but it was a lesson in real time.

Are you talking to your employees about today’s job or tomorrow’s opportunity? And are your actions following your words?

We have a new generation. We have new realities of labor force. We have new realities of business.

How do we make sure people want to come to work for us? How do we make sure they say, “This is a culture that attracts me.”

In no way do I claim to be a guru or a hiring expert, but this Pullman experience was a breakthrough moment for me. I hope this story and the articles and insights in the following pages inspire a breakthrough for you.

6 │ wahospitality.org

ARE YOU A HOSPITALITY INDUSTRY ENTREPRENEUR INTERESTED IN SELLING YOUR BUSINESS?

Federal and State Labor Law Posters lth Job Safety and Hea W!

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AW HE LA IT’S TH

U.S. Department

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the right to: All workers have .

A safe workplace with or health concern a work Raise a safety or OSHA, or report your employer being or illness, without related injury retaliated against.

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n Receive informatio all hazardous job hazards, including . your workplace substances in of your OSHA inspection Request an are unsafe believe there workplace if you . OSHA will keep or unhealthy conditionsl. You have the your name confidentia contact representative right to have a behalf.

OSHA on your tive have your representa and Participate (or an OSHA inspection participate) in to the inspector. speak in private with OSHA within File a complaint online or by mail) for 30 days (by phone, retaliated against if you have been

This poster is

available free

REEMPLOYMENT RIGHTS

HEALTH INSURANCE PROTECTION

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

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

✩✩ you ensure that your employer receives advance written or verbal notice of your service; ✩✩ you have five years or less of cumulative service in the uniformed services while with that particular employer; ✩✩ you return to work or apply for reemployment in a timely manner after conclusion of service; and ✩✩ you have not been separated from service with a disqualifying discharge or under other than honorable conditions.

If you are eligible to be reemployed, you must be restored to the job and benefits you would have attained if you had not been absent due to military service or, in some cases, a comparable job.

RIGHT TO BE FREE FROM DISCRIMINATION AND RETALIATION

understand. in the display this poster Prominently workplace. near the citations at or Post OSHA violations. place of the alleged

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

and correct CE to identify FREE ASSISTAN to small and mediumhazards is available or penalty, , without citation n sized employers ported consultatio through OSHA-sup state. programs in every

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

ENFORCEMENT ✩✩ The U.S. Department of Labor, Veterans Employment and Training Service (VETS) is authorized to investigate and resolve complaints of USERRA violations. ✩✩ For assistance in filing a complaint, or for any other information on USERRA, contact VETS at 1-866-4-USA-DOL or visit its website at http://www.dol.gov/vets. An interactive online USERRA Advisor can be viewed at http://www.dol.gov/elaws/userra.htm. ✩✩ If you file a complaint with VETS and VETS is unable to resolve it, you may request that your case be referred to the Department of Justice or the Office of Special Counsel, as applicable, for representation. ✩✩ You may also bypass the VETS process and bring a civil action against an employer for violations of USERRA.

EMPLOYEE EMP OYEE R RIGHTS GHTS

Notice to Employees

UNDER THE FAIR LABOR STANDARDS ACT

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

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

injury or illness. standards. all applicable OSHA Comply with d all work-relate Report to OSHA inpatient 8 hours, and all fatalities within losses amputations and hospitalizations, 24 hours. of an eye within workers training to all Provide required they can and vocabulary in a language

using your rights. to citations issued See any OSHA your employer. of your medical Request copies hazards that measure records, tests , and the workplace in the workplace log. injury and illness

H

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YOUR RIGHTS UNDER USERRA THE UNIFORMED SERVICES EMPLOYMENT AND REEMPLOYMENT RIGHTS ACT

Employers must: from a workplace free Provide employees It is illegal to retaliate recognized hazards. for using any of their against an employee including raising a law, rights under the you or concern with d health and safety reporting a work-relate with OSHA, or

Every worker is entitled to workers’ compensation benefits.

You cannot be penalized or discriminated against for filing a claim. For more information, call toll-free 1-800-547-8367.

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

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

Disability income. If your work-related medical condition prevents you from working, you may be eligible for benefits to partially replace your wages.

Vocational assistance. Under certain conditions, you may be eligible for help in returning to work.

Partial disability benefits. You may be eligible for a monetary award to compensate for the loss of body functions.

Pensions. Injuries that permanently keep you from returning to work may qualify you for a disability pension.

Death benefits for survivors. If a worker dies, the surviving spouse or registered domestic partner and/or dependents may receive a pension.

What you should do Report your injury. If you are injured, no matter how minor the injury seems, contact the person listed on this poster.

Get medical care. The first time you see a doctor, you may choose any health-care provider who is qualified to treat your injury. For ongoing care, you must be treated by a doctor in the L&I medical network. (Find network providers at www.Lni.wa.gov/FindADoc .)

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

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

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

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

Report your injury to:

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

(Your employer fills in this space.)

About required workplace posters

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

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

from OSHA.

U.S. Department of Justice

Office of Special Counsel

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

The minimum age for work is generally 14, with different 14–15 and for ages 16–17.

Helpful phone numbers:

Go to www.Lni.wa.gov/RequiredPosters to learn more about workplace posters from L&I and other government agencies.

THE LAW

2015

EMPLOYEE RIGHTS

REQUESTING LEAVE

EMPLOYER RESPONSIBILITIES

ENFORCEMENT

Eligible employees who work for a covered employer can take up to 12 weeks of unpaid, job-protected leave in a 12-month for the following reasons: period • The birth of a child or placement of a child for adoption or foster care; • To bond with a child (leave must be taken within one year of the child’s birth or placement); • To care for the employee’s spouse, child, or parent who has a qualifying serious health condition; • For the employee’s own qualifying serious health condition that makes the employee unable to perform the • For qualifying exigencies related employee’s job; to the foreign deployment of a military member who is the employee’s spouse, child, or parent.

An eligible employee who is a covered servicemember’s spouse, child, parent, or next of kin may also take up to of FMLA leave in a single 12-month 26 weeks period to care for the servicemember with a serious injury or illness.

An employee does not need to use leave in one block. When it is medically necessary or otherwise permitted, may take leave intermittently or on employees a reduced schedule.

Employees may choose, or an employer may require, use of accrued paid leave while taking FMLA leave. If an employee substitutes accrued paid leave for FMLA leave, the employee must comply with the employer’s normal paid leave policies.

While employees are on FMLA leave, employers must continue health insurance coverage as if the employees were not on leave.

Upon return from FMLA leave, most employees must be restored to the same job or one nearly identical to equivalent pay, benefits, and other it with employment terms and conditions.

Police

Contact L&I

of 30 minutes if working In agricultural work, teens of any age get a meal period each four hours worked. more than five hours, and a 10-minute paid break for have a 30-minute meal

Discrimination in Employment

             



a complaint:

(1-866-487-9243)



U.S. Department of Labor

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

TTY: 1-877-889-5627

www.dol.g ov/whd

P R O H I B I TE D U N F AI R E MP L O Y M E N T P R AC TI C E S

Pr ot ect ed Cl a ss es

AN EMPLOYER OF EIGHT (8) OR MORE EMPLOYEES MAY NOT DISCRIMINATE ON THE BASIS OF A PROTECTED CLASS: FOR EXAMPLE, AN EMPLOYER CANNOT:    

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

LABOR UNIONS MAY NOT DISCRIMINATE ON THE BASIS OF A PROTECTED CLASS. FOR EXAMPLE, A LABOR UNION CANNOT:   

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

EMPLOYMENT AGENCIES MAY NOT DISCRIMINATE ON THE BASIS OF A PROTECTED CLASS. FOR EXAMPLE, AN EMPLOYMENT AGENCY MAY NOT:   

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

If you have been discriminated

Wage and Hour Division

against, please call or go to: WH1420 REV 04/16

1-800 1-800-233-3247 or www.hum.wa.gov

Washington State Human Rights Commission April 2015

• Some state laws provide greater employee protections; employers must comply with both.

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

more about workplace Go to www.Lni.wa.gov/RequiredPosters to learn posters from L&I and other government agencies.

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

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

INDIVIDUALS WITH DISABILITIES Section 503 of the Rehabilitation Act of 1973, as amended, protects qualified individuals from discrimination on the basis of disability in hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other aspects of employment. Disability discrimination includes not making reasonable accommodation to the known physical or mental limitations of an otherwise qualified individual with a disability who is an applicant or employee, barring undue hardship. Section 503 also requires that Federal contractors take affirmative action to employ and advance in employment qualified individuals with disabilities at all levels of employment, including the executive level.

