Washington Restaurant Magazine February 2012

WA S H I N GTO N

RESTAURANT ise up!

February 2012

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W The Education Foundation leads the way ProStart gives

Washington teens an

employment advantage

Exceptional

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Inside 14

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Features 14

ProStart gives Washington teens an employment advantage Get a closer look at two ProStart graduates who are making their mark on Washington state’s restaurant industry, and learn how this high school culinary program is giving teens the work experience they might not otherwise receive.

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Staffing for exceptional results Learn how to hire top notch workers and track their progress for success.

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Wise up! The Education Foundation leads the way The WRA’s Education Foundation offers a whole suite of training programs and educational opportunities. If your restaurant isn’t taking advantage of them, find out what you’re overlooking.

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Other stories 6

Communications insights for restaurants

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News Briefs

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The evolution of the Education Foundation from napkin scribbles to a source of industry pride

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WRA members testify in hearing on minimum wage bills

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So you bought the restaurant, but will you have to bite the bullet?

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ProStart helps students get to the heart of the operation

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Invista, filling the training gap in Washington

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Calendar/New Members

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Marketplace

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Happy hour isn’t, so, well…happy anymore

On the cover The WRA Education Foundation is the leading solutions resource for training, education and career development for Washington state’s hospitality community.

February 2012 | 5

EDITORIAL STAFF Anthony Anton, Publisher Lex Nepomuceno, Executive Editor Heather Donahoe, Managing Editor Shawn Sullivan, Contributing Editor Lisa Ellefson, Art Director WRA EXECUTIVE COMMITTEE Bret Stewart, Chair Center Twist Jim Rowe, Vice Chair Consolidated Restaurants Robert Bonina, Secretary/Treasurer Washington Athletic Club Steve Simmons, Past Chair S & S Hospitality, Inc. Nancy Swanger, WRAEF President WSU WRA EXECUTIVE TEAM Anthony Anton President and CEO Teran Petrina VP Internal Operations Bob Decker Director of Membership Bruce Beckett Director of Government Affairs Lex Nepomuceno Director of Communications & Technology Lyle Hildahl Director of Education Victoria Olson Director of Business Development 510 Plum St. SE, Ste. 200 Olympia, WA 98501-1587 T 360.956.7279 | F 360.357.9232 www.WRAhome.com

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

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

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

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

ADVERTISING INQUIRIES MAY BE DIRECTED TO: The Silver Agency 109 North Tower, Ste. 200, Centralia, WA 98531 T 360.736.8065 F 360.330.7960 www.silveragency.com Washington Restaurant Magazine is published monthly for Association members. We welcome your comments and suggestions. email: news@WRAhome.com, phone: 800.225.7166. Readership: 6,310.

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Communications insights for restaurants Free Internet = Better tasting food and service

By Lex Nepomuceno, Executive Editor Every year my wife and I leave the Puget Sound during the final week of the year to vacation somewhere sunny for the New Year’s holiday. This year we went to San Antonio, Texas to take in the sun, eat some barbecue and watch the Alamo Bowl—and we were in complete tourist mode for the entire trip. It was our first time in Texas, so we relied on Yelp, Google, the Travel Channel and our friends to plan an itinerary.

Being a tourist, one develops empathy toward other travelers visiting our home state of Washington. In 2010, more than $15 billion was spent by tourists in Washington state. Food service and hospitality based businesses need to occasionally put themselves in tourists’ shoes to make sure they aren’t being overlooked when travelers search for places to eat, stay and play.

For a growing number of tourists, including myself, Internet access is a basic and expected necessity when visiting hospitality establishments. Online access is no longer just a luxury or convenience synonymous with work—it is an essential service that allows people to communicate, stay informed and access vital services.

This is just one tourist’s take on technology and hospitality, however, I quickly found myself seeking out restaurants that promoted “Free Wi-Fi.” I was shocked whenever I went to an eatery that claimed to have Internet access, but the service was down or they had stopped offering it. When high-tech tourists are away from their home area, the need for Wi-Fi access increases exponentially. Because they are detached from work, home, family and social circles, there is a greater need to remain connected. Thus, restaurants, hotels and tourist destinations can only increase the comfort levels of “out-of-towners” when they offer the basics, such as food, restrooms and Internet.

