WA S H I N GTO N
MEGA TRENDS
HR & WORKFORCE ISSUE
GREAT
April 2017
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LEGISLATIVE
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HOSPITALITY
CAREER LADDER
EFFECTIVE
ONBOARDING
STRATEGIES
Washington Hospitality Association 510 Plum Street SE Olympia, WA 98501-1587
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Inside
wahospitality.org
Features
9
9
The Future is Bright: Chief Sealth High School
22
Making Recruitment and Onboarding Work for You
In Every Issue
22
WA S H I N GTO N
MEGA TRENDS
HR & WORKFORCE ISSUE
GREAT
April 2017
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SESSION TO DATE
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HOSPITALITY
CAREER LADDER
EFFECTIVE
ONBOARDING
STRATEGIES
From Your President and CEO
7
News Briefs
8
Industry Events
12
State GA Update
14
Local GA Update
21
The HR Department
26
Ask the Expert
28
Calendar/New Members
On the cover
This issue Washington Hospitality helps members address one of the key challenges for our industry: bringing on new hires to gear up for the busy high season.
Washington Hospitality Association 510 Plum Street SE Olympia, WA 98501-1587
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President and CEO EDITORIAL STAFF Publisher, Anthony Anton Executive Editor, Lex Nepomuceno Editor-in-Chief, Marianne Scholl Art Director, Lisa Ellefson Managing Editor, Paul Schlienz Contributing Editor, Andy Cook Contributing Editor, David Faro Contributing Editor, Jillian Henze Contributing Editor, Wendy Hughes Contributing Editor, Stephanie McManus Research Editor, Sheryl Jackson EXECUTIVE COMMITTEE Co-chair, Phil Costello Stop n’ Go Family Drive In Co-chair, Frank Welton Hilton Worldwide EXECUTIVE TEAM President and CEO, Anthony Anton Vice President, Teran Haase Director of Business Development, Ken Wells Director of Communications & Technology, Lex Nepomuceno Director of Local Government Affairs, John Lane Director of State Government Affairs, Julia Gorton Director of Internal Operations, Kylie Kincaid Director of Membership, Steven Sweeney Education Foundation, Naja Hogander
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: Michele Holmes Allied Relations Manager 206.423.3902 MicheleH@wahospitality.org Washington Hospitality Magazine is published monthly for members. We welcome your comments and suggestions. email: news@wahospitality.org, phone: 800.225.7166. Circulation: 6,310.
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Time to Think Strategically If you read books on how to truly be a strong and successful leader of a company, they often ask you to set aside time for strategic thinking. They’ll tell you to use this time to think about where your company is headed. Many of you on the restaurant side are very strategic about your menu or in developing new food concepts. On the hotel side, you think strategically about how to fill rooms to increase your occupancy rate. Whether you are a restaurateur or hotelier, it really is time to think strategically about where your business is headed, especially when it comes to your work force. Set aside a good afternoon away from any distractions. It should be a block of time when you aren’t going to be worrying about a large cancellation or a broken dishwasher or a leaking washing machine. One of the keys to strategic thinking is to start by writing down the specific questions you are trying to answer. This helps you stay focused and forward-thinking, and it helps keep you from jumping from topic to topic and from being inhibited by what you’ve already done. Here are some questions I know that our industry is starting to grapple with: 1. What should the balance be between using entry-level employees and paying skilled veterans a peak market wage? We all know that a veteran in the back-of-the-house significantly outperforms new hires. But have you considered the actual cost of having lots of entry-level staff who may not stick around long versus paying more for a veteran you can rely on? (See page 25 for info on these costs.) 2. The labor market is tight, so what changes can we make to increase the ROI of employee satisfaction? We learned from polling in Seattle that hospitality employees don’t want the government to rigidly regulate how their employers schedule their work hours. They want flexibility, but they also want the courtesy of knowing their schedule two weeks in advance. Are there simple changes you could make that would have a big payoff in employee satisfaction and retention? 3. Are we missing technology that can help us offset rising costs? Our industry is built on service. If you increase your use of technology to remain competitive, what does that mean for your ability to provide hospitality? 4. How should we talk to employees about changes we need to make? We can go through a litany of why things are changing, but the reality is that they are, and businesses must respond to survive. How are you engaging employees in this process, and are you open to their ideas on lowering costs? These are all strategic questions that have strategic answers. When you do take time out to think about your workforce, I hope you’ll also think about career ladders. As leaders, we know about these ladders, but I don’t think we’re doing enough to articulate to our employees the possibilities in our industry. I’m not saying any of this is going to be easy, and I’m not saying there are single answers. I’m encouraging you not to simply be mad about the changes in front of us. Instead, sit down with the right people in the room and be a leader, be strategic and start finding more answers for your business. Respectfully, Anthony Anton
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Primary Source of Information | News Briefs Menu Labeling Compliance Deadline Remains May 5 The final fate of the Affordable Care Act is still unknown, but one thing is certain: The repeal and replace legislation currently moving through Congress will not affect new menu labeling requirements. That is because the GOP’s American Health Care Act is a budget reconciliation bill, and the menu labeling law that was passed as part of the ACA does not have a budget impact and would remain in effect according to Congressional Rules. All of this means that as of midMarch, the compliance date for the menu labeling law remains May 5, 2017. The law applies to restaurants and similar retail food establishments if they are part of a chain of 20 or more locations, doing business under the same name, and offering for sale substantially the same menu items. The National Restaurant Association continues to engage in conversations with the House, Senate, FDA and others about the menu labeling law as the deadline approaches. 2017 HERO Manual Now is Available Each year the Washington Hospitality Association updates its popular Handbook of Excellent Restaurant Operations, more affectionally called the HERO Manual. The 2017 edition including new sections and extensive updates to reflect changes in law and agency rulemaking. New sections include detailed information on cash overages, corkage fees, paid leave and employee safety alert systems for hotels. It also includes sections on food trucks and trailers, fire prevention, workplace violence and the fire hazard of oily rags. Members can login view the online version or download the PDF using their online account on www.wahospitality.org. Login information is available at www.wahospitality.org/user-register.