DISABLED, RECENTLY SEPARATED, OTHER PROTECTED, AND ARMED FORCES SERVICE MEDAL VETERANS The Vietnam Era Veterans’ Readjustment Assistance Act of 1974, as amended, 38 U.S.C. 4212, prohibits job discrimination and requires affirmative action to employ and advance in employment disabled veterans, recently separated veterans (within

WH1088

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

EMPLOYEE POLYGRAPH PROTECTION ACT

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

(Chapter 49.17 RCW)

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

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

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

INDIVIDUALS WITH DISABILITIES Section 504 of the Rehabilitation Act of 1973, as amended, prohibits employment discrimination on the basis of disability in any program or activity which receives Federal financial assistance. Discrimination is prohibited in all aspects of employment against persons with disabilities who, with or without reasonable accommodation, can perform the essential functions of the job.

If you believe you have been discriminated against in a program of any institution which receives Federal financial assistance, you should immediately contact the Federal agency providing such assistance.

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

You have the right to:

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

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

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

may ask L&I to keep your name confidential.

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

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

Employers — You have a legal obligation to protect employees on the job.

Employers must provide workplaces free from recognized hazards that could cause employees serious harm or death.

Actions you must take:

responsibilities.

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

health inspection, without loss of wages or benefits. The L&I inspector may talk confidentially with a number of employees.

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

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

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

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

if you lose your job

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

You can apply online at esd.wa.gov:

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

What is covered?

Your own medical condition

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

This poster is available free from L&I at www.Lni.wa.gov/RequiredPosters .

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

Report any work-related non-hospitalized amputation or loss of an eye to DOSH within 24 hours.

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

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

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

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

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

happened.

How do I become eligible for benefits?

How do I become eligible

all need to give or receive www.Lni.wa.gov/Safety 1-800-423-7233 care. Paid Family and Medical Leave is a new statewide

Where to report:

their names.

Brief description of what

1 (available 24/7)

Your own for benefits?

You become eligible medical once you have condition You become eligible

paid time in life’s most

Employers are legally required to post this notice in a place convenient for employees to read (see RCW 50.20.140).

The Employment Security Department is services are available upon request to an equal-opportunity employer and provider of programs and services. Auxiliary people with disabilities. Auxiliary aids may aids and devices (TTY) for hearing- or speech-impaired include individuals. Individuals with limited English qualified interpreters and telecommunication services to conduct business with the department. proficiency may request free interpretive

At some time in our lives, we all need to give or receive care. Paid Family and Medical At in lives, At some some time time in our our lives, we we Leave is a new statewide all need or all insurance need to to give give or receive receive program that will care.

Paid Family care.

Paid Family and and Medical Medical help Washingtonians take Leave is a statewide Leave a new new paidistime in statewide life’s most insurance program that insurance program that will will challenging times. help help Washingtonians Washingtonians take take paid paid time time in in life’s life’s most most challenging challenging times. times.

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

WAHOSPITALITY.ORG

How do I become eligible for benefits?

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

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820 RS HOU

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Jan Feb Mar IsJan my job Feb protected Mar

What is my weekly benefit?

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Apr May Jun Apr May Jun Jul Aug Sep Jul Aug Sep Work for an

You are entitled up to 12 weeks of partial wage replacement with a weekly minimum of $100 and a weekly maximum of $1000, adjusted annually. Your exact benefit is determined by your earned wages, the state median income, and other factors.

Weekly wage

Employees covered by the state program are entitled to job restoration when returning from leave if they:

employer with 50 or more employees.

Weekly Benefit

Jan

Feb

Mar

$480

$432

Apr

May

Jun

$576

$524

Jul

Aug

Sep

$961

$764

Oct

Nov

Dec

$1923

$1000

How much will it cost?

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

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If your work hours have been reduced to part-time, you may qualify for partial unemployment benefits.

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ENFORCEMENT

Training and resources to promote safe workplaces.

On-site consultations to help employers identify and

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

Visit WorkSource to find all the FREE resources you need to find a job. These include workshops, computers, copiers, phones, fax machines, Internet access, and newspapers. Log onto WorkSourceWA.com to find the nearest office.

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

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Have worked for that employer for 12 months or more.

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

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Caring for family members

Bonding with a child (birth, foster or adoption)

What is What is covered? covered?

paid time in life’s most

Visit www.esd.wa.gov to apply and click “Sign in or create an account”

To apply for unemployment, you will need:

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

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

Allow an employee representative to participate in an L&I safety/ If you are cited for safety and/or health violations, you must

allowed on the citation is not reasonable.

• Your Social Security number.

• Names and addresses of everyone you worked for in the last 18 months.

• Dates you started and stopped working for each employer.

• Reasons you left each job.

• Your alien registration number if you are not a U.S. citizen.

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

EXEMPTIONS

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

Post this notice to inform your employees of their rights and

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

UNEMPLOYMENT BENEFITS

PROHIBITIONS

Comply with all workplace safety and health rules that apply to

Prior to job assignments, train employees how to prevent

Appeal a violation correction date if you believe the time

You may be eligible for

REV 07/16

EMPLOYEE RIGHTS

Job Safety and Health Law

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

1-866-487-9243 TTY: 1-877-889-5627 www.dol.gov/whd

WAGE AND HOUR DIVISION UNITED STATES DEPARTMENT OF LABOR

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

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

Washington State Law Prohibits

• Certain occupations and establishments are exempt from the minimum wage, and/or overtime pay provisions.

• Special provisions apply to workers in American Samoa, the Commonwealth of the Northern Mariana Islands, and the Commonwealth of Puerto Rico.

About required workplace posters

Employers Holding Federal Contracts or Subcontracts

exposures to toxic and harmful substances or conditions.

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

1-866-4-USWAGE

The Department has authority to recover back wages and an equal amount in liquidated damages in instances of minimum wage, overtime, and other violations. The Department may litigate and/or recommend criminal prosecution. Employers may be assessed civil money penalties for each willful or repeated violation of the minimum wage or overtime pay provisions of the law.

Civil money penalties may also be assessed for violations of the FLSA’s child labor provisions.

Heightened civil money penalties may be assessed for each child labor violation that results in the death or serious injury of any minor employee, and such assessments may be doubled when the violations are determined to be willful or repeated. The law also prohibits retaliating against or discharging workers who file a complaint or participate in any proceeding under the FLSA.

Online: www.Lni.wa.gov/WorkplaceRights Call: 1-866-219-7321, toll-free Visit: www.Lni.wa.gov/Offices Email: ESgeneral@Lni.wa.gov

Meal and rest breaks for teens

PUBLICATION F242-191-909 [12-2012]

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

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

For additional information or to file

ENFORCEMENT

ADDITIONAL INFORMATION

Need more information?

Questions about filing a worker rights complaint?

during school weeks.

Get copies of your medical records, including records of

An employee who works for a covered

Employers can require a certification or periodic recertification supporting the need for leave. If the employer determines certification is incomplete, it must provide that the a written notice indicating what additional information is required.

Once an employer becomes aware that an employee’s need for leave is for a reason that may qualify under employer must notify the employee the FMLA, the if he or she is eligible for FMLA leave and, if eligible, must also provide a responsibilities under the FMLA. If the notice of rights and employee is not eligible, the employer must provide a reason for ineligibility.

Employers must notify its employees if leave will be designated as FMLA leave, and if so, how much leave will FMLA leave. be designated as

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

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

ACT

An employer may not interfere with an individual’s FMLA rights or retaliate against someone for using or trying opposing any practice made unlawful to use FMLA leave, by the FMLA, or being involved in any proceeding under or related to the FMLA. employer must meet three criteria in order to be eligible for FMLA leave. The employee must: • Have worked for the employer for at least 12 months; • Have at least 1,250 hours of service in the 12 months before taking leave;* and • Work at a location where the employer has at least 50 employees within 75 miles of the employee’s worksite. *Special “hours of service” requirements apply to airline flight crew employees.

Generally, employees must give 30-days’ advance notice of the need for FMLA leave. If it is not possible to give 30-days’ an employee must notify the employer notice, as soon as possible and, generally, follow the employer’s usual procedures.

Employees do not have to share a medical diagnosis, but must provide enough information to the employer so it can if the leave qualifies for FMLA protection. determine Sufficient information could include informing an employer that the employee will be unable to perform his or her is or job functions, that a family member cannot perform daily activities, or that continuing medical treatment is necessary. hospitalization or Employees must inform the employer if the need for leave is for a reason for FMLA leave was previously taken or which certified.

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

rules for ages

Many jobs are not allowed for anyone under 18 because work hours on Work hours are limited for teens, with more restrictions

esd.wa.gov

ELIGIBILITY REQUIREMENTS

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

THE HE UNITED STATES DEPARTMENT OF LABOR WAGE AND HOUR DIVISION

BENEFITS & PROTECTIONS

OSHA 3165-04R

• www.osha.gov

1-800-3

LEAVE ENTITLEMENTS

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

NURSING MOTHERS

teens. This

requirement applies to family members must sign the Parent Teens do not need a work permit; however parents during the school year, Authorization form for summer employment. If you work Authorization form. a parent and a school official must sign the Parent/School they are not safe.

