Washington Hospitality Magazine May 2019 by Washington Hospitality Magazine

WA S H I N GTO N

May 2019

PUT CUSTOMERS FIRST

MAKING GREAT CUSTOMER SERVICE A REALITY Treat Every Customer Like a Million-Dollar Customer

CELEBRATE

HOSPITALITY

MONTH

2 0 1 9

Focus Energy on the Guest Experience for Explosive Growth

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

May 2019 │ 1

STANDARD US POSTAGE PAID APEX MAILING SERVICES INC

Washington Hospitality Associationâ&#x20AC;&#x2122;s Payment Card Processing Program takes you from red to black.

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

Local and Naturally Raised Beef

• No Hormones • No Antibiotics • Strict vegetarian diet

Country Natural Beef is a family ranch owned co-op that does things differently. They believe that the health of our lands, people and animals matter most. That’s why Country Natural Beef has stuck to their principles for decades! To learn more about Country Natural Beef visit www.countrynaturalbeef.com This fine product can be purchased through Sysco’s Pacific Northwest locations:

Sysco Portland, Inc. 26250 SW Parkway Center Dr. Wilsonville, OR 97070 503.682.8700 • sysco.com/Portland

Sysco Seattle, Inc. 22820 54th Ave. S. Kent, WA 98032 206.622.2261 sysco.com/Seattle

Sysco Spokane, Inc. 300 N. Baugh Way Post Falls, ID 83854 208.777.9511 • sysco.com/Spokane

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

Inside

May 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 12

Celebrate Hospitality Month 2019

Making great customer service a reality

Four steps to treating every customer like a million-dollar customer

Members are putting customers first

Know your customers infographic: From the 2019 Restaurant Industry Factbook

Moving from inside the conference room to the great outdoors

Customer service infographic

In Every Issue 6

From Your President and CEO

News Briefs

Local GA Update

State GA Update

Lex on Tech

Calendar and New Members

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

Treat your guests to the Northwest experience We often talk about how we’re different: Democrat, Republican; Seattle, Moses Lake; UW, WSU. It feels like we’re always talking about our differences, but hospitality is the solution to bring all these differences together. We are local people providing personal experiences to our guests, employees and community that become great memories. Our hotels and restaurants have the gathering places and the dining room tables. We should exemplify what the Northwest can offer and define that as our desired guest experience. Wouldn’t it be cool if people around the world were talking about the Northwest experience as they do about the other areas of the world that are known for great hospitality?

Anthony Anton President and CEO

The Northwest experience is showcasing one of the most beautiful parts of the world and its incredible resources. It’s our salmon, shellfish, cooking talents, natural beauty, incredible creativity—all that kind of stuff. It’s casual – there’s no pretense about the Northwest. Suits and ties are not who we are. The Northwest experience can be consistent from Walla Walla to Tacoma to Seattle to the San Juans. Talk to your team members about how they each exemplify the following concepts in showing incredible customer service through the Northwest experience. Here are some concepts I see:

Relaxed, casual attitude. Showing off the outdoors. Being proud of what our area produces. Giving a guest a better day. Passion.

Let’s talk about passion, specifically. The Northwest experience could be all about how we share our passions with our guests. I love when I’m in a restaurant and a server is clearly passionate about what she or he does. Or when I’m in a hotel and the person walking down the hallway with a nametag on starts talking to me about a part of their community they love and encourage me to experience it. At a restaurant, the other day, I asked my server, “What should I try that’s different?” She passionately said, “Oh, my God you have to have this dish -- it’s so good. We do this and it’s made with this Northwest ingredient here and our cook….” I mean, her eyes lit up. So you ask me about the Northwest experience? It’s when someone combines what our area has to offer with something they truly love, and they care that I am listening to them. How about you? How would you and your team define the Northwest experience? And how can your team deliver it for your guests? The Northwest experience already exists in what we’re doing every day. Taking the time to better define what it is and what it looks like in your business gets us one step closer to sending our guests home thinking, “Man, I can’t wait to return again and experience the Northwest.”

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!

AW HE LA IT’S TH

U.S. Department

of Labor

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.

and training on

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

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

820 HOURS 820 RS HOURS

Youinbecome eligible Washington You become eligible once you have during the previous once you have worked year.820 You hours can apply for worked 820 hours in Washington benefits starting Jan. 2020. in Washington during the previous during the previous year. You can apply for year. You can apply for benefits starting Jan. 2020. benefits starting Jan. 2020.

HOU

Jan

Feb

Mar

Jan Jan Feb Mar May Mar Apr Feb Jun

Your own medical condition

Your Your own own medical Bonding with a medical condition child (birth, foster condition or adoption) Bonding Bonding with with a a child child (birth, (birth, foster foster or or adoption) adoption)

What is my weekly benefit? What isentitled my What my up to 12 weeks of You are is weekly benefit? partial wage replacement with a weekly benefit?

Caring for family members

Caring Caring for family for Certain family members members military-related events Certain Certain military-related military-related events events

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weekly minimum of $100 and a returning from leave if they: Youweekly are entitled up toof12$1000, weeks of Employees covered by the state program maximum You are entitled up to 12 weeks of Employees covered by the state program partial wageannually. replacement a are Work entitled forto anjob restoration when adjusted Yourwith exact partial wage replacement with a are entitled to job restoration when weekly minimum of $100by and a returning fromwith leave if they: employer benefit is determined your weekly minimum of $100 and a returning from leave if they: weekly maximum $1000, 50 or more earned wages,of the state median weekly maximum of $1000, Work for an adjusted annually. Yourfactors. exact employees. income, and other Work for an adjusted annually. Your exact employer with benefit is determined by your employer with benefit is determined your Weekly wage byWeekly Benefit 50 or more earned wages, the state median 50 or more Have worked for earned wages, the state median employees. income, and other factors. employees. that employer for income, and other factors. 12 months or Weekly Weekly Benefit Benefit worked for Have more. worked for Have that employer for that employer for 12 months or 12 months or more. Have worked at least more. 1250 hours for that employer in the past HO URS Have least 12worked months.at Have worked at least 1250 hours for that 1250 hours for that employer in the past HO employer in the past HOURS 12 months. URS 12 months.

$480 Weekly Weekly wage wage $480 $576 $480

$432

12 12

$432 $524 $432

50 50

How do I become eligible for benefits? You become eligible once you have worked 820 hours in Washington during the previous year. You can apply for benefits starting Jan. 2020.