Hospitality Companies Improve Rankings on 100 Best Companies to Work For List Nationwide, hospitality companies employ more than 8 million Americans and generate some $355 billion in total labor income, according to the American Hotel & Lodging Association. Hotel companies not only employ many people, they also are treating them better than ever if you go by Fortune’s latest 100 Best Companies to Work For list. Five of the 100 companies on the 2017 list were hospitality companies, the same number as last year. Four of the five moved significantly higher up on the list this year. Kimpton Hotels & Restaurants (now owned by InterContinental Hotels Group), moved to 14 on the list from 20th place, and Hyatt rose to 32 from 47. Hilton made an even greater leap from 56 place to 26. The greatest gain, however, was made by Marriott International, which jumped from 83rd place on the list to 33rd. Four Seasons Hotels & Resorts was also on the list. Like Kimpton and Marriott, it has been on the list since it was first published 20 years ago. Fortune compiles the annual list in partnership with Great Places to Work, which conducts extensive employee surveys of more than 230,000 people across a variety of corporations and industries.
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Primary Source of Information | Industry Events A New Kind of Hiring Event in Pierce County and Seattle The Washington Hospitality Association is offering a new twist on the traditional job fair at hiring events in Tacoma on April 13 and Seattle on May 5. Participating employers will have the opportunity to hire vetted, employable and ready-to-interview candidates actively looking for hospitality employment, thanks to the Association’s partnership with the Washington State Department of Health and Social Services. Positions open to attendees include host, server, bartender, line cook, overnight security, housekeeping, concierge, front desk personnel, and restaurant and hotel manager. These hiring events are different from other job fairs because they’re designed to help candidates get past typical roadblocks to employment such as a lack of transportation, certification or permit, uniforms or food assistance. Eligible applicants can receive a food handler’s permit, free or discounted Orca Lift cards, childcare assistance vouchers and other resources for their first 12 months of employment. Receiving this type of support will help employees be more successful and fully engaged at their new workplaces. Employers will be paired with Washington Hospitality ambassadors ready to assist with needs related to interviewing, hiring and making the day a success. When the Hospitality Association held an identical event in Seattle in February, more than 100 career-focused job opportunities were available to applicants and 62 deserving individuals went home the same day with new jobs. The events are further evidence that the hospitality industry is a leader of change and growth in communities. The Pierce County hiring event takes place April 13 at Hotel Murano in Tacoma and the Seattle event takes place May 5 at Motif Seattle. Both events are from 9 a.m. to 3 p.m. To participate, please contact Roxanne Lomali at roxannel@ wahospitality.org or 1.800.225.7166. Washington Hospitality Summits Offer Afternoon of High-level Industry Information The Washington Hospitality Association is holding its first Hospitality Summit presented by Food Services of America at the Renaissance Seattle Hotel on April 4. This new event offers a dynamic afternoon of industry information, high-level breakout sessions and a trade show. It is followed by a Hospitality Happy Hour for peer-to-peer socializing. A similar summit will take place in Spokane on May 22. The keynote presentation will cover how to get the most out of technology currently available to the hospitality industry. The Association’s local government affairs team will bring participants up to speed on what to expect out of 2017, including possible paid family leave legislation to restrictive scheduling in Seattle. Breakout session topics include Innovate to Survive: Tipping and Service Charge, Human Trafficking: The Warning Signs, and Deciphering the Emojis: Interpreting Seattle’s New Restaurant Grading System. Attendee registration is $30 and includes appetizers during the Hospitality Happy Hour. Exhibitor space is also available, although space is limited. Learn more about the Seattle and Spokane summits at www.hospitalitysummit.org.
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Northwest Foodservice Show Returns To Portland in April The Northwest Foodservice Show, the largest and best known businessto-business foodservice event in the Pacific Northwest, will be held April 23-24 at the Oregon Convention Center in Portland. More than 300 regional and national vendors will be on hand to help attendees find solutions to improve margins and make life easier. With so much changing in the industry—from rising labor costs to the diversification of dining preferences—the show will help attendees meet today’s restaurant business challenges. Attendees can attend free educational seminars and sample a vast array of new products in the tasting pavilion. Online registration for attendees is free if you register by April 22. Onsite registration is $25 per attendee. Learn more at www.nwfoodserviceshow.com.
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Local GA Update SEATTLE Mayor Proposes New Soda Tax In his State of the City address on February 21, Mayor Ed Murray proposed investing in educational programs to eliminate racial disparities in student achievment. To fund this investment, Murray is proposing a tax on sugarsweetened beverages. This soda tax, which is expected to raise nearly $16 million annually, would be a two-centper-ounce tax imposed on distributors of sugar-sweetened drinks such as soda, energy drinks, juice drinks and sweetened teas. The tax would extend to syrups and powders used to prepare sugary beverages, but 100-percent fruit juice, in-store prepared coffee beverages, infant formula, medicine and diet beverages would be exempt.
No New Tax to Fund Office of Labor Standards A proposal was presented to the Seattle City Council’s Affordable Housing, Neighborhoods & Finance Committee in February that would create a dedicated funding source for the Office of Labor Standards. Under the proposed ordinance, revenue from the existing business license tax would be directed to an Office of Labor Standards subfund of the general fund. This plan would not create a new tax on businesses, a funding option which had been discussed previously. The proposal reflects a compromise between labor and business groups, and it is expected to be considered by the full council this spring.
A two-cent-per-ounce tax would add $5.76 to the cost of a 24-pack of 12-ounce cans. Syrups would be taxed based on the finished product, and the cost of a five-gallon bag of syrup would double with the addition of a $76.80 tax. Secure Scheduling Draft Rules Under Review The Office of Labor Standards provided draft rules for Seattle’s Secure Scheduling Ordinance for stakeholder input. Our government affairs team has been carefully reviewing and providing feedback. The ordinance is set to take effect July 1, 2017, and will regulate how retail and restaurant employers of a certain size schedule their Seattle-based employees. The city’s Office of Labor Standards is expected to finalize the rules in April after a public comment period.
Tell Us What You Think Our government affairs team wants to know what you think about the possible soda tax. How would it impact your business? We’d also like to hear your thoughts on the proposed rules for the Secure Scheduling Ordinance. Please email your comments and feedback to JillianH@wahospitality.org.