Fire

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

Equal Employment Opportunity is

We can help.

UNDER THE FAMILY AND MEDICAL LEAVE

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

TIP CREDIT

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

Ambulance

On the Web: www.Lni.wa.gov

period if working mor

89-5627 • TTY 1-877-8 21-OSHA (6742)

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

CHILD LABOR

because of this status.

In all other industries, teens who are 16 or 17 must

Contact OSHA.

OVERTIME PAY

April April 1, 1, 2019 2019 Reporting Begins

Reporting Begins For more information: PaidLeave.wa.gov

For For more more information: information: PaidLeave.wa.gov PaidLeave.wa.gov

Beautifully designed with all the labor information you are required to post according to federal and state law These posters are $5 each for Washington Hospitality Association members This price includes tax shipping and handling That s the best deal in the state

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Lex on Tech

Technology Trends Impacting Your Business

By Lex Nepomuceno

A few months back, I had the opportunity to attend the annual Consumer Electronics Show in Las Vegas. There were robots, self-driving motorcycles, giant drones, smart kitchens and more – yet, I kept wondering how many of these amazing products and services will actually hit the market. Fortunately, many of the innovations in the hospitality industry are not too far behind a very mature consumer technology market.

Here are three tech trends currently making an impact on hospitality: Third-Party Delivery Continues to Expand Despite the high costs of enlisting third-party delivery services, both quick-and full-service restaurants find it difficult to resist the new customers these vendors bring in. While the coverage from companies like UberEats continue to expand, other companies like DoorDash and GrubHub are driving growth in smaller markets. This strategy is facing its own set of challenges, however – such as finding enough drivers and convincing consumers to stay home instead of ordering take-out.

What does this mean to you? Third-party delivery is here to stay and is no longer relegated to metropolitan cities.

Penetration into suburbs is inevitable and restaurant operations in these areas will need to either embrace the trend or consider other strategies for serving current and new customers.

Cities and States Begin Banning Cashless Retailers and Restaurants While this isn’t an issue that has crept up in Washington state, it is important to recognize potential trends coming.

Starting July 1, Philadelphia will require most businesses to accept cash or face fines up to $2,000. Philadelphia is the first major city in the U.S. to ban cashless stores, bringing to light the debate between innovation and citizen access.

The state of New Jersey followed up with its own cashless ban that took effect in mid-March. Massachusetts has had a

8 │ wahospitality.org

cashless measure in effect since 1978.

What does this mean to you? Just because we live in a techfriendly state, it doesn’t mean these types of conversations aren’t occurring in the background – especially amongst marginalized groups. As an operator who might be looking into limiting or removing cash payments altogether, you may want to consider the social impacts such moves could make.

China’s Alibaba Group Set to Launch A.I. Powered Hotel E-commerce giant Alibaba is leveraging its A.I. division to develop products and services aimed at the hospitality sector, including self-navigating robots that can control elevators, recognize faces and communicate autonomously with staff and guests.

This “hotel of the future,” named FlyZoo Hotel, opened earlier this year and includes automated room service and facial recognition for room entry. Environmental elements such as temperature, lights, curtains and entertainment can be voice-controlled as well.

What does this mean to you? This means tech that supports your staff being the best they can be is closer than ever.

Automation isn’t going away. Innovations will continue to work their way into restaurants and hotels. Companies should be open to how technology can help them excel or even just survive in such a competitive market. Next steps for the internet giant? Fully automated restaurants and libraries on its corporate campus. You see where this is headed, right?

Advances in A.I., machine learning and cloud technologies have contributed to the efficiencies and demand for service robots, according to research firm Global Market Insights.

Additionally, the International Federation of Robotics expects the market for service robots to increase by as much as 25 percent in two years. Consequently, the costs of implementing different layers of automation will continue to go down and be accessible to even smaller operators. n

Primary Source of Information | News Briefs

Federal Overtime Proposal Released

The Department of Labor (DOL) released its rewrite of the Obama administration’s overtime rule, which more than doubled the salary threshold from the current level of $23,660 to $47,476 per year. The DOL’s rewrite of the rule proposes a salary threshold of $35,308 per year.

The Department of Labor’s revisions to the rule reflect a review process including a request for information and a nationwide series of listening sessions allowing the regulated community and stakeholders to offer input on this important federal regulation. The National Restaurant Association said it supports the department’s commonsense approach to salary increases and the absence of a provision for automatic adjustments.

Final Policy Guidance on Tips, Gratuities and Service Charges Issued by L&I

The Washington State Department of Labor & Industries issued final policy guidance addressing employer requirements and employee rights on tips, gratuities and service charges. This guidance takes into account the association’s concerns and is similar to federal law adopted in last year’s federal omnibus appropriations act. This information also mirrors the guidance from our HERO Manual.

The updated version of the policy will also be available via the Workplace Rights/Employment Standards Administrative Policies web page. For more information, go to https://wha.fyi/ mag0419a.

Paid Family and Medical Leave Reporting Deadline Moved to July 31

In March, the Washington State Employment Security Department (ESD) announced it is moving the Q1 reporting deadline to July 31 instead of April 30. Beginning July 1, employers will submit both Q1 and Q2 reports and premium payments through the ESD online customer management system. The new timeline will not impact the availability of benefits that begin in January 2020 for eligible employees. This deadline change applies to Paid Family and Medical Leave only. Reporting timelines for unemployment insurance are unaffected.

Register for AHLA’s Women Advancing Hospitality Conference, May 29-30

The American Hotel & Lodging Association is hosting the Forward: Women Advancing Hospitality conference on May 29-30 in Chicago. During two impactful days, attendees will hear important insights from some of the most successful women executives. Network, strategize and share knowledge to help the industry – and its women – make the next leap forward. Register at https://www.ahla.com/events/forward.

Staff Updates

The association says goodbye to longtime Territory Manager Kim Hildahl who will be leaving the association after seven years.

Hildahl has served members in San Juan, Island, Whatcom, Skagit and Okanogan counties. “I have been honored to work for the association during the last seven years,” Hildahl said. “I appreciate all the support from my co-workers and leadership team to serve the needs of our members. My next journey in life is to share my skills and passion with our youth in need, including workforce development. My hope is to reconnect with my own community and volunteer more.”

April 2019 │ 9

EMPLOYEE TURNOVER Stemming the Flow

By Paul Schlienz

The hospitality/foodservices sector, according to the U.S. Bureau of Labor Statistics, has an annual turnover rate of 73.8 percent with more than 6 percent of staff leaving every month.

According to the People Report from TDn2K, a Texas-based research firm, the average cost of turnover for a front-ofhouse restaurant employee is $2,000. For a back-of-house employee, it is $1,902, while it costs $14,036 when managers turnover.

But employee turnover costs cut deeper than a business’ bottom line.

Customer Experience

“The biggest challenge of employee turnover is that it can cause interruptions to the service level at a given property and the experiences you’re trying to create,” said Quentin Incao, CEO of Q Hospitality Management, a Seattle-based consulting firm for hotels and restaurants. “It’s hard for the team you’re trying to build to give those experiences at expected levels if you find yourself continually short or continually rehiring and in the re-training process, or hiring out of desperation and move someone that may not be ultimately qualified to really perform that position to the level that your hotel expects.”

Jeremy Hardy, co-owner of Seattle’s Mioposto Pizzeria chain, also cites the diminishment of customer experience as potentially the most devastating aspect of employee turnover.

10 │ wahospitality.org

“Imagine that you go to the bar every Wednesday to hang out with a certain bartender, and you’ve been going there now for three years, and the two of you know each other pretty well and you like to talk baseball,” Hardy said. “Then one day you walk in and there’s a new bartender. He might be completely pleasant, charming and outgoing, but then he asks you that question, ‘Are you new? Have you been here before?’”

All those years of experience between server and guest is broken at that point.

“If you’re fortunate, you’ll have an employee that understands the situation and works quickly to repair it,” Hardy added. “He’ll say the former bartender was really great and everyone was sorry to see him go before telling the customer ‘My name is Jack and it sounds like you like baseball.’ No matter what, however, you still have to start all over again and rebuild the relationship.”

Hiring and Training

Turnover can also be damaging to workplace morale as employees watch with dismay as their co-workers disappear.

And filling in for a vacant employee and training a new one can be a demanding process.

“You have to hire and train a new employee,” said Hardy.

“That’s a challenge in this tight labor market.

Overtime can be incurred to cover an employee while you have a vacancy. Also, while you train a new employee, you have to increase your labor costs because you have trainer and employee in the picture.”

And, inevitably, new employees will make mistakes as they learn the job.

“It will take them a while to get into their rhythm to get more efficient and effective,” Hardy said. “For example, they might not sell as well as the person they replaced because they’re not that familiar with the wine list.”