820 RS HOU

year. You can apply for benefits starting Jan. 2020.

Jan Feb Mar IsJan my job Feb protected Mar

What is my weekly benefit?

while I take leave?

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.

Is my job protected I take leave? Iswhile my job protected $480 $432 while I take leave?

Employees covered by the state program

8200 HOURS 82 RS

$576

$961

Oct Oct

Nov Nov

Dec Dec

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1250

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

Octandwage Nov DecBenefit Weekly income, other factors. Weekly Weekly wage Weekly Benefit

$480 How much will$432 it cost? $480 $576 $576 $961 $961 $1923 $1923

$524

are entitled to job restoration when 1-866-487-9243 Employees covered by the state program returning from leave if they: TTY: 1-877-889-5627 are entitled to job restoration when www.dol.gov/whd returning from leave if they:

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PUBLICATION F416-081-909 [09-2015] challenging times.

What is covered? What is covered?

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

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

820

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work-related incident occurred.

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earnedPOSTER wages, the state median THE LAW REQUIRES EMPLOYERS TO2020. DISPLAY THIS benefits starting Jan. income, and other factors. WHERE EMPLOYEES AND JOB APPLICANTS CAN READILY SEE IT. Weekly wage Weekly Benefit

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

You must look for work each week that you claim benefits:

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,

EXAMINEE RIGHTS

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

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

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

50 50

$764

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Certain military-related events

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

When does this begin? 12 12 January 1, 2019

Have worked at least Premium Collection 1250 hours for that Have worked at least employer in the past HO 1250 hours for that URSApril 1, 2019 12 months. employer in the past HO URS Reporting Begins 12 months.

1250 1250

Jul Aug Sep Jul Oct Aug Nov Sep Dec

Oct Nov How much it cost? Oct Nov willDec Dec

If your annual salary is $50,000, you

will pay aboutwill $2.40 week. The How much it cost? How much will it per cost? premium is 0.4% of an employees

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

$576 $961 $576

$524 $764 $524

$961 $1923 $961

$764 $1000 $764

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January 1, 2020 Benefits Begin April 1, 2019 Reporting Begins

For more information: PaidLeave.wa.gov

1250 12 1250 50

$ $1000 1000

When does this begin?

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

January 1, 2020 Benefits Begin

January January 1, 1, 2020 2020 April 1, 2019 Benefits Begin Benefits Begin Reporting Begins

January January 1, 1, 2019 2019 Premium Premium Collection Collection

URS

For more information: PaidLeave.wa.gov

January 1, 2020 Benefits Begin January 1, 2020 Benefits Begin

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

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

When does this begin? January 1, 2019 Premium Collection

1250

January 1, 2020 Benefits Begin

THE 2019 LABOR POSTER IS HERE! Apr May Apr Jun Jul May Aug Jun Sep

Have worked for that employer for 12 months or more.

Have worked at least 1250 hours for that employer in the past 12 months.

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

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

Caring for family members

Bonding with a child (birth, foster or adoption)

What is What is covered? covered?

paid time in life’s most

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

IBA, The Pacific Northwest's premier business brokerage firm, has represented business owners in the sale of their privately held companies and family owned businesses since 1975 with knowledge, experience, and a strong professional skill set. We have successfully facilitated sales from Bellingham to Vancouver; Aberdeen to Spokane; and throughout King, Snohomish, & Pierce Counties in Washington. Completed transactions have included restaurants, hotels, bars, franchises, bakeries, espresso businesses, food manufacturing & distribution businesses, wineries, and service providers to the hospitality industry. We have sold single units and chains to individuals, private equity firms, and privately & publicly held companies. As licensed real estate professionals, we have the ability to sell or lease associated real estate as part of our comprehensive representation services. If you are interested in selling your business we would welcome the opportunity to provide an overview of the services we provide our clients. All information provided to IBA is held in strict confidence. 100% of IBA's fees are paid on performance at the completion of a transaction. IBA is commonly recognized as the premier seller representation business brokerage firm in Washington for parties wishing to achieve premium market values in "win-win" transactions while employing "best practices" throughout the sale process.

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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 increase of $35,308 per year. Read more at wha.fyi/apr19c.

Paid Family & Medical Leave reporting deadline moved to July 31

U.S. DOL issues joint-employer proposal The U.S. Department of Labor on April 1 proposed a change to the joint-employer rule that includes a new test to determine when franchisor and franchisees are joint employers. The test includes: the power to hire or fire employees; supervising and controlling the employees’ work schedules or working conditions, determining employees’ pay rates or methods of payment or maintaining the employees’ employment records. Read more about the proposal at wha.fyi/apr19a.

The Washington State Employment Security Department (ESD) announced that 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 & Medical Leave only. Reporting timelines for unemployment insurance are unaffected. For more information: wha.fyi/apr19d.

Feds release 30,000 additional returning worker H-2B visas According to the American Hotel & Lodging Association, the Department of Homeland Security, on March 29, announced the release of an additional 30,000 H-2B visas for Fiscal Year 2019. The additional visas represent a 100 percent increase over the additional 15,000 visas that were released by the department in the previous two fiscal years and are expected to provide relief to businesses that use the H-2B program to fulfill their seasonal workforce needs.

Catch the latest two-minute video

Association tip pooling campaign wins top award The association’s Communications Department turned a surprise federal tip pooling win into an award-winning effort for its members. The team’s 2018 campaign earned the top award in the Institutional Programs category of the 2019 Public Relations Society of America Totem Awards on March 26. Read more at wha.fyi/apr19b.

8 │ wahospitality.org

Need a quick update on the most important topics affecting your business? Every two weeks, the Washington Hospitality Association produces a two-minute video covering association news and current developments in the industry. These professionally produced videos give members a brief snapshot of issues and happenings that they need to pay attention to. Be sure to catch this and other great videos at: www.youtube.com/wahospitality.