I understand this may sound a bit eccentric, even silly, but I found that when I went to a restaurant that had reliable Internet access the food actually tasted better. In fact, the whole experience with the restaurant went up a notch, and it made me want to order more food and drinks, and leave a bigger tip.

Granted, the argument for providing free Wi-Fi in quickservice, take-out and delivery units is less practical. However, full service restaurants and fast casual concepts located in prime areas for tourism, should think twice before discounting the significance of free Wi-Fi availability to customers.

Remember, the Internet is no longer a luxury. It is a basic expectation among consumers, and, in the end, may go a long way in attracting tourist dollars. 

Primary Source of Information | News Briefs Hill Climb 2012 a successful platform for restaurateurs Despite challenges with the weather, more than 100 WRA members took time from their busy schedules to partake in the 2012 Hill Climb. The event was a big success with a full day’s worth of meetings between lawmakers and restaurant operators from across Washington. Afterward, lawmakers and industry professionals mixed and mingled at the fabulous Taste Our Best reception, showcasing the state’s best food, wine and beer. For more information and photo gallery, check out http://www.wrahome.com/hillclimb.

Teran Petrina named to L&I Retro Advisory Committee The WRA’s vice president of internal operations, Teran Petrina, was named this week to the L&I Retro Advisory Committee.

This body is structured to provide input to L&I in the policy roles regarding Retrospective Rating administration and procedures for its operation. Petrina’s five-year appointment to this committee is good news for WRA members, as she will have the ability to help shape the program in a way that is beneficial to the restaurant industry. Suggestions or actions of this committee are intended to keep the director of L&I informed as to the possible effects the Retrospective Rating policies will have on business.

NLRB Poster Rule Postponed until April 30, 2012 The National Labor Relations Board announced that it is pushing back the date by which employers are required to post the new notice. April 30, 2012 is the new effective date. NLRB’s official notice states: “The National Labor Relations Board has agreed to postpone the effective date of its employee rights notice-posting rule at the request of the federal court in Washington, DC hearing a legal challenge regarding the rule. The Board’s ruling states that it has determined that postponing the effective date of the rule would facilitate the resolution of the legal challenges that have been filed with respect to the rule.” Read the full article at: http://wra.cc/ nlrb0412

Restaurant industry files brief with Supreme Court on health care law Consistent with the restaurant industry’s strong concern about the impact of the health care law on the restaurant industry — particularly the employer mandate that takes effect in 2014 — the National Restaurant Association submitted an amicus brief to the Supreme Court asking judges not to let related provisions of the law proceed if justices rule that the law’s “individual mandate” is unconstitutional. The Association’s amicus, or friend-of-the-court, brief argues that the Supreme Court should prevent the rest of the 2010 Patient Protection and Affordable Care Act from proceeding if justices rule that PPACA’s requirement that individuals obtain health insurance is unconstitutional. Read the full story here: http://wra.cc/hcbrief2012 New ADA requirements for 2012 New ADA regulatory requirements for alterations and new construction become effective on March 15, 2012.

Many of these requirements affect restaurants, bars and other dining locations. For example, now, at least 5 percent of the total number of general seating spaces and standing spaces at dining surfaces combined shall be accessible. In Congress, we support the Americans with Disabilities Act (ADA) Notification Act, H.R. 881, and the ADA Compliance for Customer Entry to Stores and Services (ACCESS) Act , H.R. 3356. The legislation would allow restaurateurs and other businesses the opportunity to correct alleged accessibility problems and protect them from lawsuits if improvements are being made—conserving resources to improve accessibility and create jobs, while reducing ADA lawsuit abuse.

February 2012 | 7

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Industry Outlook | WRA President & CEO The evolution of the Education Foundation from napkin scribbles to a source of industry pride Seventeen years ago, legendary restaurateur, Jerry Burtenshaw, and Dr. Terry Umbright, dean of Washington State University’s hospitality program at the time, recognized the need for a place where the industry could promote education and training for current and future employees. Like the formation of so many great things the two turned over a napkin during their conversation and sketched out what would be become the Washington Restaurant Association’s Education Foundation (WRAEF).

It initially functioned as a place for scholarship opportunities for industry team members who had shown great potential.