Why Do Employees Leave?

According to the People Report, 47 percent of workers cite lack of recognition and poor company culture as reasons to leave a job. Additionally, 81 percent of workers would rather join a company that values open communication than one with a laundry list of fun perks and appealing benefits. The People Report also found that 70 percent of employees are not truly engaged in their work, which can lead to mistakes, low morale and frequently turnover.

Of course, some turnover is unavoidable, and it is not all for negative reasons or the fault of the employer.

“Because we employ a relatively young group—collegeage employees with sort of a frenetic approach to life in general —going back to school, moving into or moving out of their parents’ house, we see a lot of turnover from life changes that happens outside the job because it’s not a career position for them in many cases,” said Tom Small, COO of Evergreens, a King County restaurant chain that specializes in salads.

Lack of challenge, however, can also be a driver of turnover.

“A major reason employees leave is that they no longer believe they have anything to learn in their current working situation,” said Hardy. “I don’t believe people leave a job primarily for more money. When you’re in a situation you love, you tend to stay there. You’re getting value out of it.”

Show the Love

“The best hiring and recruiting strategy is to have an outstanding employee retention plan,” said Rick Amero, director of business development at AMP Services, a hospitality consulting and accounting firm in Seattle.

According to AMP, one good way to ensure you get the right person for the right job—and a person who is more likely to stay—is to develop a job profile for every position. The best way to do this is by analyzing the performance of existing or past successful employees, in a particular position, and identify which attributes contributed to performance and retention.

AMP also recommends developing structured interview guides with standardizing interview questions. By putting all positions into an interview guide it is easier to train interviewers and maintain standards. Asking the same interview questions to candidates for the same position eliminates “gut-feel” decisions and allows for a more structured comparison of candidates for particular positions.

Another piece of the puzzle is general managers. Gallup research often identifies general managers as critical in providing a workplace with high levels of performance and employee retention.

“We train the heck out of our managers,” Hardy said. “We have management seminars every other week, and they’re trained on everything from finances to conflict resolution. I stress how important it is for our leaders to be learners. Their main job is to teach. If you’re not a learner, you’re not going to be a good teacher. You’re going to be a reciter and a repeater, but you’re not going to be a great April 2019 │ 11

teacher. We engage and challenge them in learning and they hopefully bring their level best and enthusiasm for learning something new.”

In addition to working intensively with his managers, Hardy places a great deal of emphasis on imparting the kind of values to his employees that will make them more likely to be successful in their job and in life.

“Every other week I hold a new hire orientation,” Hardy said. “We don’t talk about uniforms or showing up on time. We talk about Mioposto values and what we do. I’ll tell them that the greatest thing we have as human beings is that we get to choose how we respond to the world around us. And I talk about how to do that. I try to reach the human rather than the employee. If you can reach into the heart and soul of the human being sitting there, then you can tap into a much more powerful place, and it becomes a much better teaching moment than just that surface employee-employer relationship.”

Knowing that there’s potential for growth within a company, that a job is not dead end, can also be important in retaining employees.

“We spend a great deal of our resources—more than other companies that I’ve been at—on training and making sure that people have the opportunity to learn and grow and find

12 │ wahospitality.org

some future value in the stuff they’re learning,” Small said.

“We are a fast-growing company, so we’ve got the opportunity to provide a lot of internal mobility and promotion opportunities. So, we do internal postings prior to posting outside for positions that become available in the stores for promotional opportunities. They feel like there’s a way to grow and get involved.”

Benefits, too, can be important in employee retention, but Hardy warns against viewing them as the only thing you need to provide to keep your employees.

“We do provide 100 percent health care, but in and of itself, that won’t do it,” said Hardy. “That’s like money.

It’s nice. If you’re not given anything else, your employees stick around, but their attitude isn’t great. When you reach for that deeper level of human being to human being, it’s really fun because people really respond to it. You can do it. They’re excited by it and it makes them feel alive and keen and appreciated.”

Above all, employees need to feel they are appreciated for their hard work and all they bring to a company.

Amero emphasizes that employers should show their appreciation to their employees before it’s too late.

“Don’t tell me that you love me when I give you notice,” he said. n

Government Affairs | State GA Update The 2019 Story of Restrictive Scheduling

By Nicole Vukonich

Recruitment, retention and culture are critical elements to maintaining a strong workforce within the hospitality industry. When the Washington Hospitality Association surveyed employees, most respondents said that one of the best parts of the industry is having flexibility to create a schedule that allows them to create the maximum work/ life balance.

the restrictive scheduling committee hearings, the State Government Affairs team created booklets with the names of everyone who responded and included personalized comments. Additionally, members and partners from across the state got engaged and wrote opinion-editorial pieces that ran in The Seattle Times and The SpokesmanReview.

During the 2019 legislative session, there were efforts to create statewide restrictive scheduling requirements for certain targeted industries, including hospitality.

The bills, House Bill 1491 and Senate Bill 5717, were both heard by the legislative labor committees. Washington Hospitality Association members showed up and spoke directly to the members of the Senate Labor & Commerce Committee and the House Committee on Labor & Workplace Standards.

After months of preparation for this topic, the bills containing the restrictive scheduling proposals were presented by lawmakers from Seattle. The State Government Affairs team immediately sought feedback from members right away.

The scheduling proposals, as drafted in House Bill 1491 and Senate Bill 5717, were not going to be realistic or possible to implement without significant administrative costs and difficulties. Instead of benefiting workers and employers, it was evident that these bills would remove the flexibility that the industry thrives on and restrict employers’ ability to schedule their employees.

The State Government Affairs team quickly got to work to inform members of the restrictive scheduling bills and identified members’ concerns with the bills. During Hill Climb, at the end of January, Washington Hospitality Association members from across the state told their lawmakers that restrictive scheduling would not work for them and how their businesses would be negatively affected.

To help lawmakers hear the voices and perspectives of members, action alerts to employees and members were created. In three weeks, more than 600 members and 100 employees sent more than 10,000 emails to their lawmakers, telling them of the negative impacts of restrictive scheduling. These action alerts set new Washington Hospitality Association records for responses.

To further ensure legislators heard members during

The bills were updated and, most importantly, in the House, the bill was amended to exempt 30 of the state’s 39 counties—ones that are classified as rural by the Office of Financial Management. The amendment was adopted unanimously and was a sign that this policy was not ready to become law.

Both bills, as amended, advanced out of their policy committees and headed to the fiscal committees. Again, members spoke during the hearing in the House Appropriations Committee.

By March 1, the fiscal committee cutoff deadline, the bills had a hearing, but no further action was taken. For this session, these bills were declared dead, even by their proponents. While nothing is ever officially dead until the last day of session, the State Government Affairs team is confident that the issue is dead for the session.

Restrictive scheduling will be back next session, as bills remain alive for the two years of the biennium. The bills will stay in their current forms unless a new bill is drafted to address many of the concerns that the hospitality industry raised about restrictive scheduling.

As an organization focused on finding solutions to the problems facing the industry, the association now has until next session to iron out how to approach this topic for the future. n

April 2019 │ 13

HOSPITALITY

SUMMITS

Where Hospitality Minds Meet

The value of education and collaboration

By Morgan Huether

We’ve all heard the old saying, “Two heads are better than one.” That’s exactly what the Washington Hospitality Association’s Hospitality Summits are about. The events will take place in Seattle, Tacoma and Olympia, and will provide a venue for education, collaboration and business improvement.

All three Hospitality Summits have been carefully crafted to bring speakers and vendors who can solve your business challenges together under one roof. Speakers will deliver focused, short format talks to get you the information you need on multiple topics without sitting through lengthy

presentations. Topics will include the state of the industry, service charges, SEO, checklist management and more.

Vendors will be on site to solve real problems, like climbing credit card processing fees, labor retention and building maintenance. Think of it like speed dating with the locally-sourced products your business needs.

If the ticket didn’t already pay for itself in connections and education, at the end of the day, collaborate with your fellow hospitality business owners and operators over appetizers and drinks at the post-event networking party.

REGISTER TODAY AT HOSPITALITYSUMMIT.ORG SEATTLE

TACOMA

OLYMPIA

04/22/19

04/29/19

05/06/19

Renaissance Seattle Hotel

Hotel Murano

Worthington Center, St. Martin’s University

Presented by Reception Sponsor

14 │ wahospitality.org

State of the Industry Sponsor

Government Affairs | Local GA Update

Jacque Coe, APR, Joins Seattle Team as Public Relations Manager Please welcome Jacque Coe to the Seattle team as public relations manager. Jacque is a longtime communications professional with experience in strategic communications, public relations, public affairs, crisis management, branding, media relations, social media, diverse audiences, executive leadership and personnel issues. Her first career was in journalism—most recently at KING-TV. Nationally accredited in public relations (APR), Jacque is the current president of the Puget Sound chapter of the Public Relations Society of America and has led communications for Washington’s Lottery and the Dairy Farmers of Washington, as well as the Bellevue and Seattle school districts. Find out more about Jacque at jacquecoe.com.