Government Affairs | Local GA Update

Seattle Government Affairs works to offer solutions on aspects of Initiative 124

In 2016, Seattle voters passed Initiative 124, also known as the Hotel Employees Health and Safety (HEHS) Initiative, which includes health and safety provisions for Seattle hotel workers. Following the initiative’s enactment in 2016, the Seattle Hotel Association, Washington Hospitality Association and American Hotel and Lodging Association filed a lawsuit challenging multiple components of I-124. The Court of Appeals agreed with our initial challenge on the single-subject rule and found the initiative unconstitutional. The city has filed an appeal to Washington’s Supreme Court, and as of press time the case is awaiting a decision by the court whether or not to hear the case. If the court decides not to hear the case, the Court of Appeals ruling is upheld and the law is invalid. If the court hears the case, the Seattle Hotel Association is confident it will reach the same conclusion as the appellate court. Regardless of the decision, the Seattle Hotel Association is dedicated to working toward solutions to ensure a safe and healthy work environment for all our employees. In the meantime, the Seattle City Council is considering legislation covering many of the topics included in HEHS, including medical coverage and workload requirements. Seattle Government Affairs staff representing the Seattle Hotel Association has been working to offer solutions on the various elements to ensure any legislation is shaped with industry input and support.

Seattle council passes closed captioning ordinance

In April, the Seattle City Council passed an ordinance requiring closed captioning to be “turned on” on televisions in places of public accommodation, including bars, restaurants and hotels, during operating hours. The legislation was drafted by Councilmember Lisa Herbold in partnership with the Commission for People with disAbilities. We share the goal of the ordinance—to ensure people with disabilities have the same rights and opportunities as everyone. Enforcement of the ordinance begins 180 days after the legislation goes into effect, and violations may result in a civil penalty of $125.

May 2019 │ 9

Government Affairs | State GA Update As of press time, we are just a little more than two weeks away from the 105th day of the session. Here is a state update of what we know at this moment, given we are not yet done with session. As you read this, the legislative session will be over. For complete coverage of the end of the 2019 legislative session, please see the July issue of the magazine or visit wahospitality.org.

Delivering #WINS for members

#wins

We have some great news to deliver that meets the mission of the association and is excellent news for our industry… Bills are passing and (almost) heading to the governor’s desk: House Bill 1798 – Regarding short-term rentals. Our top priority bill passed off the Senate floor April 11! This is exciting news because this bill will create parity for our lodging members and short term rentals. Because the bill was changed slightly in the Senate, it will need to head back to the House where it will need to approve the changes before the bill heads to the governor. Senate Bill 5258 – Regarding isolated workers. This bill, also known as the panic button bill, adds safety measures for hotel, motel, retail, security guards and property service contact workers by requiring sexual harassment and discrimination training, information on how to report and resource – as well as requiring housekeepers, room attendants be provided a panic button. To date, the hospitality industry’s work to provide a safe environment for our employees is unmatched by any other industry.

Negotiations continue for the state operating budget With a little more than two weeks left before the end of session, budget writers and their teams are working on negotiating the state’s next two-year budget. While the House and Senate have very similar proposals, there remain some large differences they will need to work out. These differences mainly deal with revenue and where it comes from.

10 │ wahospitality.org

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May 2019 │ 11

Celebrate Hospitality Month 2019 By David Faro

May is Hospitality Month in Washington state. Hospitality can open up the world for people from many populations. Hospitality opens hearts. Hospitality work provides pathways and it is often the catalyst for making deep and abiding memories. It is a privilege to be a hospitality professional, especially at the front lines, the table, the grill, the front desk and attending rooms, where it all goes down in real time. I remember the first moment that I walked up to a table as a waiter. I had moved to Chicago and was living in a tiny row house apartment with my sister while she was attending graduate school. Weeks earlier, she told me over a crackling landline (This was a long time ago.) that she could get me a gig at a local restaurant during the holidays. I had heard Chicago was delightful in the winter, so I found that reason enough to travel across the continent and join her in the Windy City. It was an adventure. It was a ticket to experiencing one of the world’s greatest cities. It was also 12 │ wahospitality.org

the beginning of a pathway that has allowed me to combine service with adventure at every turn of my professional life. Most importantly though, hospitality allowed me to be a functional and meaningful part of thousands of special experiences. There were anniversaries celebrating decades of love, birthdays where a two-year-old squeals with delight when the whole room sings to her, nervous first dates as a corsage is carefully pinned to the first truly elegant dress a young woman has ever worn and many more important moments in people’s lives. Hospitality is so often simply that -- helping to make people feeling special. Our gift, as service providers, is that we get to help people feel celebrated themselves. Graduations, proms, reunions, memorials, proposals, weddings, festivities of all sorts— these are where hospitality becomes an integral part of the equation. So, join us in celebrating hospitality’s role in creating decades of meaningful and sustaining careers for people across the state. Hospitality Month started in 2017. The Washington Hospitality Association Education Foundation originally met with the communications team from the Employment

Security Department to see what we could do to spotlight hospitality careers across the state. That first year, we combined forces to create an industry-focused landing page that pointed job seekers toward hospitality pathways and training resources. We also linked employers to a free job board (powered by Monster and LinkedIn). The idea was to put hospitality careers on the radar of organizations that support workforce development and guide job seekers. We want to illuminate the viable and exciting options available through hospitality-connected career choices. We want to lead people to training that will help them prepare for careers in hospitality. We wanted to provide multiple ways for people to launch their careers, whether they are just starting their professions or starting completely over. To celebrate, in 2017, our partnership created three large hiring events in the state and connected hundreds of employers with job seekers and jobs. That was three years ago. We aimed to amplify the role of hospitality in the state as a critical source of employment and economic development. With multiple counties and municipalities lending support, Hospitality Month 2017 was a great success. Now in 2019, Hospitality Month has been recognized by the governor with an official proclamation. The partnership has blossomed to include workforce development councils, schools and private organizations from many regions in the state. Hospitality Month has continued to promote hiring events in multiple locations and the job board has proven to be a robust source of available jobs for many employers. Hospitality Month continues to grow in recognition, and that is where we continue to need the help of the hospitality community. We want to grow it more. This year, in May, employers can do four things to help celebrate Hospitality Month.

1. Look at the job board on www.worksourcewa.com and put your available jobs on it. This a FREE service that can save you thousands of dollars in recruitment costs. It should be one of the tools you use as you seek employees. Instructions on how to get quick access are on the following pages. 2. Become involved in helping to educate the next wave of hospitality professionals in our state by becoming a mentor. Join your local community college’s advisory council. These councils are desperate for your input. Mentor a ProStart team. Contact us if you would like to know more about options for mentorship in your area. 3. Tell your story. You and your unique story are the best way to celebrate hospitality career pathways. Tell young people why hospitality works for you, just like it did for many of us. Tell your friends looking for change that there is opportunity in hospitality for all professional interests. Accounting, operations, management, advocacy, sales – these are all available pathways, and you know it because you have lived it. My favorite stories about hospitality begin where I started, at the side of the table. Hospitality worked for me because I knew I was part of the guest experience and for many other reasons that were and remain vitally important me. As a server, people gave me implicit permission to help them feel a certain way. It was my job to unlock what they needed. In the end, I was able to participate in making people feel happy, content, cared for, well-fed, delighted and often amazed. I am honored to tell those stories. In the end, that is what Hospitality Month is all about – celebrating what we do as an industry for our local communities, our local economies and for the Washingtonians we serve every day. So here comes May. Celebrate Washington! Celebrate Hospitality! 