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Keeping Tabs On Paid Family Leave in Seattle While state legislators, business groups and labor advocates work on creating a paid family leave system at the state level, Seattle’s Councilmember Lorena Gonzalez has continued to meet with businesses to discuss the potential for paid family leave legislation in Seattle. Gonzalez said she is drafting legislation to have ready if state lawmakers fail to pass a paid family leave law or if she believes the city needs to fill gaps in coverage under a state plan. Stay tuned at wahospitality.org for the latest movement on this issue in Seattle. – Jillian Henze
AROUND THE STATE Election Season Starts: Tacoma and Spokane City Councils Four seats on the Tacoma City Council and the mayoral position are up for election this year, and many candidates have already gotten a start on the primary which will be held on August 1, 2017. The city council positions up for election are District 2 New Tacoma (currently held by Council Member Robert Thoms); District 4 Eastside (Marty Campbell), District 5 South End (Joe Lonergan) and the at-large citywide Position 6 (Lauren Walker Lee). The city’s term limit law, which was written into the city’s charter in 1973, prevents Mayor Marilyn Strickland from seeking reelection.
Spokane also has a term limit law, and four of its council positions will up for re-election in 2017. District 1 Northeast, with incumbent Amber Waldref, District 2 South, with incumbent Breean Beggs who will be seeking re-election, and District 3 Northwest, incumbent Candace Mumm, who will also be seeking re-election. Council President Ben Stuckart will be leaving his position to run for Congress against incumbent Rep. Cathy McMorris Rodgers, R-Spokane. New Community HUB Project Gaining Traction in Spokane A proposal for a new youth recreation facility has received the backing of numerous community leaders in Spokane and Spokane Valley. The Hub Sports Center would be placed on the border between Liberty Lake and Spokane Valley, providing sports recreation space for more than 170,000 youth and families in the area. Governments and groups that have supported the project include Spokane County, Greater Spokane Valley Chamber of Commerce, Greater Spokane Incorporated and the cities of Liberty Lake, Spokane and Spokane Valley. The HUB project is seeking a state Youth Recreation Facility Grant and has received various community donations. A new sports center has the potential to bring additional tourists to the Greater Spokane area, with an estimated $6 million economic impact. – Wendy Hughes April 2017 │ 13
State GA Update
Legislature moves past half-way point of regular session.
As we go to press in mid-March for this April issue, Washington’s legislature is about half way through its scheduled 105-day session. We are past the important cutoff date of March 8, the last day to pass bills in their house of origin. Now both chambers have moved from floor action back into committee hearings. This first cut-off significantly reduced the number of bills being considered. Bills considered necessary to implement the budget (NTIB) are immune to cut-off, however. We are advocating for some important bills that fall into this category. The Washington Hospitality Association has seen some early successes on helpful legislation: Tourism House Bill 1123 and Senate Bill 5251, both NTIB, are continuing to make their way through the legislative process. This legislation would create a statewide tourism marketing program. If it is not passed, we will remain the only state in the nation without a statewide tourism marketing program, and we will continue to sacrifice vital economic opportunities. At present, Washington has destination marketing efforts at the local and regional level, and every dollar spent returns $25 in new visitor spending. By contrast, Oregon, which invests heavily in promoting travel and tourism, returns $237 in new visitor spending for every dollar spent on marketing. Skilled Worker Outreach Senate Bill 5713 has been moving quickly through the legislative process. This is an early success for our industry. This bill would fund a skilled worker outreach and training program, and the Association’s Education Foundation would be able to receive funding for several of its existing programs. Investing in training and recruiting in hospitality employees is important because our industry helps people of all backgrounds gain skills and good, long-term career opportunities. On average, nine out of ten managers and supervisors at restaurant companies started in entry-level positions. This bill would aid us in helping people move up the career ladder into family-wage jobs by funding programs that offer training and will remove roadblocks to success. 14 │ wahospitality.org
STAY INFORMED Get the most up-to-date information on our government affairs efforts by subscribing to our Legislative News. Email StephanieM@ wahospitality.org to subscribe to this weekly email. PARTICIPATE Would you like to participate more with your association’s Government Affairs Committee (GAC)? To sign up to participate in weekly GAC calls, email KatieD@wahospitality.org ACT We’ve set up a system to text members action alerts. If you’d like to receive these urgent alerts, text the word SERVE to 52886.
Paid Family Leave At present, the Washington Hospitality Association and several other business groups are in negotiations with legislative leadership and stakeholders regarding the future of paid family leave at the state level. Most recently, Sen. Joe Fain, R-Auburn, and Sen. Karen Keiser, D-Kent, cosponsored Senate Bill 5829, which is “title only,” meaning the body of the bill is blank and can be amended once an approach has been agreed upon. Other legislation that addresses ways to create the program have been discussed. These solutions greatly differ. For example, HB 1116 would provide six months off, while SB 5149 would establish 12 weeks of paid family leave. We are hopeful that Senate Bill 5829 will provide a statewide solution to paid family leave that is sustainable for both businesses and employees. Liquor Legislation House Bill 1893 and its companion Senate Bill 5665 would allow operators to use credit cards when purchasing alcohol, giving businesses an additional option for paying for spirits and providing a helpful convenience. They passed their respective chambers unanimously, and as we go to press, House Bill 1893 is moving rapidly forward. It passed through Senate policy committees and is now in the Senate Rules Committee. Senate Bill 5145 also continues to move through the process. This positive legislation would allow restaurants to work with craft distillers to create private labels. Pop Syrup Tax House Bill 1975 was introduced earlier in the session. While the bill has not made it out of committee, we are still keeping track of it. This legislation would add a tax
on sugar-sweetened beverages (including imitation sugar and diet drinks). This is not the first time the Legislature has sought to tax soda or other non-alcoholic drinks to fill budget gaps. We are actively watching this legislation and are prepared to advocate against it should it start to progress. – Stephanie McManus
At the Federal Level Earlier this month, U.S. House Republicans introduced a bill that would establish the American Health Care Act. The legislation aims to repeal and replace key provisions of the Affordable Care Act (ACA). The National Restaurant Association is working on this issue and has requested feedback and anecdotes on how the ACA affected your businesses. If you would like to participate in a survey on this issue, please contact Stephanie McManus at StephanieM@wahospitality.org. As of March, the most significant changes in the GOP proposal would: •
•
State Issues Outside the State Legislature Minimum Wage The Washington Hospitality Association GA team continues to participate in rulemaking with the Department of Labor and Industries (L&I) on Initiative 1433, the minimum wage proposal approved by voters last November. L&I now has a website to keep the public informed of the process of turning the initiative into law. In March, it solicited feedback on key questions developed from initial stakeholder feedback. It will circulate initial draft rule language in April. Visit that website at www.lni.us.engagementhq.com. Human Trafficking The Washington Hospitality Association continues to work on issues surrounding human trafficking and public safety. Members of our team sit on Washington’s Task Force Against Trafficking of Persons, and we are collaborating with the Seattle-based nonprofit Businesses Ending Slavery & Trafficking Alliance. The Association has also partnered with the Tronie Foundation, a global United Nations-accredited organization dedicated to ending slavery. We recognize the need to provide training so that our members are equipped to identify and prevent trafficking.