Tacoma Adds Amendment for Short-Term Rentals in Accessory Dwelling Unit Ordinance The Tacoma City Council is hoping to encourage development of accessory dwelling units and detached accessory dwelling units to make it easier for people to build second living spaces on their property. Your Local Government Affairs Team worked hard to include language for short-term rentals in this ordinance.

The amendment will “prevent over-concentrations of short-term rentals by requiring the owner to occupy one of the two dwellings.” This amendment affects vacation rentals such as Airbnb and won’t affect longer rental agreements arranged on a month-to-month lease. The council read the ordinance for the first time on March 5. It was heard for the final time on March 19. If approved, the ordinance will take effect in May. Spokane Chapter Meeting Recap The first Spokane Chapter Quarterly meeting on March 12 at the DoubleTree.

The group heard from Mayor David Condon, local attorney Kim Kamel and new Visit Spokane President and CEO Meg Winchester. Chef Miles Boggio and Chris Patterson gave a great presentation on packaging for third-party delivery.

Save the Date: Spokane Golf Tournament Coming June 11 Mark it in your calendars now—the annual Spokane Chapter Golf Tournament will be on June 11 at Downriver Golf Course, 3225 N. Columbia Circle, Spokane.

This year’s tournament will benefit local ProStart students, Feed Spokane and the Inland Northwest Culinary Academy at Spokane Community College. Come have fun, meet other hospitality professionals and raise funds for these worthy causes. Details and registration information are coming soon.

–Lisa Leinberger

April 2019 │ 15

2018 Lodging Survey The following information was gathered from the major findings from the American Hotel & Lodging Association’s 2018 Lodging Survey. Here are some of the highlights:

In-Room Amenities

Sustainability

•

•

• •

• •

• • •

• •

High definition and/or flat screen TVs are the norm with 95 percent of locations reporting.

Internet service to guest rooms (99 percent overall) is clearly an industry standard across all chain scales.

Fees for in-room internet (10 percent) have been generally flat since 2014. A little more than half of chain luxury and upper upscale hotels charge for service with generally no fee in the remaining segments.

Slightly fewer hotels, in 2018, report having religious materials in rooms (65 percent) since this amenity’s 2006 peak.

Name brand amenity products are provided in more than nine of 10 hotels in the upper-midscale and higher chains, but is the exception for economy properties at 5 percent.

Room newspaper delivery applies to 8 percent of U.S. hotels.

Almost all hotels overall provide for free local calls (91 percent), but independent hotels are a primary standout, with 41 percent charging their guests.

Small hotels (less than 50 rooms) have a higher percent of suite rooms (49 percent) than larger properties. At 23 percent overall, the percent of suite rooms has generally held steady since 2008.

The percent of non-smoking rooms has held steady at 97 percent, the same level as 2016.

Seven percent of hotels report having communal rooms with shared living space. That ratio more than doubles for luxury and upscale chain hotels (both 17 percent).

• • •

• • •

Housekeeping •

•

•

16 │ wahospitality.org

Linen/towel reuse programs are nearly universal among affiliated hotels (9499 percent across chain scales), with independent hotels (83 percent) not far behind.

Use of high efficiency LED room lighting at 90 percent.

Water savings programs saw an overall drop from 2016 (77 percent) to 2018 (65 percent).

Larger hotels (130 or more rooms) are more likely (28 percent) to have whole building energy systems than smaller properties (11 percent or less). Urban (31 percent) and resort (26 percent) hotels are implementing these systems at higher rates compared to other locations.

Green Certification, in 2018, stands at 25 percent, up from 16 percent in 2016.

Shampoo/conditioner dispensers in showers (8 percent) remain uncommon.

Only 6 percent overall have established food waste management/reduction programs. Luxury (46 percent) and upper upscale chains (29 percent) are the most likely to implement these initiatives.

Use of in-house laundry stands at an alltime high (92 percent). Properties from the budget price segment are much more likely to clean linens in-house (98 percent) than luxury hotels (71 percent).

In contrast, a smaller proportion (but still a majority) of hotels are offering dry cleaning service (66 percent).

A clear majority of mid-price and higher price hotels are offering dry cleaning services to their guests.

Almost all (99 percent) of the reporting economy chain hotels provide laundry machines for guest use. In contrast, only 10 percent of luxury chains provide the same service for their guests.

Business Services •

•

More than half of American hotels (54 percent) have an onsite business center, with upscale chain hotels (97 percent) outpacing all other scale segments.

The overall average of three meeting rooms per property remained unchanged from 2016. Resorts, larger hotels and higher priced properties all had more meeting spaces than their counterparts.

Food and Beverage •

•

•

•

The number of food and beverage outlets per property remains unchanged at one per hotel since the 2012 reporting cycle. Luxury leads all segments, averaging three food and beverage outlets per hotel.

Food alternatives such as a grab-n-go marketplace or similar pickup service have seen a steep gain in only two years, rising from 21 percent, in 2016, to 31 percent in 2018.

Three-in-five hotels (58 percent) provide complimentary breakfast. Three-quarters of hotels within the mid-price and economy price segment give free breakfast.

Higher priced hotels are consistently more likely to provide vegetarian and/or healthy menu options.

Health/Exercise/Pool •

•

•

Hotels with spas (with treatment rooms) have dropped to an overall all-time low of 4 percent, down two percentage points from 2016. Almost a third of resort hotels (29 percent) report having spas.

The percent of hotels with both indoor and outdoor swimming pools was a little more than 40 percent to each. The popularity of indoor pools has generally held steady since 2004. In contrast, outdoor pools appear to be slightly less popular now than reports from 2014 and earlier.

Exercise/health/fitness facilities remain a predominant offering for mid-scale and above priced hotels (range: 90-96 percent). Economy chains were least likely (11 percent) to provide this service.

• •

Hotels offering free airport shuttle service are at an all-time low (11 percent). Three-in-five hotels near airports are offering free rides for guests.

A little more than one-in-10 hotels are offering electrical charging stations. Luxury chains (66 percent) and resorts (30 percent) are the most likely to have this service.

Technology and Property Features •

• • •

Use of central reservation systems, website bookings, and third-party internet-sourced bookings are generally a universal standard across chain scale segments. Independents are an exception, reporting 66, 80 and 88 percent, respectively.

Using mobile apps to access hotel services is more popular than it has ever been, up from 35 percent, in 2016, to 40 percent in 2018.

Hotels’ use of mobile devices as room keys had a sizable two-year increase, moving from 6 percent, in 2016, to 17 percent in 2018.

Mobile device check-in is an “in” trend among midprice or higher price segments (all more than 80 percent or more). Budget (2 percent) and economy (35 percent) hotels have been comparative holdouts.

Miscellaneous •

• •

• •

Virtually all hotels outside of economy chains (35 percent) and independents (30 percent) have loyalty/frequent traveler programs.

Since 2016, about a third of hotels overall are reporting extra charges for early check-outs. That trend is highest among the top price segment properties.

The reported number of hotel full-time employees had a sizable drop from last cycle, down from 69 per hotel, in 2016, to an average of 58 employees per hotel. Property characteristics play a central role in influencing staffing levels.

Both early check-in (90 percent) and 24-hour check-in (93 percent) are relatively common.

About a quarter of hotels offer guests the opportunity to donate to charitable causes. Luxury (38 percent) and upper upscale (35 percent) lead all chain scales.

Parking/Shuttle

General

•

•

Fewer hotels are providing free parking for their guests (82 percent in 2018).

Still, more than 90 percent of hotels with fewer than 130 rooms currently allow their guests to park for free. Only 14 percent of luxury chains currently allow for free parking.

•

The percentage of hotels reporting resort fees is 6 percent, a trend that has been relatively stable since 2006.

Smaller and budget hotels are the most pet-friendly overnight options. Overall, 56 percent of hotels currently allow pets, the same percentage as in 2008.

April 2019 │ 17

THE

BIG

TRENDS IN THE HOTEL AND LODGING INDUSTRY

PICTURE Parking More than 90 percent of hotels with fewer than 130 rooms currently allow their guests to park for free

Mobile Use

Using mobile apps to access hotel services is more popular than it has ever been

Food and Beverage

Green

Luxury properties lead all segments in the number of food & beverage offerings, averaging 3 per hotel

More hotels than ever are receiving Green Certification

Food alternatives such as a grab-n-go marketplace have seen a steep gain in only two years, rising from 21 percent in 2016 to 31 percent in 2018

Linen/towel reuse programs are nearly universal

Common Areas Hotels’ use of mobile devices as room keys almost tripled since 2016

Mobile device check-in is definitely an “in” trend among mid-price or higher-price segments

18 │ wahospitality.org

More than half of hotels have an on-site business center, with upscale chain hotels outpacing all other scale segments at 97%

Communal rooms with shared living spaces are increasingly trendy, especially for luxury and upscale chain hotels

65 percent of all hotels report some type of water savings program

Do Good 38 percent of luxury hotels offer guests the opportunity to donate to charitable causes

Source: American Hotel & Lodging Association’s 2018 Lodging Survey

Eye on Hospitality: Embracing Diversity is Good for Your Business

By Paul Schlienz Experts in hospitality say diversity and inclusion help your business’ bottom line when you work both into your daily operations.