May 2019 │ 13

Customer AService REALITY MAKING GREAT

By Paul Schlienz

You can’t have hospitality without customer service. Customer service lies at the very heart of the hospitality industry, and making it as superb as possible is much on the mind of every successful restaurateur or hotelier. Hospitality, after all, is about being hospitable and giving your guests such a great experience that they’ll want to come back again and again and again. Scott Snofsky, current general manager of Delta Hotels by Marriott Phoenix Mesa, in Arizona, and former general manager of Hilton Garden Inn Bellevue, learned a valuable lesson about customer service at the first hotel where he was employed. “When I went through my first orientation, it’s always stuck with me because the question was ‘What does real customer service mean?’” said Snofsky. “And the answer that was given by the HR director was, ‘You get the elephant in the ballroom,’ meaning if you’re asked to do something, you find a way to make it work and make it happen, and she illustrated her point with the example of an Indian wedding, where the hotel couldn’t figure out how to get an elephant in the ballroom, but ultimately, they managed to do it. She said that is great customer service.” There is, however, no one road map to achieving this goal of excellent customer service. “There’s no magic sauce,” Snofsky added. “There’s no secret ingredient. There’s nothing where you can say ‘Presto!’ and it works. It’s a grind. It’s paying attention to your staff. It’s having them pay attention to your guests. It’s having them pay attention to things they’re working on, and it’s

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consistency, follow through and making sure they’re doing the same thing every single day.”

Making connections Ron Oh, general manager of the Holiday Inn Express & Suites North Seattle - Shoreline, speaks of customer service in terms of creating connections with guests. “They walk through as a stranger and once you create a personal connection with them, that all changes,” said Oh. “Guests need to be treated as friends of the family that we don’t know. There’s courtesy in being polite to someone off the street, but if someone’s like a friend of the family and they come into your property, your main goal is to make them happy, make sure they feel welcome and make sure that they enjoy their stay. If you can create that, then you have excellent customer service. Once you’ve created that connection with a guest, the guest will reciprocate.” Much like Oh, Frank Welton, general manager of Seattle/ Northwest Hilton, also speaks of creating connections. “You need to show that you care, that you’re connecting with the customer and you’re looking to provide them with whatever experience they may be looking for,” said Welton. According to Welton, excellent customer service is about being proactive and anticipating what a customer might need as best as staff members can and offering a product and experience that can meet or exceed their expectations. Jeff Morgan, director of operations at HopsnDrops, insists that customer service, in the hospitality industry, begins with thinking of what might be called “customers” in other industries as “guests.” “We always refer to our guests as guests versus customers,” said Morgan. “That is a great starting point in developing a culture that is truly focused on hospitality.”

is execution, which means having a great service model and striving to execute it with every guest. Then there’s ‘kina’ole.’ In Hawaiian, that means doing the right thing at the right time for the right reason the right way for the right person the first time. And finally, there’s recovery, meaning we all make mistakes, but a great recovery can win a guest for life.” For Snofsky, great customer service all boils down to the Golden Rule. “You need to ask yourself what you are doing compared to how you would want to be treated,” said Snofsky. “Acting honestly is a big part of it. Sometimes something will happen. Somebody will give you a $50 tip by mistake, and you’ve got to let them know. Just do the right thing. Just be a good person. I think the rest of it follows.”

Service vs. hospitality Service and hospitality are different, according to Morgan. “You can deliver an excellent product in a timely fashion but if you do not connect with the guest in some positive way — there will be a gap in the hospitality aspect of that guest’s experience,” said Morgan. Arnold Shain, founder of Restaurant Group, Inc., and a consultant with many years of experience in the hospitality industry, uses bartenders, who are as much about providing conversation and a listening ear as much as they are about mixing drinks, to illustrate the difference between service and hospitality. “Look at it from a bartender’s standpoint,” said Shain. “The bartenders who are very successful are not the ones who make these great drinks. They’re all about taking care of the guests. Hospitality puts guests first.”

Morgan offers five principles of hospitality.

Solving problems

“It starts with caring,” said Morgan. “You need to understand that each guest is a person who deserves to be treated with dignity and respect. The next principle

Anyone who’s ever worked in customer service will realize that problem resolution is a major part of the job.

May 2019 │ 15

“It’s actually a difficult thing to complain,” said Oh. “Most of the time, they’re complaining because they have a good reason, not because they want to attack you or they want to make you feel bad. Understanding them means you are on their side, you actually want them to benefit, you want to take care of them and you want them to leave happy. If you can do that, that’s truly great customer service.” Staff also need to keep in mind that customer complaints do not mean they are under attack. “When you’re dealing with complaints or issues like that, it’s very easy for someone to feel like they’re being attacked,” said Oh. “Getting out of the frame of mind that it’s just about us is very important.” Oh says that properly resolved customer complaints can be opportunities to create even more loyal customers. “I once read a study that said If someone is satisfied, they’ll come back 50 percent of the time, but If someone has a problem and it’s resolved, they’re 70 percent more likely to come back,” said Oh. “Even if there was an issue, if they feel it was taken care of, they’re going to be happier.”

Training How do you train employees to be hospitable and provide customer service? There is no one definitive answer. “There’s a lot of things that go into training,” said Welton. “We have online training that talks about all different types of service, how to be proactive, how to respond to problems, to show empathy. We have both written training and trainers come in and specialize in certain aspects of customer service and training, depending on who the customer is, what their profile is. Then we do role playing as well with the team so they can practice on situations.” Shain describes the training process as one of “taking talent and inspiring it to be the best that it can be.” For Morgan, it all starts with finding people who are naturally hospitable. “First, we hire team members that truly love people and

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like being of service to them,” said Morgan. “Then we focus and train hard on each point where the team interacts with the guest.” Snofsky says managers need to be supportive of employees as they learn the ropes of serving customers. “You just have to be constantly present,” said Snofsky. “Every hotel brand has the five steps to this or the 10 steps to that. Everyone watches a video with smiling people, but none of that matters if in the moment people are left on their own, they don’t have a model for that behavior when things go sideways because it always goes sideways. They need to have somebody with them, watching them, knowing what they’re doing is important and they need to know that somebody cares about the job they do. I don’t know if that’s training, but that’s how to ensure great service. It’s muscle memory. It’s all about doing it over and over again.”