• •
Zero out the individual mandate and employer mandate penalties for 1) individuals who fail to get coverage and 2) for large employers who fail to offer coverage to full-time employees and their dependents. Allow states that have expanded Medicaid to continue to enroll people into their programs at the ACA’s enhanced federal match rate until Jan. 1, 2020, after which enrollment would be frozen to new entrants. States could create their own expansion programs to start in 2020. Replace a ban on pre-existing conditions with a “continuous coverage incentive.” Replace the ACA’s income-based premium tax credits that currently help people buy health insurance plans through government marketplaces with an advanceable, refundable tax credit based on age and family size. To be eligible, an individual must generally not have access to government health insurance programs or an offer of insurance from any employer.
As more details emerge on this issue the Washington Hospitality Association will get our members up to date.
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THE FUTURE IS BRIGHT CHIEF SEALTH HIGH SCHOOL
GIVES STUDENTS an EARLY START in
HOSPITALITY Story by Jillian Henze Photos by Lisa Ellefson
You can see it on their faces. Thanks to an introduction to hospitality and tourism in high school, these savvy, motivated teens and twenty-somethings are on their way to a bright future in the hospitality industry. Seattle’s Chief Sealth International High School runs the competitive Academy of Hospitality & Tourism, which draws in whiz kids who dive deep into the world of hotels and business. Being selected for the program is a coveted honor.
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Imani Carey, age 17
Sean O’Rourke
General Manager of the Courtyard Seattle Downtown/Lake Union
“It was the best thing that happened to me in high school,” 20-year old Yael Piña said. “I like being ahead.” Keyaira Corbray, 17, said students in the academy play a significant role in recruiting younger stars. They spread the word, recruiting ninth and 10th graders. To be selected, students must complete an application, write an essay and achieve and maintain a high GPA. About 50 seniors and 50 juniors participate in the academy each year.
Yael Piña, age 20
In addition to the coursework focusing on business skills, Academy Coordinator Jane Hendrickson said students in the hospitality program often get to work in hotels as paid interns. “As a high school student, it’s a nice incentive,” she said. Students submit resumes and each hotel property picks four or five students to interview. Just one or two of those candidates will receive job offers.
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Alexandra Santos, age 19 “Internships are competitive,” said Kaitlin Andrade, 17. “It’s a long process and a big accomplishment.” Sean O’Rourke, the general manager of the Courtyard Seattle Downtown/Lake Union, said he started participating in the hospitality program to hire interns in 2007. He was seeking an opportunity to make a positive impact in his community, he said. Those first student interns turned out to be hospitality superstars. “I hated to see them go,” O’Rourke said with a laugh. “At the post-internship reception, I couldn’t tell the difference between the college and high school students.” His team offered the student interns part-time jobs so they could continue their education and continue to add value as staff members.
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Setting Students Up for Success Chief Sealth’s Hospitality Academy is delivering clear results. At ages 16 and 17 the students are already learning about careers in the industry. They take field trips to learn about different hospitality organizations, build their own LinkedIn profiles, perfect their resumes and network with potential employers and mentors. Graduates of the program say many of their non-academy friends are working in smaller retail or coffee shops or in part-time work-study jobs. In contrast, the academy has given them the opportunity and tools they need to land positions at larger corporations, allowing them to climb the ladder of success a bit faster than their peers. Internships through the academy have given these young adults skills and experiences that set them apart from their peers.
Keyaira Corbray, age 17
Ashley Lew, age 20 “We just had more experience and that made us mature more,” said Alexandra Santos, 19.
paper and Carey was thrilled to present the keepsake to the birthday girl.
Santos said when she started her internship at O’Rourke’s Courtyard she was shy and didn’t like talking. Regularly interacting with guests at the hotel brought her out of her shell.
“It was a good feeling to make her day better,” Carey said.
Santos said she is finding herself connecting and branching out more with guests as she clocks in and out at the hotel each day. The teens described a certain ebb and flow of hospitality, and they said they learn a lot from the hotel guests. Andrade’s favorite guest was an Argentinian woman who was staying in Seattle before and after an Alaskan cruise. Andrade said the guest needed help navigating the Uber app and she was more than happy to connect the guest with transportation. Andrade said the guest returned from the cruise and bestowed her with a charm purchased on the trip as a thank you for her assistance. “It’s really rewarding when people go out of their way to reward you,” Andrade said. Imani Carey, 17, said her favorite guest was a woman who was celebrating her 90th birthday at the hotel. Each birthday, the woman’s tradition was to buy the day’s newspaper as a keepsake. Unfortunately, the guest had missed the paper on her actual birthday and asked Carey if she could find one. Carey said she looked everywhere on the property. She went through all of the recycling to no avail. Finally, a coworker went to Pike Place Market and bought the day-old
Santos’ favorite work memory was helping a hotel guest who was injured at a light rail station during her Seattle visit. When the guest returned to the hotel, Santos brought her a free cup of tea and took the time to talk with her. The next day, the guest brought Santos flowers as a thank you. But not every day on the job is perfect. The students said as interns they make a lot of mistakes. Carey said she once accidentally shattered a lamp in a guest room while moving a roll-away bed. The students said they ask a lot of questions and sometimes learn lessons the hard way. Each credited their managers and other staff members for being understanding and encouraging. “The hardest days teach me to get back up again,” said Ashley Lew, age 20. Andrade, Lew and Santos continue to work at O’Rourke’s April 2017 │ 19
Kaitlin Andrade, age 17 hotel in the café and at the Front Desk while they complete their educations. Piña has a bit of a different story. He went through the Academy of Finance at Chief Sealth instead of the hospitality program. But, being an ultimate self-starter, Piña sought out a mentor in hotelier David Watkins, the general manager at the Inn at the Market in downtown Seattle. Piña has now been working for Watkins for two years as a houseman, bellman, valet and at the front desk. He said Watkins has been showing him the business side of running a hotel, which appeals to his personality and his career dreams. “[Watkins said I’m] going to start at the bottom so I know everything,” Piña said in a matter-of-fact way.