Fernandez provided insight as to how hospitality owners and managers can incorporate diversity and inclusion into business operations.

“Our workforce and our guests are multicultural,” said Gerry Fernandez, president and founder of the Multicultural Foodservice & Hospitality Alliance, a Rhode Island-based organization that promotes diversity in the hospitality industry by helping operators develop their own diversity outreach.

“In your outreach, whether it is through advertising, social media, attending job fairs, sponsoring events or donating gift certificates, you should always have an inclusive eye on every place you reach out to customers or employees,” said Fernandez. “You should be asking yourself, ‘Are we being inclusive? Is this reaching underrepresented groups?’”

The industry is as multicultural as it is because it is a relatively easy pathway into the economy with no need for degrees or certifications to get a foot in the door, said Taylor Hoang, executive director of Seattle’s Ethnic Business Coalition and a restaurateur who has received the National Restaurant Association Education Foundation’s Faces of Diversity American Dream Award in 2016.

Fernandez said he believes that once operators ask themselves these questions, they will usually find they are doing a good job in some areas of outreach, while other areas will need more work. He also said employers can consult their staff members as they try to make their workplace more diverse.

“The food industry is the low-barrier entry that many cultural groups and immigrants use to establish themselves in the United States,” Hoang said. “It is an industry that is able to open doors for anybody.”

Fernandez urges operators to expand their hiring practices.

“If you have a very diverse cultural base, but you only hire from one cultural group, you’re missing out on opportunities to better connect and learn how to sell to that customer base,” Fernandez said.

Fernandez said that, above all, diversity makes business sense.

Fernandez said having a diverse workforce can prevent companies from getting in trouble by making embarrassing cultural faux pas.

“We have blind spots,” Fernandez said. “We can’t know everything about every cultural group the same way we know our own. You must have diversity of thought, perspective. If you have all that on your team, you’re going to make the best decisions. You’re not going to make obvious mistakes that end up in social media or on the news for some silly thing.”

“Ask the people who work for you where you should be promoting jobs,” Fernandez said. “Ask your employees how you can reach more people from their community. Ask if you’re sending the right message.”

Hoang said she believes the foodservice industry as a whole needs to emphasize and give credit to the many ethnic groups that comprise much of the back-of-the-house employees without whom the industry could not succeed.

“A celebrity chef can’t run his restaurant by himself,” Hoang said. “There are people behind him. Give them the same glorification that we give the celebrity chefs.”

Ultimately, Fernandez said he believes diversity goes handin-hand with the core mission of the hospitality industry.

“When you sit down and you have a meal with somebody, we realize we are more alike than we’re unalike,” said Fernandez. “Our restaurants and hotels have to be safe havens where cultural differences can co-exist in a hospitable way. We have to work to see that our businesses are places where you can go and feel comfortable that you’re going to be treated with respect, dignity and humanity. If we don’t do it, and we’re the hospitality industry, who will?” n

April 2019 │ 19

How to Recruit in a Tight Job Market

A Conversation with Patrick Yearout, Director of Innovation at Ivar’s and Kidd Valley Restaurants

By Marianne Scholl

About Ivar’s and Kidd Valley Restaurants Launched on Seattle’s waterfront in 1938.

23 fast-casual seafood bars, 3 full-service seafood restaurants, 6 fast-casual burger locations, 29 seasonal stadium concessions and Ivar’s Soup & Sauce Company.

850 year-round and 400 seasonal employees.

One of the shining traits of hospitality professionals is an eagerness to help each other succeed. Perhaps no one demonstrates this better than Patrick Yearout, Seattle-based Ivar’s long-time training and recruitment chief who recently created a new job for himself as the company’s director of innovation. He is an active member of the Council of Hotel and Restaurant Trainers and wholeheartedly embraces it’s guiding principles of learning, sharing, growing and caring.

Is it getting harder to find employees?

We’ve definitely seen an uptick in the challenges in the last three years. That’s when we began seeing a change, especially in the availability of cooks. It’s become a lot more challenging to find the right people for all the different positions that we have.

What does the tight labor market mean for Ivar’s?

One of the biggest challenges that we’ve seen, and I’ve talked to a lot of other people in the hospitality industry about this, is no-shows for interviews. Five or 10 years ago when you scheduled an interview with someone, you would agree on a time and a place and 99 percent would show up. Now it feels like anywhere from 50 to 80 percent of the time the person doesn’t show up and doesn’t call or text.

They just ghost you.

The no-show, no-call interview is a new one for a lot of people in the industry. It is definitely something that leads us to try to connect with people the best we can before the interview and to make sure they have all the right information and that they know where to go and who they are going to be meeting with.

Your funnel of potential employees has to be even bigger than ever.

How do you deal with the challenge?

We try to make it as easy as possible to apply. We give a variety of options, so they don’t have to think too hard about how they are going to do this. They can apply by sending an email, they can apply online or they can drop off an application at one of the restaurants.

Also, making sure the staff is aware that you are hiring is really important. If

20 │ wahospitality.org

they don’t know that you’re hiring, they might not try very hard to find an application form or not tell the potential applicant about the job. If they are aware of what you’re hiring for, they can also let their friends and family know as well. We get 40 percent of hires from family and friends.

Employees are the best evangelists you have. And the more knowledge they have, the more power you have in your “recruiting posse.”

Do you have some advice on how to recruit?

Job seekers these days don’t want to work for just any company. They want to work for a company that has the same values as them. They want to work for a company where they are going to feel supported and safe and comfortable. They want to know about the company through the recruiting process. To them it’s much more than a paycheck.

If your online ad is poorly written or it just says “cooks wanted,” but they don’t know anything about the company, then they’ll just move on to the next ad.

The best advice I can give is that you shouldn’t have to sacrifice who you are because you have a challenge finding people. Your first inclination shouldn’t be “Let’s lower the quality” or “Let’s do this to make it easier.” Your first inclination should be to become better at recruiting. It should be “Let’s look at what our competitors are doing, and let’s try some new things.” If you haven’t tried Facebook or Twitter, try Facebook and Twitter. If you haven’t been to a job fair in a while, go to a job fair. Talk to the applicants face to face and find out what their challenges are.

You need to continue to work harder at recruiting and ask someone who is doing well at it. Go to your network.

If you belong to any roundtables, go there. Go to a Seattle Restaurant Alliance meeting or a Washington Hospitality Summit. If you are in a food court, ask other vendors in the food court. Get advice from other people rather than trying to change what’s important to you in your restaurant.

That’s because whatever that is, it is also important to your customers. They don’t want to see you change.

How does introducing employees to the culture play into retention?

We want them to feel good about working for us, and obviously, retaining employees is a great way to cut down on the amount of recruiting that you have to do. It’s like re-recruiting your current staff all the time. That’s one of

the reasons (our training and HR team) spend as much time as possible in the restaurants talking to the employees and talking to the managers about what’s going on, and what their interests are and what their opinions are about the restaurant and how we can make things better. We ask what kind of goals they have and what would they like to contribute.

I hear you have to be quick when hiring.

Most people who are looking for work don’t have the luxury of waiting for a job to start. If they suddenly find themselves out of work, they still have bills and rent to pay. They have to buy food. They can’t wait two or three weeks. They’re already going to have to wait a little bit for their first paycheck. Their goal is to find a job quickly, so when they apply if you wait three days or five days or 10 days before reaching out to them, they can’t wait that long.

They have bills due today. And other employers are acting quickly. It’s really important to jump on it as fast as you can.

Tell us about careers at Ivar’s.

We work really hard to promote from within whenever possible. It just works out better. The people who you are promoting already know your company, they know the workplace. They know the restaurant and the co-workers.

It’s just a much smoother transition when you can promote into a position.

The last time I checked, when you look at all the directors and managers in our restaurants, including general managers, assistant managers and shift managers, 90 percent were promoted into the current position that they are in.

I’m one of five people who are celebrating a 20th anniversary this year at Ivar’s, and there are many people ahead of us. Quite a few are 25-year or 30-year veterans. We have a couple of managers who have been with us since the 1970s. These are careers.