But a few years later, the WRAEF added its first education training program--Mandatory Alcohol Server Training (MAST), which provided enough revenue for the WRA to begin investing in improved training and education. A year later, the EF was able to produce a food worker card course and offer access to the National Restaurant Association’s ServSafe course. With every new resource, the WRAEF was growing from an infant to a toddler who could wobble on his own.

The WRA (then RASW) was now training thousands of employees each year, improving food safety and liquor service for restaurant customers in Washington, while expanding the level of employee knowledge for many Washington restaurants.

The start of the new millennium marked a huge step in the development of the Education Foundation when it adopted the National Restaurant Association’s new “ProStart” program, a two-year, career-building program for high school students, designed to give tomorrow’s food service workers a foundation in culinary techniques to management skills.

The ProStart curriculum sold quickly, and it appeared for a moment that the value of the EF might quickly surpass the member value of other WRA’s keystones such as Government Affairs and the Retro program. But as many operators learn within their own businesses, when the honeymoon period of a new restaurant fades, the true test of managing begins. We soon found that the revenue of one-time curriculum sales would not cover the ongoing costs of managing ProStart. We discovered that simply having schools buy curriculum did not translate to the ability to teach it. We found that operator education about the benefits of ProStart, the opportunity / rewards of mentoring young industry leaders, and the execution of the operator-student connection could not be done electronically, but required personal connections.

The costs and challenges of managing ProStart nearly ended Jerry’s vision. At the time of my hire as CEO, the financial pressures of managing ProStart were creating a fork in the road for the Foundation … fix it or finish it. Leaders in the industry formed a taskforce, and six months later we felt we had a financial model that could accommodate the vision and be financially responsible. In order to implement this plan,

the EF needed a leader who understood how to balance industry needs, education and a P&L.

Anthony Anton, president and CEO

Fortunately, fate led to a chance meeting with Lyle Hildahl. I repeatedly say that if Dr. Frankenstein tried to build a better WRAEF director in a lab he could not do it. Lyle was the associate dean of Culinary Arts and Hospitality Management at Skagit Valley Community College, he sat on several national industry education committees, he was active in both the WRA and American Culinary Federation, he had owned his own restaurant and served about every possible industry position during stints with Anthony’s Homeport, Red Baron’s and RUI. Lyle became our Education Foundation Director at the end of 2007. Under the leadership of Lyle, WRAEF Chairs Naja Hogander and Shawn Garner and a strong board, the WRAEF has turned the corner financially and has had several impressive accomplishments including: Created a new understanding between the WRA and ProStart schools that established what our expectations of each other should be, including teacher training, mentorship opportunities and competition participation Pushed for food worker card training to go online for more consistent, affordable and effective training Worked with GA to have the Liquor Control Board allow online training, and subsequently launched online MAST training Doubled the number of ServSafe certificates issued in Washington Fostered solid ProStart programs in 37 schools around the state, educating 7,000 kids duringhis tenure Lyle, his team and the WRAEF Board’s work has been spectacular, although not easy, in turning the WRAEF into something that can service our restaurants and employees. It has evolved into a source of industry pride. The purpose of this article is not to brag on the Foundation, but to declare it ready for the next step in its evolution. How do we guide ProStart kids into your kitchen in greater numbers, providing you a stable, educated and affordable workforce? What is the next great program that could more efficiently meet your training needs? How do we continue to use the affordability and effectiveness of the Web to deliver more online training?

How do we use the credibility and respect that the WRAEF has developed with education and government entities to raise the bar of the foundation?

If you have any ideas, get out a napkin, scribble down your thoughts and hand them to your area coordinator (or e-mail us). Beyond that, if you’d like to join our efforts, we’d love your help, whether through team training or ProStart mentoring. Be part of the evolution.

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POLITICAL REPRESENTATION

WRA members testify in hearing on minimum wage bills

By Heather Donahoe, managing editor

In late January, the House Labor Committee held a hearing on four minimum wage-related bills sponsored this session by Rep. Cary Condotta (R-Wenatchee). These bills would modify Washington’s minimum wage law, allow for some tips to be credited as wages and provide for a training wage program.

The WRA began work last year with Rep. Condotta to develop these ideas and to keep this important issue in public view. We remain appreciative of his leadership on industry issues.