Creating a customer service culture Customer service doesn’t happen by accident. Morgan tells HopsnDrops’ managers to “Be a great role model. Catch the team doing it right and celebrate it. Provide deliberate practice by breaking down the service model into small parts and practicing them so they are automatic. Once the technical side of a service step is automatic, the team member can really focus on providing a great positive experience for each guest.” According to Welton, management’s role in creating an environment where excellent customer service will thrive is a combination of ensuring employees are getting the right training and the correct onboarding and acclimation with a follow through on that with day-to-day supervision. “Customer service is a culture,” said Oh. “It’s a manager’s responsibility to ensure that we have a specific culture in customer service and that it’s followed. When it’s followed, you need to make sure those managers are backing up those decisions. Likewise, employee relationships affect customer service, too. If you have great trust in your relations with your employees, you’ll have a much better managed business.” 

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 May 2019 │ 17

RETURN TO WORK SbTyEP E D I U G STEP

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Four steps to treating every customer like a

million-dollar customer By Morgan Huether

Any customer can enter your business and end their visit anywhere from no sale to ordering one of everything or booking your plushest room. In this hyper-connected day and age, even a customer who leaves without purchasing anything could bring a big sale customer in the door. You and your team can help lead big sales to your establishment by treating every customer like they’re your million-dollar customer. Here are four tips to get you started.

Training

Team members can’t give service that they haven’t experienced. Do you want your hostesses to offer guests water while they wait to be seated? Demonstrate it and let them experience the training from the customer side. Team members can draw on that positive, uplifting feeling of being the center of a trainer’s attention when they interact with your guests. This brings us to the second point.

Fill their bucket

Tom Rath and Donald Clifton’s book “How Full is Your Bucket” establishes the concept that we each have an invisible bucket that accumulates our experiences. When our bucket is full, we feel happy. When it’s empty, we feel crummy. We share positivity, which in turn also fills our own bucket, or we can take from others’ buckets by sharing negativity, which in turn empties our own bucket as well. Keep your own bucket full and encourage that your staff does the same. If your team is empowered to care for themselves, they can fill a guests’ bucket and give a truly excellent customer experience.

Listen

Our instinct when someone is angry is to slow them down. Maybe we make excuses or deflect, maybe we try to make up for the anger by saying positive things or offering that it could be worse. When faced with an angry or frustrated customer, we first need to listen and make sure the customer feels their concern was heard. Often, this alone can diffuse a situation. Acknowledge that you’ve heard the complaint regardless of how true or valid it may be. We can’t always fix a customer experience that’s gone awry, but we can’t try until we fully understand the entirety of the problem.

Recognize good work

Encourage your team members to share interactions that made them feel good. The team can bond over shared positive experiences and teach each other what works when working with your specific clientele. Additionally, take time to recognize team members when a customer leaves a positive review recognizing specific team members. This is another way to fill your team’s buckets and keep them at their best.

May 2019 │ 19

Members are putting customers first By Shelby Pemberton

Customer service is a universal language. Here at the Washington Hospitality Association, we know quite a few operators in Washington state who exemplify a culture of putting customers first. If you’ve ever ventured to the upper left “We help and interact region of the with one another, state, you may we’re like a family; and have stumbled customers can sense across Maltby Café, and that the second they the owner is walk through the door” an excellent example of Tana Baumler, what it means Maltby Café to portray exceptional customer service. Tana Baumler has worked in the hospitality industry since she was in high school, with her first job being a part of a family-run business. After traveling the world and working in various kitchens, Baumler has been operating Maltby Café in Snohomish for 31 years. When asked what customer service meant to her, Baumler’s response was: “Customer service is greeting your guest and making sure they feel special from the time they come through the door until the moment they leave. It’s making sure all of their needs are taken care of.” The café always strives for a family-friendly and inviting atmosphere. The result of this, as Baumler says, is that she receives several repeat customers, some of whom she’s known since they were babies being brought in with their parents. When asked what they do daily to keep this level of customer service alive, her answer was simple: “My staff are always warm and friendly, and quite a few of them have been with me since 20 │ wahospitality.org

I opened the café. We work as a team. We help and interact with one another, we’re like a family; and customers can sense that the second they walk through the door.” Bryan Harmon, managing director at the Hampton Inn and Suites in Seattle/Everett, shed some insight into how Hampton hotels achieve their prestigious level of customer service: “Hamptonality.” Hamptonality is the caring, thoughtful, and authentic culture all Hampton hotels embody, and he makes sure his employees deliver on this expectation by living up to their vision of Harmon said “making you happy, makes us happy.” “We put our guests first by anticipating their needs. We approach them with friendly, smiling faces and make sure they feel comfortable away from home. If they aren’t from the area, we’ll email them a list of dining and entertainment recommendations prior to their

“If they aren’t from the area, we’ll email them a list of dining and entertainment recommendations prior to their stay,” Bryan Harmon, Hampton Inn and Suites

stay,” Harmon explains how his staff stands out among other Hampton hotels. By staying ahead of the game and being on top of changes, Harmon and his employees continue to adapt new things into their customer service technique, ensuring every guest interaction is genuine and unique. “We problem solve, and we’re always willing to answer questions,” said Harmon. “Always be authentic, be caring, and be yourself.”

“If a family is traveling and they have young children, we’ll ask what their favorite cartoon characters are and have coloring pages ready for them when they arrive for their stay,” Matthew Rosenthal, Best Western

beyond when you can. I always have the mindset of ‘I have the opportunity to turn someone’s bad day into a good day.’ Also, start with your employees. If they’re happy, they’ll interact better with guests.” In the world of hospitality and customer service, standing out can be difficult. Carrie Van Dyck, owner of The Herbfarm in Woodinville, understands this. The Herbfarm creates a unique dining experience by not only extending thoughtful customer service but also by creating a nightly learning experience as well. “We start each dinner with a garden tour”, says Van Dyck. “We share our history and educate our guests about the night’s foods and herbal components. It’s interactive and fun teaching.” Van Dyck said for a guest to feel they’ve received the best service her staff work to anticipate guest’s needs and satisfy them before they even know what they want.