As much as possible, I tell people that you can have a very rewarding career —both personally and professionally—in the restaurant industry if you want one. There is a lot of opportunity and there is a lot of room for growth. n This conversation was edited for length and clarity.

April 2019 │ 21

PREPARING STUDENTS FOR A CAREER IN HOSPITALITY

By Lyle Hildahl, Culinary Arts Instructor, Northwest Career and Technical Academy, Photos by Kim Hildahl

ProStart has been a passion of mine for a long time. Figuring out how to get the hospitality industry to truly embrace the value of this program was always a challenge.

I didn’t realize how important programs like ProStart were to workforce development until I became a ProStart teacher. It takes a much stronger commitment from the teacher and the school district to work through any barriers that might stand in the way to building industry access and connections.

I have worked recently with millennials and Gen Z students, and it has been a challenge. The good thing is they have great ideas, want to be employed and can and will help businesses succeed if we listen and hear what they have to say.

selected, and the first was featured at Whidbey Coffee on Feb. 4.

Here are two examples of what the students think of this partnership.

“I would like to offer my thanks to the Whidbey Coffee management team. The competition was fun for me, and I was able to learn and hone a variety of skills. Working with others, communication, planning and budgeting are all a few of the areas I can think of where the experience helped me grow. I also had lots of fun competing and just making the sandwich. The whole planning phase for my team involved at least five completely different unique sandwiches. To sum it up, it was a wonderful learning experience.”

—Andrew Flickner

At the Northwest Career and Technical Academy (NCTA), we found success in partnering with Whidbey Coffee.

Training specialists come in once a quarter to provide classroom instruction and handson barista training for the students. In addition, they provide all the equipment for our students to practice the production, cost and sale of a latte and finish with coffee art. The value of the training normally would cost thousands of dollars. For us, it’s priceless.

Pesto Pepperjack Pops Bagel

One of the two winning sandwiches.

By Sophia and Genevieve

In addition to coffee beverage training, we partner with Whidbey Coffee’s food division. Our students were tasked with coming up with a new sandwich that Whidbey Coffee could feature in its outlets. Student teams developed their sandwich to include cost, suggested selling price and if it would make sense in a drive-thru operation using Whidbey Coffee equipment and products.

The sandwiches went through two tastings before six finalists presented in front of the Whidbey team for the judge’s final evaluation. Two signature sandwiches were 22 │ wahospitality.org

“The Whidbey Coffee partnership truly benefits the students. Normally, in a classroom you would talk about coffee, see a few pictures on a presentation and talk a bit, maybe make a few drinks. But with Whidbey Coffee, we are making a direct impact. It was amazing to see the owner of Whidbey Coffee sitting 10 feet away judging sandwiches made by my peers in class. This was an actual connection with a true coffee business magnate. It’s an opportunity that would be hard to find elsewhere. Whidbey Coffee can do a lot and has for NCTA with the coffee, espresso machine, various classes, etc., and this is just the beginning.”

—Hunter O. Some other collaborative projects we are working on include a partnership with Washington State University Extension, VIVA Farms and Head Start to provide healthy snacks once a month to preschoolers. We also have a field trip planned to Anthony’s Cabana to assist in their spring opening to the public.

Lunchie Munchie Pita

One of the two winning sandwiches.

By Zanna and Jordon

Only good can come out of any connection that is made with students and industry. It’s a win-win! n

Put your best

Fish forward.

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

Safe service is good service.

ServSafe is the best service.

Train your staff today!

VISIT WHAEF.ORG for more info.

SERVSAFE MANAGER HOSPITALITY TRAINING SOLUTIONS

WA SH IN G TO N

The 2019 Washington State Visitors’ Guide Hits Newsstands

STAT E VI SI TO RS ’ G U ID E 20 19

By Lara Hale

Washi ngton NATU RAL

WON DE

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S | C HARM IN

S TAT

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GUID

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ANNUAL EDITION

With the Pacific Northwest’s peak travel season just around the corner, we are delighted to share details of the forthcoming 2019 Washington State Visitors’ Guide, created through a joint partnership between the Washington Tourism Alliance, Washington Hospitality Association and SagaCity Media. Now in its 20th year, the guide is designed to inform and excite visitors of every kind, whether they’re in the state for just a couple of days or for a few weeks.

2 01 9 WWW .E XP

This special anniversary edition of the Washington State Visitors’ Guide focuses on adventures and indulgences throughout the state. The guide opens with “WAnderlust,” an overview of the state packed with fantastic photography and stories that showcase the diversity of experiences that await our guests. From hiking trails to hot springs resorts, wildlife spotting to wine tasting, and from whitewater rafting to waterfront dining, this introductory section highlights the best of the Evergreen State.

In “Sensational State,” this issue’s feature story, we share ways for visitors to experience Washington with all five senses. Feasts for the eyes—like iconic Mount Rainier and the dramatic Deception Pass—abound, along with treats for the taste buds at wine country’s world-class tasting rooms and Seattle’s eclectic dining scene. There are lavender fields redolent with the relaxing fragrance of the blooms, coastal areas where salty air mingles with the scent of just harvested oysters, and forests dense with the smell of pine, fir and spruce trees. Washington is home to the Hoh Rain Forest, where you’ll find the quietest square inch of land in the country—a sharp contrast to the cacophony of clangs and bangs heard on a tour of the Boeing factory,

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GETAGREAT WAYS THE E VERG BES REEN ST

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NC EW A .C O

A T ADV EN TE’S AND IN DULG TURES ENCE S

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the planet’s largest building in terms of volume. Tactile pleasures—like feeling for ripeness and biting into crisp apples—await at local pick-your-own farms, and at craggy mountain faces, where your hands search for purpose as you climb.

The guide also includes detailed explorations of ten distinct regions: Greater Seattle, North Cascades, the Islands, Peninsulas and Coast, the Volcanoes, the Gorge, North Central, Wine Country, Northeast and Southeast.

Each section offers insight into the region’s unique character with suggested itineraries that cover local attractions, shopping, dining and signature events, plus accommodation listings and a map of the area.

To request copies for distribution, email the publisher at washingtonguide@sagacitymedia.com.

PS: Planning for the 2020 Washington State Visitors Guide has already begun. For advertising opportunities, contact Jeff Adams at SagaCity Media on 206-454-3007. n

2019 ProStart® Invitational Winners MANAGEMENT COMPETITION

CULINARY COMPETITION

First Place

First Place

Bonney Lake High School

Mt. Spokane High School

Student of the Year

Thank you for Helping Make ProStart a Success

A big thank you to everyone who helped make ProStart possible! We are especially grateful for the support of our title sponsor Sysco and beverage sponsor Pepsico. To our volunteers: We couldn’t have done this event without you and deeply appreciate all your time and effort.

Katie Gross Mt. Spokane High School

April 2019 │ 25

Are You and Your Roof in Alignment?

By Kyle King, President, James King Roofing, LLC

Come visit Kyle King and King Roofing at the Seattle Hospitality Summit

My father once told me that we, as a family business, serve an important role in providing protection to our community. He emphasized that roofing and waterproofing are the first line of defense against all types of weather (including hot and dry), so we’d better be damn good at it.

Being good at taking care of roofing systems and getting them to perform for the long term is not as difficult as the roofing contractor community may make it sound.

Roofing contractors have historically focused on large new construction and reroofing projects. There are a few roofing contractors who have figured out that growing long-term relationships and servicing existing roofing systems can be beneficial for everyone… and the roof.

I have been blessed with the task of making commercial roof systems leak free and last as long as possible for more than 30 years. Here’s what I’ve come to know thus far:

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General Roof Repair, Maintenance and Restoration

1.

Roofs that owners or owner’s representatives think need to be replaced often do not need to be replaced. Just because a roof is leaking, has leaked or is at the end of its warranty period does not mean it needs to be replaced. The sources of the leaks tell us as much or more about the future of the roof than anything else.

because a contractor installed your roof does not 2. Just mean that they must be used to service the roof. In

many cases, installing roofing contractors want nothing to do with caring for a roof once it’s out of their workmanship warranty period (two to five years). If they don’t provide five-star service or show an affinity to your roof, let them go and hire a manufacturer-approved contractor who knows what service is and how to service a commercial roof.

taking care of your roof within one to two years 3. Start after the installation is complete. Don’t let time slip by and conditions decay to a point when the cost to bring the roof back into warranty or maintainable condition is significant. Seventy-five percent of the roofs I see as good prospects for maintenance need to be brought back into manageable condition. That can be expensive. everything and everyone who has any impact 4. Track on your roof. Document this information or have

your roofing contractor document it for you. New heating, ventilation and air conditioning system? New kitchen exhaust hood? New electrical? Insist on a professional. Poor work accounts for a significant amount of leak service work every winter.

Keep your records in order (original warranty, warranties on tenant improvement work that impacts your roof, etc.).

This information can prove to be vital when turning in a warranty claim, insurance claim, etc. Again, let your roofing contractor hold this information for you.