The WRA is grateful to the three members who traveled to Olympia to testify in this hearing, expressing their concerns around minimum wage and how the state’s automatic wage escalator has affected their businesses. The WRA would like to thank Karissa Bresheare, owner of the Gourmet Latte coffee stands throughout Western Washington; Dan Sutton of Cottage Inn in Wenatchee; and Travis Rosenthal, owner of Tango in Seattle. Each of these members put a distinct face on the issue of minimum wage in the restaurant industry, and our lobbying efforts would not be From left, Anthony Anton, WRA president and CEO; Travis Rosenthal, owner of Tango in nearly as effective Seattle; Dan Sutton of Cottage Inn in Wenatchee; Karissa Bresheare, owner of the Gourmet without their unique Latte coffee stands throughout Western Washington. testimony.

The WRA would also like to express gratitude to Rep. Mike Sells (D-Everett), the Chair of the House Labor Committee, who agreed to hold this hearing. Although the WRA does not believe these bills will move through the process, we are pleased that, for the first time in many years, the Legislature is opening up this topic.

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Want the most current updates on the legislative session? Check out Hot Off the Grill at wrahome.com every Friday evening, or to receive it by email, send your request to heather@wrahome.com You can also participate in the WRA’s weekly Government Affairs Committee conference calls. This is your chance to find out what the WRA GA team is working on each week. Contact Shannon Garland at shannon.garland@wrahome.com for more information.

State Department of Health rewriting food code

By Josh McDonald, state and local government affairs Since January of 2010, the WRA government affairs team has worked closely with the Washington State Department of Health, regarding revisions to the state food code.

Restaurants, the grocery industry, citizens, local health departments and the Washington State Board of Health have been active participants throughout this process.

This coalition of stakeholders gathered for work sessions every two to three months, and also split off into four subcommittees to tackle specific areas of the 2009 FDA food code up for debate: employee health, date marking, potentially hazardous foods (PHFs) and wild harvested mushrooms. Each of these groups included WRA member representation.

This process allowed for extensive discussion of every suggested change. Along the way, the group debated the proposed changes in terms of scientific merit, public health, operational impact and financial bearing on the industry. The work group attempted to reach consensus on all issues, but on some suggested food code updates that was not possible. In this case, a majority vote rule took place. A breakdown of the major proposed changes to the food code can be found here, http://wra.cc/ zg8SPG. When the food code work group meetings concluded, the process transitioned into a period of public input. During January, the Department of Health conducted informal public workshops to gather further comments on the draft rule. These meetings gave restaurant operators the opportunity to hear more about the suggested updates to the Washington state food code, ask questions and provide feedback to the State Department of Health. That feedback was recorded and sent to the State Board of Health. This input ultimately will shape the contents of the final Washington state food code.

If you were not able to attend any of the January public workshops but would still like to get comments to the Department of Health, you can send comments to Joe Graham in the Washington State Department of Health at Joe.Graham@doh.wa.gov or write a letter to: P.O. Box 47825 Olympia, WA 98504-7825 Comments will be accepted through March. Please feel free to send questions or requests for further clarification on this process and/or the proposed changes to the food code to joshm@wrahome.com or 360-956-7279.

Liquor Control Board to consider extending service hours under new timeline

By Julia Clark, government affairs manager Before the passage of Initiative 1183, the Liquor Control Board was petitioned by the City of Seattle to open WAC 314-11-070, regarding the hours of liquor service, and submitted a petition for the Board’s consideration to extend service hours beyond 2 a.m. under certain circumstances.The Board unanimously agreed to begin a stakeholder process to review this WAC in October.

However, with the passage of 1183, the board has had to focus its attention on implementation of the initiative, postponing work on this issue.

The Board’s proposed new timeline will now begin in March, with public meetings across the state in Seattle, Bellingham, Everett, Tacoma, Olympia, Vancouver, TriCities, Yakima and Spokane.

Public hearings should wrap up in May, and if the Board approves a proposal, will move forward with rulemaking.

If a change is adopted, it would become effective in late September.

The City of Seattle’s petition, outlined the below alternative to current service hours: Local governments (by ordinance) would establish an “extended hours service area,” where on-premise establishments would be able to serve liquor between 2 and 6 a.m., under an “extended hours endorsement”.