“everyone is so nice and helpful.” Andrade is contemplating attending college at the University of Washington’s Foster School of Business, pursuing a career as an event planner for a hotel or convention center, or in hospitality management. She hopes to be able to travel and to work out of different locations. And because there is a variety of hotel types and sizes all over the country, she feels like she has options. “I could literally do any job in hospitality,” Andrade said, beaming with confidence.
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Piña is a student at Bellevue College and hopes to work for a larger hotel corporation in the future.
CHIEF SEALTH INTERNATIONAL HIGH
At 17, Andrade said she is still “figuring some things out” and said she loves hospitality because
CHIEFSEALTHHS.SEATTLESCHOOLS.ORG/ACADEMICS.
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SCHOOL’S ACADEMY OF HOSPITALITY & TOURISM AT
Primary Source of Information | The HR Department
Resources for Washington Hospitality Employers CONNECT WITH CURRENT STUDENTS AND FUTURE GRADUATES
ACCREDITED COLLEGE-LEVEL PROGRAMS IN HOSPITALITY AND TOURISM Central Washington University 400 East University Way, Ellensburg Offers bachelor of science program in recreation, tourism and event management. www.cwu.edu/family-consumer/recreation-tourism-events Edmonds Community College 20000 68th Ave W, Lynnwood Morning program in hospitality, travel and tourism allows students to earn a one-year certificate, a two-year or transfer degree while working in the industry. www.edcc.edu/programs/hosp Highline Community College 2400 S 240th St, Des Moines Hospitality and Tourism Industry Management program offers certificates and AAS degrees. www.host.highline.edu South Seattle College Offers Bachelor of Applied Science (BAS) 6000 16th Ave SW, Seattle www.southseattle.edu/programs/bas/hospitality-management Shoreline Community College 16101 Greenwood Ave N, Shoreline The school has an international partnership with the Hospitality and Tourism College in Tokyo, Japan. www.shoreline.edu Washington State University Carson College of Business / School of Hospitality Management Offers a bachelor of arts program in hospitality business management that provides students with specialized instruction in the operation of hospitality-industry businesses. www.business.wsu.edu/departments/hospitality Whatcom Community College 237 W Kellogg Rd, Bellingham Offers credit certificate and associate in science degree in hospitality and tourism business management. www.whatcom.edu/academics/degrees-certificates/hospitalitytourism-management
HOSPITALITY HIRING EVENTS! April 13 @ Hotel Murano in Tacoma May 5 @ Motif Seattle Learn more on page 10 or go to www.hospitalityjobs. wahospitality.org for in-depth information. PROSTART! The Washington Hospitality Association Education Foundation has a thriving ProStart program in more than two dozen high schools across the state. Students gain skills, get an introduction to restaurant management and culinary arts, and build confidence. Get involved so that you can help shape the future of our industry. Participate as a mentor, visiting expert, competition judge or financial supporter. Learn more at www. whaef.org/prostart. TRAINING OPPORTUNITIES Look first to our Education Foundation to fill your employee training needs. Receive member discounts, schedule onsite sessions for groups of employees and bring your employees quickly up to speed on what they need to know to prepare and serve food safely. They can also learn important workplace safety practices. Learn more at www.whaef.org/training April 2017 │ 21
In Search of the Best: Making Recruitment and Onboarding Work for You By Paul Schlienz
As any Washington hospitality business owner or operator will tell you, finding and keeping great employees is not nearly as simple as it used to be. On top of the tight labor market in our state, the sharp rise in the minimum wage and other new labor costs make the productivity of each and every employee more important than ever. This pressure on HR departments means that savvy restaurateurs and hoteliers are very strategic in their recruitment practices and are paying attention to how they integrate new employees into their teams.
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It's All About Attitude Hospitality is about being hospitable, and industry employers will tell you that they are looking for those giving, empathetic people who really do care about serving guests. "We want to be hiring people who are passionate about service and happy to be paid for it, versus people who just look at hospitality as a convenient way to make living,” said Michael Hirschler, director of human resources at Four Seasons Seattle. “Our judgment is not so much whether
somebody gives a textbook answer. It’s whether they’re sincere and if they match up with our organization’s values. And we ask if ourselves if they are adding something to our organization that’s missing." And it's not just hoteliers who think this way. "Hard skills are something we can train," said Brian Moreno, co-owner of several McDonald's franchises in Eastern Washignton. "What I’m looking for when I interview a prospective employee centers around how they look at others. I look for people who have been involved with teams, and it's always a plus when I see that they have done volunteer work in the community. Empathy is important." It's also all about attitude for Heather Rodgers-Toy, director of employee engagement at the Seattle-based Heavy Restaurant Group, which owns and operates several King County restaurants, including Purple Cafe and Wine Bar, Barrio Mexican Kitchen, Lot No. 3, The Commons Kitchen and Bar and Meet the Moon. "You can train a skill set, but you can’t train attitude," said Rodgers-Toy. "We look for great attitude, team players and quick learners. There are some exceptions to that rule, like sous chef, where we look for experience. That's also true for managers, but generally we are on the lookout for those important soft skills for prospective employees." Tanya Fraioli, co-owner of Seattle's La Vita E' Bella and Woodinville's Vivi Pizzeria, also focuses on soft skills. "We try to hire young people who don’t necessarily know what they want to do with life, but have a positive outlook and really like hospitality," said Fraioli. "Of course, it depends on the position, but generally speaking, you hire for the attitude. This is an industry where you can learn to do things quickly." In interviews, Fraioli tries to find out what makes a prospective employee tick and what their interests are. “We find that people don’t stay in jobs a long time, so you really need to go beyond looking at their job history,” said Fraioli. “We want to know what their goals are. What is their story? If a cook, do they enjoy food and cooking at home? With someone who’s applying for a server position, we’ll ask questions about their experiences with servers.”