“We share our history and educate our guests about the night’s foods and herbal components. It’s interactive and fun teaching.”

To Matthew Rosenthal, general manager at the Best Western in Arlington, customer Carrie Van Dyck, service is the defining The Herbfarm characteristic of any hotel. “It differentiates you from your competitors,” said Rosenthal. He shared a story about a guest who frequently travels down from Canada. “They could stay elsewhere, but they keep coming back because of the relationships they’ve built with me and my staff,” he said. They even used to play the guitar for us in the lobby.” By tailoring each experience to fit their guests’ needs, Rosenthal and his team is able to create a fabulous customer service experience. “If a family is traveling and they have young children, we’ll ask what their favorite cartoon characters are and have coloring pages ready for them when they arrive for their stay,” Rosenthal said. Rosenthal’s advice for anyone wanting to be sure they’re delivering excellent customer service is “Always go above and

“Because we book each party in advance and ask questions, our staff knows why each guest is coming,” she said. “We know about special dietary or beverage needs that our team accommodates for. Every day, the front and back of the house both work toward creating the best dining experience in the world.” Van Dyck knows that without great service, guests don’t come back. That’s why The Herbfarm personalizes every dining experience by greeting guests with small, framed signs with their names. “We change the menu themes every two to three weeks. Although we post the initial draft of the menu on our website, most of the time our guests don’t know exactly what they will be eating until they arrive. They come because they trust us,” Van Dyck notes. A huge part of the overall experience guests receive at The Herbfarm is the way the restaurant thinks about food.

“We have our own gardens” said Van Dyck. “The ingredients we use are all from the Pacific Northwest, and many are grown right here on the farm or in close conjunction with other farmers, ranchers, foragers, cheesemakers and fisherfolk.” Hospitality is a diverse industry, but one aspect remains the same, and that is customer service. Members of the Washington Hospitality Association are role models within our industry, and for that, we applaud you.  May 2019 │ 21

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? Letâ&#x20AC;&#x2122;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

Lex on Tech

Hospitality businesses are investing in tech to increase customer engagement By Lex Nepomuceno

Most hospitality business owners believe the proper use of technology in their operations is a competitive advantage, and many plan to increase their technology investments this coming year. Leading the charge in technology adoption are the quickservice (QSR) and fast casual sectors of hospitality, with much of the effort being directed at consumer-facing hardware and software solutions. This is no surprise, as QSR concepts often struggle the most with developing stronger, more personal bonds with their customers. What QSRs gain with speed and price points, they can lose ground with relationship building. This is where modern innovations can bridge the gap. According to the National Restaurant Association’s most recent Trends Survey, 70 percent of QSRs plan to dedicate more resources to customer-facing service-based technology in the coming year. In contrast, only 49 percent of fine dining and 53 percent of family dining establishments have the same sentiment. What are some examples of customer-facing technology? Online/mobile ordering and payments, delivery management and reservations. The only area where all restaurant categories answered less than 50 percent in technology investment is devices and hardware. Items such as tablets, tableside ordering and kiosks did not rate as high as services because the lifecycle of hardware is generally longer than services and software. Despite this, 30-40 percent of restaurant businesses still viewed hardware as a priority. What type of tech investment could possibly have a major impact on customer engagement? Personalization and ways to build more personal connections with customers and guests. Artificial intelligence (AI) Hotels are leading the way through their investment in artificial intelligence connected to software and services. Hotels have integrated AI to directly interface with guests through chatbots and in-room ordering. Utilizing property

recommendations from current customers, the lodging industry has leveraged the information to develop action plans to increase public reviews. The real-time feedback and the specificity of the input derived, allow hoteliers to calibrate their services to generate higher public ratings. For example, if enough online reviews indicate there aren’t enough kids’ meal options and those reviews are three-stars or less—a predictive analytics report could advise managers what they need to do to increase reviews. Customer loyalty Both hotels and restaurants have great examples of extremely effective customer loyalty efforts. The ubiquitous Starbucks rewards/ card program has been the gold standard for foodservice. Other than the technology that drives the mobile payments and real-time rewards tracking, the Starbucks card enables the company to aggregate an immense amount of information for each and every customer. This amount of data allows for an extremely effective personalization juggernaut, where the company can customize offers toward very specific behaviors they want to create for every member. Have you stopped ordering coffee every day? They can instantly activate an offer and give you 150 rewards points if you order in five consecutive days. Haven’t ordered a breakfast sandwich in a while? Behold an easy 25 points with your next breakfast order. From the hotels’ side, all of the major brands have their own loyalty membership that provides discounts, free nights and other advantages for collecting points with every stay. This loyalty relationship allows the brand to develop a solid bond with every customer and continuously strengthen the data profile for each. Again, this allows for ongoing personalization through marketing offers and the services the hotel may emphasize. If done properly, all of this data is shared with every location, so the relationship with the customer can be strengthened with every stay. Despite all this tech, it all comes down to that personal touch. Remember, hospitality means being hospitable. Despite the available data being gathered and organized, it will depend on how the establishment executes on the information. 

May 2019 │ 23

KNOW YOUR CUSTOMERS From 2019 Restaurant Industry Factbook

Nine in 10 consumers say they enjoy going to restaurants.

CONSUMERS

Two-thirds of consumers say their favorite restaurant foods provide flavors they can’t easily duplicate at home.

Three in four consumers say dining out with family and friends is a better use of their leisure time than cooking and cleaning up.

Four in 10 consumers say restaurants are an essential part of their lifestyle.

OPEN

MENU Fifty-one percent of consumers who say the availability of environmentally friendly food would make them choose one restaurant over another.

CONSUMER TRENDS BY THE NUMBERS

Fifty-six percent of consumers say the ability to walk there from their home would make them choose one restaurant over another.

Forty-one percent of consumers would buy meal kits to prepare at home if their favorite restaurant offered them.

Fifty-two percent of consumers say they would rather spend money on an experience such as a restaurant or other activity, compared to purchasing an item from a store.

Fifty percent of consumers say the availability of a customer loyalty and reward program would make them choose one restaurant over another.

Fifty-six percent of consumers say the availability of discounts for dining at off-peak times of the day would make them choose one restaurant over another.

THANK YOU!