Hotels and Restaurants

about products that have low odor qualities.

3. Ask Ask about restoration options that do not involve

I’ve learned and observed through the years that owners, operators and managers of restaurants and hotels are not fond of noise, odor, underdressed tradesmen and leaks that close down rooms or dining tables. Here are some thoughts specific to the hospitality industry:

complete roof removal (and Washington-required insulation upgrades) and cost significantly less. Many roofs are eligible for restoration and today’s restoration systems are much more sophisticated and effective than old fashioned coating. There are times when use of these product and/or systems are not an option, but it is worth looking into.

1.

containment around a kitchen hood exhaust 4. Grease fan is critical. A roofing contractor who has seen

Be sure your roofing contractor requires that craftsmen wear clothing or badges that identify them as legitimate contractors. Assign the contractor’s workers specific access instructions and locations that are off-limits.

the damage grease can cause should be able to provide solutions and advice. Once a containment plan and system are in place, the roofing contractor should be able to assist with maintenance of the system at roof level. maintenance program can make a bad roof 5. Alastrooflonger than a good roof that’s not maintained. I

have been amazed for years at how much good a structured maintenance plan performed by trained and thorough craftsmen can do for a roof. Constant predictable leak sources we address continually remind me how costly lack of maintenance can be and how easy it is to minimize leaks and maximize the remaining life of a commercial roof. and stick with roofing contractors who have 6. Find proven to you they are looking out for your best it clear to contractors that work can only be 2. Make performed between certain hours, so guests are not

bothered or interrupted. What may seem obvious to hotel and restaurant operators may not be as obvious to those who are not in the hospitality business. It is amazing how much noise two sets of feet walking across the roof can create even when we’re trying to be gentle.

interests when the big jobs are out in the distance and are fully committed to providing service on your existing roofs.

Taking care of roofing and waterproofing systems, keeping them leak-free and maximizing their serviceable lives is an important task. Commitment to the process is vitally important to be sure that your assets (building and customers) are well taken care of and cost of roof ownership is minimized. n April 2019 │ 27

INDUSTRY CALENDAR April/May TRAINING April 29

ServSafe® Manager, FSA, Everett

May 23

ServSafe® Manager, FSA, Spokane

June 12

ServSafe® Manager, US Foods, Fife

NEW MEMBERS 192 Taproom & Beer Garden, Mount Vernon

Lazy River TapHouse, Richland

Browne’s Boomtown Bistro, Spokane

Lucy’s Table, Vashon

Cocina Sabores & Catering, Mount Vernon

Ludwigs of Leavenworth, Leavenworth

Cornuto Pizzeria, Seattle

Moore Hotel, Seattle

Don Samuel Mexican Cuisine & Tequila Bar,

MorningGlory Inn & Suites, Bellingham

Ferndale Night Owl, Spokane Golf Club at Echo Falls, Snohomish Register at: whaef.org 360.956.7279

Papi’s Cantina, Kirkland Hannyatou, Seattle The Parlor, Bellevue

MEETINGS April 10

Seattle Restaurant Alliance Board Meeting

April 11

Seattle Hotel Association Board Meeting

April 11

Seattle Hotel Association Membership Meeting

April 16

Spokane Hotel Motel Association Meeting

April 23

Finance Committee Meeting

May 1

Seattle Restaurant Alliance Membership Meeting

May 7

Executive Committee Monthly Meeting

May 8

Retro Trustee Meeting

May 8

Seattle Restaurant Alliance Board Meeting

May 8

MSC Sub Committee Meeting

May 9

Seattle Hotel Association Board Meeting

May 13

MSC Board Meeting

May 14

HIHIT Meeting

May 21

Spokane Hotel Motel Association Meeting

Hun Flower Village Restaurant & Lounge, Longview

Taco Del Mar, Tukwila

Juice & Glow, Bellevue

Tacos Mi Casa #2, Moses Lake

Killer Burger Hazel Dell, Vancouver

Uptown Espresso, Inc., Seattle

NEW ALLIED MEMBERS i-SUSTAIN Patricia Chase 1410 E Pine W Ste 120 Seattle, WA 98122-4095 206-349-4904 patricia@i-sustain.com i-sustain.com i SUSTAIN helps its clients provide a better product or service to their customers while reducing resource consumption and greenhouse gasses. Special Member Offer: 15 percent discount off of hourly rate

UPCOMING EVENTS April 22

Hospitality Summit Seattle @ Renaissance Seattle Hotel

April 29

Hospitality Summit Tacoma @ Hotel Murano

May 6

Hospitality Summit Olympia @ Worthington Center - St. Martin’s University

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Revel Systems iPad POS Micaela Jimenez 600 Peachtree St. NE Atlanta, GA 30308-2219 415-744-1433 micaela.jimenez@revelsystems.com Revel Systems is the POS and platform built to help businesses achieve their goals. Improving day to day operations and fueling merchant growth, Revel’s streamlined ecosystem pairs an intuitive point of sale with powerful management tools, integrating inventory management, employee management, sales reporting and more into a single platform.

Revel works with businesses of all sizes, from small merchants to global enterprises, that are looking to implement cutting edge technology that helps increase revenue, improve efficiency and enhance experiences for employees and customers. Founded in 2010 with headquarters in San Francisco, Revel is a leading member of the Apple Enterprise Mobility Program.

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April 2019 │ 29

Ask the Expert Five Tips for Retaining Great Employees

By Rick Braa, CHAE

Our staff is getting thinner and it’s getting more difficult to retain our best people.

It seems like we’re just a little too late to save a great employee and we watch as our best go to a competitor. What are companies doing to keep top performers?

Great teams are anchored

by A-players and solid B-players. Superstars are rare and require those around them to perform at their highest level. Leaders must maximize their skill to carefully guide, engage and recruit. A-players can achieve a set of outcomes that only the top 10 percent of employees can achieve. Retaining superstars begins with the top-of-the-class staffing and an architecture of people around them to bring the best result to the business, guests and staff. Since hiring all A-players is mathematically impossible, a solid mix of B-players will create an outstanding team. Here are five tips for retaining great employees: Surround A-players with a strong team.

Ninety percent of employees are not A-players. A strong team of A/B-players will help A-players to perform at a higher level and performance if B-players soar.

Everyone and every company improves by working with people and companies better than themselves. On the opposite end, tolerance of C-players should be 90 days or less. If C-players remain on the team, A/B-players start questioning management. The weak attract the weak. Be strong and instill confidence in A/B-players by showing resolve to coach lower level employees out of the business as soon as they’re identified.

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Study, listen and learn. In most businesses, most management time is spent on C-level employees in hopes of turning them around. Instead, spend 80 percent of your time with A/Bplayers. Superstars are very comfortable with their boss and are promoters and ambassadors of the business. These teacher’s pets are oozing great ideas and insight into guest experience and business. Harness the opportunity presented to learn best practices, new ideas and improve overall management skill and techniques.

Provide personalized, ongoing praise and feedback. Superstars are rare and, as such, need special attention and kudos.

Some are driven by self-confidence and awareness to stay on top while others are sensitive and strive for recognition that is often a sign of irrationally low self-esteem. These are often the kids who grew up with parents with a “You can do better” attitude where unconditional approval was withheld. Participation trophies aren’t accepted in these homes.

Many are insecure overachievers. With recognition, the sensitive superstar A/B-players can remain highly engaged regardless of size of ego and sensitivity level. Both need feedback on high performance. Along with feedback, a simple thank you can go a long way. To accompany a thank you, a little extra like a small Amazon gift card will be appreciated. High performers don’t burn out; they flame out. Resentment is the fuel for the flame; appreciation and reward provide the energy to continue harnessing happy employees.

Reward your best people liberally.

Superstars expect and deserve more pay

than their peers.

Layer in as many benefits as the business can sustain.

Ensuring your best employees make the most money is a smart investment.

Statistically, actively engaged A/B-players are 50 percent more productive than somewhat engaged employees. Provide as many hours as superstars want to work with the best shifts mutually agreeable between the business and the employee.

Use overtime as a friend not enemy.

Since superstars outperform everyone on staff, results for the business improve impressively by having the best people working the most.

Continually invest, train and recruit your stars. Superstars are thirsty for improvement. Top performers don’t rest with great; they continue to learn and develop. Invest in a learning management system to further the areas where great employees already excel. Strengthen their strengths by challenging the best to be better. And never stop recruiting them.

A strong team carefully hired and retained is the most important piece of any business. By focusing on retention and high employee engagement through strong teammates, soliciting input, positive feedback, rewards and continual training, a dream team becomes a reality. n For more information on improving profitability and driving performance, contact AMP Services at rbraa@ampservices. com. Rick Braa is the co-founder of AMP Services, an accounting and consulting firm specializing in helping companies grow profitability.

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