Let your employees know that you're looking for people who might be good fits for your business, not merely someone who needs work. Providing a financial incentive or reward when referrals are hired encourages those referrals. A smart practice is to pay a portion of the reward when the new employee starts working for your company, and then pay the remainder of the incentive after the new employee has been on the job for a pre-established time period. (Be sure to make these terms clear when you promote your referral program to your team). Fraioli finds that employee referrals work well for her restaurants’ staffing needs. "We have a lot of younger kids who are in high school or college," said Fraioli. "We tell them to refer their friends. They’re my little recruiters. They can make excellent money, upwards of $20 per hour. They’re really happy. And when their friends see that, it looks like a very attractive proposition to them." Fraioli also has another nifty trick for finding potential employees: connect with tech-loving Millennials, who value convenience and live much of their lives through their smartphones. "I came to the hospitality industry from the corporate world where everyone sends resumes," Fraioli recalled. "At first, I tried this with our restaurants, but I was only getting a small number of applications. Then I started asking people to text me if interested in an interview in our job advertisements. My response rate jumped astronomically by making it easy as possible for people to respond." Heavy Restaurant Group has embraced technology in a major way in its recruiting efforts, which are entirely online although personal contact still plays a central role. “Our restaurant managers sit down with online applications,” said Rodgers-Toy. “If they see someone with an interesting background, they call them. Having a conversation with them is very important.” Hirschler finds one of his biggest challenges in finding and hiring employees for the busy summer season.
Recruiting the Best How do you find those great employees? Horizon Hospitality Associates, Inc., a Kansas-based hospitality industry recruiting firm, suggests trying one of the oldest and proven recruiting methods: getting your great employees to refer other employees. There is, after all, much less chance of making a bad hire when you can you can get recommendations from your best people. April 2017 │ 23
"It's always tough to hire seasonally," said Hirschler. "We look at student population – not just colleges, but also at high schools, like Chief Sealth, in Seattle, which has a great hospitality program. We try to do more than just follow traditional recruiting paths. We try to look at some different options."
Getting Onboarded Now that you've found a potentially great employee and hired that person it is time for onboarding, which is the process of training and bringing a new hire up to speed with everything they need to know to become a productive member of your team.
Hirschler urges employers to maintain relationships with seasonal hires who work out well.
Moreno remembers that his old training system was to have new hires watch videos, then complete standard operating procedures. The process took at least one hour, a tremendous amount of time when considering the number of new hires each year. Eventually, the training process was simplified with short videos followed by one-on-one coaching.
“It’s a matter of a relationship,” Hirschler said. “If you create a good relationship with an employee, you’ll be wise to hold on to that person. If you’re dealing with a student who’s working seasonally and really works out well, make sure that you maintain the relationship. If that student is graduating, offer permanent employment.” Moreno finds that the tight labor market has had a major effect on his recruiting. "The market has changed," said Moreno. " We can’t be as picky as we used to be. How do we even attract people to apply? When I do get people in for an interview, I look at body language. I look at people who say 'we' more than 'I.' It's a real red flag for me if I ask someone why they applied, and they tell me, 'Well, I want money.'" Moreno is seeing major changes in employee expectations of what they will get out of the work experience if they are hired. "Things have changed for big brands like McDonald's," he added. There's been a shift toward transportable skills in the job market. People are looking for jobs with transportable skills that you can take from one employer to another. Young people know how hard the working world really is, so they're looking for those skills that will give them an advantage wherever they go." 24 │ wahospitality.org
"Orientation is facilitated by me," said Moreno. "I emphasize what we do at McDonald's, and what the expectations of our culture are. Then they get can get into learning actual skills through the process of pairing up." Moreno sees a trend of creating culture versus expectation. He has observed that more and more quick service restaurants now start right off connecting new hires with the values and culture of the company, even before expecting a certain level of work. Orientations like this center on creating bonds between the new hire and the organization. Once a new employee has a reason to care about his or her work, then the employer begins to educate the person on the hows, whats and whys of the job. "The transition in the industry is embracing soft skills versus hard skills, connecting who new employees are with what they do, rather than just saying 'This is what we do.'" said Moreno. “Any good company has to have an effective onboarding process,” said Hirschler. “Departmental training and classroom training all play a role in onboarding. And you
must keep in mind that people have different learning styles – some take longer, some take less time. A good trainer/ buddy system, where new employees can learn from people who are more experienced, is essential.” Fraioli finds it useful to give employees on-the-job training, sometimes allowing them to experience roles that are different from what their main task would be. “If you’re hired as a server, we’ll have you buss for three weeks,” said Fraioli. “It’s a very humbling process. It has a huge impact on our serves and makes them quicker. With prep cooks, we’ll have them start out with one-on-one training by helping out the other cook.” Heavy Restaurant Group takes a very different approach to onboarding. Like its recruiting program, it is entirely online. “The switch to this online system makes for a more streamlined process,” said Rodgers-Toy. “We use a program called “Compete” for our in-house training. We feel it’s important. We’re in transition. It cuts down on paperwork, and it’s a very customizable program.” "Every individual comes from a different place," Moreno said, when reflecting on the need to meet new employees where they are to transmit a company’s culture to them during the onboarding process. Likewise, every hospitality business comes from a different place. There are no right or wrong approaches in recruiting and onboarding that will apply to every employer. The trick is to find the methods that work best for your company and your employees.