Thirty-eight percent of consumers say they are more likely to have restaurant food delivered than they were two years ago.

Fifty-eight percent of consumers say the primary reason they like locally sourced food in restaurants is that it supports farms and food producers in their community.

Sixty-one percent of consumers say they order more healthful options at restaurants than they did two years ago.

Forty-four percent of consumers say they placed a food order for takeout or delivery using a restaurant app or website during the past year.

Sixty-two percent of consumers say the availability of locally sourced food would make them choose one restaurant over another.

Twenty-six percent of consumers say the availability of tableside electronic ordering and payment options would make them choose one restaurant over another.

Fifty-five percent of consumers say they would order breakfast items more often if restaurants offered them all day.

24 │ wahospitality.org

Moving from inside the conference room to the great outdoors

Building memorable business events and employee engagement by creating unique experiences By Jacque Coe, APR How about team kayaking, snowshoeing or a game of corn hole with a water view to add to your next business retreat? Business meetings, company events and employee retreats are an important line of business for hotels. But in an increasingly competitive environment, developing unique and creative approaches to take the customer experience to a new—and memorable—level can make the difference between a return engagement, or not. So when the Hyatt Regency Lake Washington was looking to differentiate the business meeting experience for companies and their employees, it found an unusual and complementary partner in Compass Outdoor Adventures. “Hyatt has a global initiative of creating amazing experiences,” says Jennifer Grosclaude, Hyatt Regency Lake Washington’s director of events. “We’ll provide great food, beverage and a beautiful venue, but giving businesses and their teams an experience to remember through Hyatt will keep them coming back, so the relationship with Compass makes sense.” Hyatt wanted to create those memorable experiences by leveraging the hotel’s location on the banks of Lake Washington with stunning views of Mount Rainier and the Seattle skyline and access to water, hiking, biking and outdoor recreation. Compass Founder and CEO Luke Talbott says his company creates outdoor corporate adventures to connect teams and align with company goals. Whether it’s group kayaking Lake Washington to explore, learn paddle techniques and compete in races, biking a trail at North Bend, working together on an outdoor project, or playing a competitive but fun game of corn hole or giant beer pong at the Hyatt with a breathtaking backdrop of the lake, the connection between hotel and environment is visual, memorable and strategic. The statistics behind employee engagement are not new; employees are more productive and employee retention is higher when employees are engaged and connected to their companies, teams and colleagues. Whether the activity is a break outside from a company meeting in a conference room for a game of giant beer pong, or a

Photo courtesy of Hyatt Regency Lake Washington team retreat with an outdoor scavenger hunt built around company themes and wrap up at the hotel, the connection between colleagues is clear. It’s that human connection that Compass and Hyatt partner to create that ensures a positive experience for clients and colleagues alike. That connection is working so well, Hyatt is looking to expand the menus of experiences companies and clients can choose from; mindfulness, wellness and yoga exercises, teambuilding “Iron Chef” cooking classes with chefs, or make their own salads by actually picking their own vegetables. Talbott shares, “We ask, ‘What is the goal of the guest?’ and then look at what we can deliver to help them achieve that goal.” And companies are responding. Corporations such as Amazon, Microsoft, T-Mobile and others are looking for healthy ways to connect teams for greater productivity. Teams from Google built snow igloos and created dog blankets to donate to the Seattle Humane Society. Grosclaude says by choosing the right partner, Hyatt stays true to their brand and ensures an enhanced experience for clients and guests. “And,” Grosclaude adds, “Sometimes they get to play outdoors!”  May 2019 │ 25

Customer Service By Lex Nepomuceno

U.S. companies lose more than $62 billion annually due to poor customer service.

QUOTE

33%

Newvoicemedia.com

“Ask your customers to be part of the solution, and don’t view them as part of the problem.”

of Americans say they’ll consider switching companies after just a single instance of poor service. American Express 2017 Customer Service Barometer

Alan Weiss After one negative experience, 51% of customers will never do business with that company again.

74%

Newvoicemedia.com

of people

Americans tell an average of 15 people about a poor service experience, versus the 11 people they’ll tell about a good experience. American Express 2017 Customer Service Barometer

are likely to switch brands if they find the purchasing process too difficult.

Salesforce

Increasing customer retention rates by

5% increases profits anywhere from

It is anywhere from five to 25 times more expensive to acquire a new customer than it is to keep a current one.

25% to 95%. Bain & Company

Harvard Business Review

77%

After having a positive experience with a company, of customers would recommend it to a friend.

Temkin Group

Feeling unappreciated is the No. 1 reason customers switch away from products and services.

QUOTE

Newvoicemedia.com

“Today’s consumers do not buy just products or services — more and more, their purchase decisions revolve around buying into an idea and an experience.”

The majority (66%)

of adults feel that valuing their time is the most important thing a company can do to provide them with

good online customer experience.

McKinsey

Forrester

64%

When it comes to making a purchase, of people find customer experience more important than price.

Gartner Customer satisfaction ratings for live chat are often higher than all other support channels, likely because of the speed and conversational nature. Live Chat Benchmar Report 2017

Email is still the most commonly used

digital customer service channel 54% of customers

have used email customer service channels in the last year. Forrester

Customer satisfaction ratings for live chat are often higher than all other support channels, likely because of the speed and conversational nature.

Three-quarters of online customers expect help within five minutes.

McKinsey 26 │ wahospitality.org

Customer Think

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NEW MEMBERS

INDUSTRY CALENDAR May/June TRAINING May 23

ServSafe® Manager, FSA, Spokane

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ServSafe® Manager, US Foods, Fife

3 Brothers Restaurants LLC, Boise Adelo’s Pizza, Pasta & Pints, Spokane Agrodolce, Seattle Bourbon Street Bar & Grill, Puyallup Chick-fil-A, Bothell Chick-fil-A, Kirkland China Dragon Restaurant, Spokane Dairy Queen, Sequim Elemental Pizza LLC, Seattle Fairfield Inn & Suites by Marriott, Centralia

Greene’s Corner & Fool’s Onion Catering, Bellingham Holiday Inn Express, Camas Palanio Enterprises Inc., Deer Park Palouse Bar & Grill, Spokane Roquette, Seattle Ruts, Spokane Scratch and Rain Lounge, Spokane Shakti’s, Wenatchee The Ruins Inc., Seattle The Sleep Inn/Mainstay Hotel, Spokane

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MEETINGS May 8

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Golf Fore Education

Alice Financial Brad Kime 195 Montague St Floor 14 Brooklyn, NY 10015 812-350-2503 kime@thisisalice.com www.thisisalice.com

Go Moment Jennifer Suski 929 Colorado Ave Santa Monica, CA 90401 253-277-9223 jennifer@gomoment.com www.gomoment.com

Alice automates pre-tax spending. Using software to connect to the credit & debit cards people already have in their wallets, Alice makes employees’ paychecks go up when they pay for things like commuting, childcare and healthcare. No forms, no math, no acronyms.