EMPLOYEE TURNOVER IS COSTLY Your total turnover costs may be twice as high as you think. “The direct, easily measurable hard costs associated with turnover account for less than half of total costs,” according to an article in The Cornell Hotel and Restaurant Administration. The authors quantified the cost of the learning curve for new employees at four hotels and found that actual turnover costs included supervisor and peer disruption. Total bill for a new employee: 25 to 30 percent of the employees’ annual wage. Employers must also consider advertising and recruitment costs, time lost to training new hires, and possible cost to the brand and revenue from disengaged employees. Cost of hiring a new front desk manager: $2,604 to $14,019* Cost of hiring a new restaurant manager: $20,000** Cost of hiring a new hourly restaurant/hotel employee: $2,225** * Cornell Hospitality Quarterly **The Council of Hotel and Restaurant Trainers
TIPS FOR BETTER ROI WHEN RECRUITING NEW TEAM MEMBERS 1. It’s all about the job description. The mission of any online job description is to capture the interest and imagination of job seekers. It shouldn’t be a recitation of all the things they’ll need to do on the job, but an opportunity for a prospect to consider if they’d be a good fit with your company. Sure, you need to describe the job, but make it more about why they would want to work with your amazing team. You can give the a full job description after an initial screening. 2. Use your website to show why your firm is a great place to work. Think of your “About Us,” “News” and “Job Openings” pages as central to your recruitment strategy. This prime marketing real estate can tell a story that reflects your vision, values and brand. If you want employees who are looking for more than a paycheck, show them that you are looking for more than another set of hands. 3. Be Social. When posting, tweeting or blogging, remember that your current and future employees are one of your important audiences. Social media is a place to make people feel good about your business so they’ll support it again and again. Rather than sell, sell, sell, try tooting your own horn when it comes to your great employees. Celebrate you teams and individuals, show real faces and share real stories. 4. Use your network. Social media makes it easy for you to maintain connections and build relationships. Use it to promote opportunities so that your supporters (including current employees) can share what you need with their own friends and followers. April 2017 │ 25
Five Focus Areas to Compete and Win By Rick Braa, CHAE
Our restaurant has traditionally had pretty steady sales, but lately our sales have begun to flatten even with price increases. The business also seems less energized than in years past, yet the economy is growing around us. Where should I focus to get back to where we can be? Economic growth creates opportunity and brings new restaurants and more competitors. What should be viewed as an opportunity for growth for your business can soon turn into a fight for your future. To become a lasting, flourishing business, you’ve got to keep everyone focused on five key areas: Clearly articulate and refine your vision, purpose and values. Start with some quiet time as the leader and make sure your vision is clear. Evaluate how the company is progressing and whether it is on track to meet that vision. Shared vision is a substantial driver of employee engagement levels and sales. Next, turn to the purpose of the organization and ask why the world is a better place because your company exists. Then, revisit your values and evaluate how your employees behave inside these defined values. Adopt the behavior a leader must have, cast your vision, define your purpose and live your values. Talk about all of this frequently. Deepen the guest experience. View your business from the guest’s perspective. Ask your frequent guests what they like and don’t like when they patronize your restaurant. Scrutinize the entire experience from the moment the guest drives up to the moment they drive away. Dine in your restaurant(s) daily as a guest with friends for one to two weeks in different meal periods and see the experience through the eyes of the guest. Record your observations and form your hit list of what needs to happen and share it with the team. Enrich the employee experience. Sit down with every “A” player in your company. (About 20 percent of the workforce are “A” players.) Ask them for direct feedback with leading questions such as “Would you enthusiastically
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join our company again?” Force them to look at how the workplace could be improved for the employee experience to be top notch. Highly engaged team members produce three times the profitability of the unengaged employee. Grow profitability. Study your financial data and look for trends in your profit and loss statement. Begin at the top to see how to effectively drive sales. Work down the P&L and question every line item and ask how it can be improved, then set goals with your team to accomplish those goals. Advance systems. All high performing companies have excellent systems. Break your business down into buckets of systems and evaluate whether your systems are adequate to grow your organization. Start with financials and IT: You should receive clean financial statements on a regular basis and use that information to teach, train and develop managers and staff to be great financial managers. IT systems must be solid and supportive if you expect high performance from employees. Guest systems should be focused on feedback, service and relationship management. Sales and marketing systems need to be focused on external and internal communications, product development, quality assurance and sales building. Lastly, inspect planning systems to determine whether the appropriate time and effort is being spent evaluating the business and driving it forward with well-planned goals and execution. Meet with the leadership team for a day per quarter to discuss these areas. Determine the areas in which the most critical few things must be done. Write down three. These “critical few” should drive 80 percent of team effort. The remainder of the goals, no more than six, should take the remaining 20 percent of team effort. With this approach, you’re guaranteed to create focus in your organization and get better results. For more information on improving profitability and driving sales, contact AMP Services at rbraa@ampservices.com. Rick Braa is the founder of AMP Services, an accounting and consulting firm specializing in helping companies grow profitability.
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 April 2017 │ 27
INDUSTRY CALENDAR April/May TRAINING May 2
ServSafe® Manager, Seattle
May 18
ServSafe® Manager, Tacoma
May 22
ServSafe® Manager, Kent
May 23
ServSafe® Manager, Spokane
MEETINGS Apr. 11
Seattle Hotel Association Social
Apr. 18
Spokane Hotel/Motel Association Meeting
Apr. 18
Finance Committee Meeting
Apr. 18
Spokane Chapter Board Meeting
Apr. 23
MSC Board Meeting
Apr. 24
Education Foundation Board Meeting
Apr. 24
Hospitality Board Meeting
Apr. 25
Hospitality Board Meeting
May 2
Executive Committee Monthly Meeting
May 3
Seattle Chapter Monthly Meeting
May 10
Retro Invest Workgroup
May 10
Retro Trustees Meeting
May 10
MSC Sub-Committee Meeting
May 11
Seattle Hotel Association Board
May 16
HIHIT Board Meeting
May 16
Spokane Hotel/Motel Association Meeting
May 16
Spokane Chapter Membership Meeting
UPCOMING EVENTS Apr. 4
Washington Hospitality Summit, Seattle
Apr. 13
Pierce County Hiring Event, Hotel Murano
Apr. 23-24
Northwest Foodservice Show, Oregon Convention Center
May 5
King County Hiring Event, Motif Seattle
May 22
Washington Hospitality Summit, Spokane
June TBD
Washington Hospitality Summit, Tacoma
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NEW MEMBERS Bambu, Tacoma
Heathman Hotel, Kirkland
Bar Charlie, Seattle
Hometown Charm Café, Sumner
Bob’s Burgers & Brew, Everett
Jujubeet, Bellevue, Seattle
Bootleggers Bar & Grill, Buckley
Kabob House, Yakima, Spokane, Ellensburg
Brasserie Four, Walla Walla
Kiggins Theatre, Vancouver
Buck’s Steakhouse and Sports Bar, Lakebay
Lucky’s Irish Pub, Spokane Melting Pot Spokane
Chick-fil-A, Puyallup Olympic Cascade Drive Ins, Poulsbo Culture Cafe at Kombucha Town, Bellingham
South Hill Grill, Spokane
Dockside Grill, Sequim
Thai Orchid Restaurant, Vancouver
Econo Lodge Clarion Auburn
Thai Pepper, Tacoma
Empire Alehouse, Mount Vernon
Ti 22 Restaurant, Seattle
Firenze Ristorante, Bellevue
Village Bistro, Kennewick
Flying Lion Brewing, Seattle
NEW ALLIED MEMBERS Desert Peak Marketing Bobby Moccia PO Box 453 Castle Rock, CO 80104 0453 303.790.2424 robert@desertpeak.biz www.desertpeak.biz
turnover. We also provide, at no cost, training to employees for employers that do not provide retirement benefits, allowing the employer to leverage us as an employee benefit, enabling higher employee retention. Special Offer: Free consultation meeting with your HR department, company CPA, and company owners to determine company needs.
We represent commercial foodservice manufacturers specializing in heavy equipment, tabletop, smallwares, and specification design assistance.
Seattle Southside Regional Tourism Authority Katherine Kertzman 3100 S 176th St, #200 Seattle, WA 98188 4051 206.575.0547 katherine@seattlesouthside.com seattlesouthside.com
Edward Jones Jason Wright 2416 NW Myhre Rd. Ste 102 Silverdale, WA 98383 7673 3605983379 jason.wright@edwardjones.com www.edwardjones.com/jason wright We specialize in low cost employee retirement plans for small businesses with higher than average
Official destination marketing organization for south King County.
www.wahospitality.org
CREDIT CARD PROCESSING
Meet or Beat
Washington Hospitality Association credit card processing offer:* If we cannot match or improve your rate, YOU will receive a $500 Visa® Gift Card!! • All we need is your two most recent months’ merchant account statements and we’ll make you an offer that can’t be beat. • You have nothing to lose by having our Payment Solutions Market Manager provide you with a free evaluation and comparison of your current rates and services. We are confident that the end result will save you money. • Get your funds faster with deposits to a U.S. Bank Business Checking Account — as quick as same day credit, next day funds availability. Terms and Conditions* Other terms and conditions apply: • Offer applies to new U.S. Bank merchant customers only. • Offer requires deposit of settlement funds to U.S. Bank Business Checking Account. • Offer not valid if customer’s current rates are set to be competitive for a large franchise or association members under corporate pricing, government or non-profit entity pricing, warehouse pricing, petroleum merchants, merchants processing through a third party network, Elavon or U.S. Bank Partner, or other U.S. Bank group offers. Offer requires merchant processing a minimum of $50,000 in annual credit card sales. • Written processing agreement required. Service may be provided by a U.S. Bank group company. • Merchants must provide their two most recent complete credit card processing statements. • Meet or Beat promotional campaign is available for a limited time only. Offer subject to change, modification, or termination without notice. To take advantage of this offer a rate evaluation must be requested by 12/31/2016. • Our meet or beat offer is limited to total processing costs excluding equipment/software costs. Offer limited to one per business entity or related business. • The U.S. Bank Visa Gift Card cannot be reloaded with additional funds, nor can it be used at an ATM. For use in the U.S. only. Terms and conditions apply and other fees may apply. For complete details visit www.usbankmyaccount.com. Card is issued by U.S. Bank National Association, pursuant to a license from Visa U.S.A. Inc. Deposit and credit products offered by U.S. Bank National Association. ©2016 U.S. Bank National Association. Member FDIC. 7502-A (1/15) MMWR59364
We can help you with so much more. Our suite of product solutions are designed to help you grow your restaurant business. We offer: > Loyalty, promotional, and gift card programs > Mobile and tablet solutions > Layered security technology offering the powerful combination of encryption, tokenization, EMV and PCI coverage > Business cash and travel rewards credit cards — ask about our Encore rewards program
Let’s Talk KenJernberg Wells CJ Director of Business Development Washington Hospitality Association Washington Hospitality Association 800.225.7166 x 107 425.457.1458 cynthiaj@wahospitality.org kenw@wahospitality.org powered by
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HOSPITALITY
Does it look like I’m joking? I’m not a fussy cat, but if you feed me what I told you I was allergic to, I’ll get really, really sick. I might even die. No joke. Allergy training saves lives. Be a cool cat. Train your staff to be allergy aware.
HIRING
Get ServSafe certified today.
EVENTS
VISIT WHAEF.ORG for more info.
If you are an employer looking for qualified candidates for your openings, please contact us! Washington Hospitality is knocking down the barriers. Resources available for transportation, child care and more, for qualified candidates for your jobs. Certifications and permits needed for positions (food handlers card/MAST permits) will be provided to all new hires at no cost.
APRIL 13th in Tacoma @ the Hotel Murano - 9AM - 3PM MAY 5th in Seattle @ Motif Seattle 9AM- 3PM
REGISTER ONLINE HOSPITALITYJOBS.WAHOSPITALITY.ORG roxannel@wahospitality.org Call Now: 1.800.225.7166
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HOSPITALITY TRAINING SOLUTIONS HospitalityHiringEvent.indd 1
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THE HOSPITALITY ASSOCIATION’S
LABOR POSTER IS HERE! Beautifully designed with all the labor information you are required to post, according to federal and state law, these posters are $5.00 each. This price includes tax, shipping and handling. That’s the best deal in the state, so get them while you can.
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WAHOSPITALITY.ORG/LABORLAWPOSTERS │ 31 April 2017