Go Moment® is transforming the hotel guest experience with a lofty mission: to create one billion unforgettable moments.mIvy®, powered by Go Moment, is the world’s first smartconcierge for hotels. Ivy brings together human expertise and machine intelligence in a seamless experience for the guest. Via messaging, Ivy answers routine guest questions like “What’s the Wi Fi password?” in less than one second, reducing calls and disruptions to the hotel staff. Ivy provides conveniences like fulfilling guest requests, booking restaurant reservations, and accessing offers that enhance the guest experience from anywhere, at any time. Ivy has served tens of millions of guests, and she’s often recognized in TripAdvisor reviews for providing exceptional service. Ivy is trusted by many of the largest names in hospitality and is backed by some of the biggest names in the venture capital.

CDITech Cary Nickerson 250 Stephenson Hwy Troy, MI 48083-1117 248-298-8000 cnickerson@cditech.com www.cditech.com CDITech has been providing Oracle/Micros, CloudPOS and merchant processing solutions for 35 years. We have a nation wide sales, service and support team that can address any of your point of sale and merchant processing needs. CHC Columbia Hydronics Co. Jeff Van Pay 12828 Gateway Dr Bld 5 Tukwila, WA 98168 3311 206-819-2346 jvanpay@chchydro.com CHChydro.com CHC Columbia Hydronics CO is a Manufacturers Representative for HVAC and Plumbing related products for the commercial industry. Glance Pay Paola Ashton 200 Granville St #400 Vancouver, BC V6C 155 778-819-1352 paola@glancepay.com www.glancepay.com Special Member Offer: Three month free trial

28 │ wahospitality.org

MSNW Terell Weg 2257 Northgate Spur Ferndale, WA 98248-8313 360-366-4600 t.weg@msnw.org www.msnw.org MSNW Group is a full service facility services company serving all of Washington. Services Include: Hood Cleaning, Windows, Floor Cleaning, Janitorial, Maintenance, Landscape, Tenant Improvement Pacific Rim CR LLC Darlene Lang dd.l@restoreyounow.com 10016 Edmonds Way Ste C154 Edmonds, WA 98020-5107 425-216-3805 www.restoreyounow.com We provide 24/7/365 days emergency services. Water and Fire Damage Cleanup, Mold Remediation, Sewage Cleanup, Storm Damage , General Contractor, Tenant Improvements, Remodeling and Reconstruction

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May 2019 │ 29

Ask the Expert Focus energy on the guest experience for explosive growth By Rick Braa, CHAE Our sales growth has been driven by check average over the years. We can’t keep raising prices endlessly. Where else should we focus to experience real growth? Having a wide variety of successful clients allows consultants to see some of the best companies in action. One prosperous company already had restaurant sales more than $1,000 sqft/ year and after some changes doubled the top line in just three years. The CEO responsible explained it was simple: he redirected everyone to focus on the guest experience. Elevating the guest experience isn’t difficult, and it provides a superior return on investment. To maximize that investment, consider the following: Raise the smile factor —smiles are contagious. In a Swedish study, subjects were shown pictures of people smiling. Researchers discovered facial expressions went directly to imitation of what subjects saw. It took conscious effort to stop smiling! The conclusion? If you’re smiling at someone, it’s likely they can’t help but smile back. Smiling faces produce a happy business. Make a sincere effort to smile frequently and be diligent to ensure those around you reflect your smile by being the first one to flash it. Here’s the bigger picture, each time you smile at a person, his/ her brain coaxes him/her to return the favor. You’re creating a symbiotic relationship that allows both of you to release feel-good chemicals in your brains, activate reward centers, make you both more attractive, and increase the chances of you both living longer, 30 │ wahospitality.org

healthier lives. This fulfills the purpose of hospitality. Pay fanatical attention to quality and detail —quality is in the invisible things that guests might not even know they see. The opposite can be true as well. Walt Disney is famous for stating, “People can feel perfection.” If people can feel perfection, what can fanatical attention to detail convey to guests? In many restaurants, undermanaged or ignored small details deteriorate the guest experience. Where guests come into contact with your brand it must deliver a quality service experience. When strategically focusing on the details of your restaurant evaluate lighting, atmosphere, music, tactical touch points, ambiance and service. Be sure to teach and train staff to be diligent in continually evaluating every detail in the restaurant. Create and foster experiences — delivering near-perfect guest experiences will provide a competitive advantage. Every time a guest enters your restaurant there is a wish to be transported from everyday life to an experience and emotion of being on vacation. Consistent brand standards help manage guest experiences. Detractors from a great guest experience can be as simple as a tear in a booth, a piece of wallpaper peeling away, dirty tables or worn carpet. Brand standards need to execute whatever is necessary to enrich the guest experience and ensure they remember their time on their mini-vacation at the restaurant. Make the guest “feel” happy and desire to return —people return to establishments where they feel

emotionally satisfied not just rationally satisfied (78 percent won’t return, Gallup). If a restaurant averages 60-80 percent of sales coming from the regular guests and 20-40 percent of sales from new guests, what happens if it receives one more visit per year from those visiting spending $25? For every $1 million in sales with 80 percent regulars and a regular dining 20 visits per year there are 1,600 regulars and 8,000 new guest visits. If one more visit is made per year that’s 9,600 visits at $25 each equaling $240,000 in additional sales or 24 percent increase (26 Guests per day). Easy math, big profits as these additional visits require little additional expense other than COGS so there is at least 50 percent flow through on those sales or another $120,000 in profit, a 12 percent increase per million. Implement systems and service that deliver the guest emotional satisfaction where they feel happy. The result must be positive, memorable and emotional. Through proper staff training, you can empower your staff to take responsibility for the happiness of every guest. It’s simple science. If a restaurant is falling short of expectations in sales, redirect focus to elevate the guest experience by every means possible. Focus maximum energy on the guest experience and sales will increase double digits or more. 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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