In order for an area to be recognized as an extended hours service area, the local authority must explain in the ordinance: The rationale of proposed boundaries A description of the boundaries in a way the Board can determine which licensees fall into the area Boundaries are understandable by the general public An explanation of why the local jurisdiction is seeking extended hours Statements of support by residents and businesses Statement from local law enforcement on the impacts Any additional restrictions for the extended service endorsement The Board will then have the authority to recognize an extended service hours area or not. If the area is recognized and approved for extended service, the local jurisdiction must provide annual data about the impacts to public safety the extension of service hours has had.

The Liquor Control Board will then review the data after the first, third and fifth year and then every fifth year after that when considering endorsement renewal.

February 2012 | 11

Sponsors Participants

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Thank you

The Washington Restaurant Association would like to thank the following sponsors and participants for making Hill Climb and Taste Our Best 2012 a success.

Iron Horse

So you bought the restaurant, but will you have to bite the bullet?

A closer look at what health departments expect from new restaurant owners

By Larry French, Washington State Department of Health

There can be many hidden surprises when you buy a used car. The same can apply when you buy a restaurant, bar or food cart. Aside from all of the legal and financial details, there are important aspects relating to the local health jurisdiction that should be clarified before you “sign on the dotted line.”

A simple phone call to your local food safety program staff can really save you a lot of gray hair and tens of thousands of dollars. Too many assumptions are made with this type of purchase. Here are a few tips to help you make a more informed decision before you jump into buying an existing food service business.

The food service operating permit held by the current

owner is rarely transferrable. Although most of these permits have an expiration date, a change of ownership requires that the operating permit be put into the new owner’s name before you take over.

A change of ownership will often trigger the requirement for a facility to come up to current food safety and building codes. And don’t rely on the “grandfathering” of out-of-code equipment and/or structural components, as many recent code revisions have deleted this concept. You need to take the time and call the applicable agencies for their policies.

For the food safety and sanitation issues, this would involve your local county program. This link will help you find them. http://www.doh.wa.gov/ehp/food/ localcontacts.html You also may have many ideas to upgrade or remodel your new investment. Usually a fresh coat of paint, some new tables and different tableware won’t require any type of review or approval process, but there are

many changes that would require pre-approval with a formal plan review, a variance and/or a HACCP plan.

Examples include: A change of menu that would impact the spatial and equipment needs of the business; Implementing specialized processing methods such as smoking or curing food, using food additives, doing vacuum packaging/reduced oxygen packaging (including sous vide), having a shellfish tank, custom processing meat and/or sprouting; Rearranging, removing or adding sinks, restrooms, dishwashers or ice machines; Adding a walk-in cooler; Adding outdoor seating and/or cooking on a deck or patio; Opening up a drive-thru window; Beginning to serve alcoholic beverages; Changing your outside signage; or Adding a banquet room or off-site catering.

There are many regulatory agencies that have jurisdiction over these segments of the hospitality business. It is best to be proactive and find out which ones are involved with your business. Always start with the local program offices.

Make contact with them, and proceed with the full picture in mind. It is also a good idea to keep a tracking log of your conversations with the date, person, agency, phone, email and requirements stated. This will be a very helpful reference as your project proceeds.

Larry French is a Public Health Advisor for the Food Safety Program, Washington State Department of Health. He has spent more than 20 years with the regulatory side as an educator, inspector and investigator. That was preceded by 23 years working in both the grocery and restaurant industry.

February 2012 | 13

ProStart cultivates top-notch restaurant talent for Washington state

By Shawn Sullivan, assistant editor

As customers file into their favorite local restaurants and enjoy their favorite dishes, they don’t notice the absence of an iconic part of American culture. An experience often shared around the country is no longer readily available, mostly due to the added expense, new regulations and training time. This loss is seldom discussed by consumers, unless, of course the patrons are parents of a teenage son or daughter.

Many baby boomers started their careers at local restaurants, but their children may not have the same opportunities. They worked as bussers, servers and cooks and developed strong work ethics and a sense of pride when customers left satisfied.

Teen employment is down almost 50 percent, and with the new Washington minimum wage rate set at $9.04 an hour, studies show the number of unemployed teenagers will increase. Today, it is not as easy for teenagers to find jobs. However, one unique program is helping teenagers and restaurants solve this challenging problem.

students receive necessary training and restaurateurs do not need to invest extra time teaching graduates basic food service skills.

ProStart in action

Elijah Dalager, currently the executive sous chef at the Red Lion Templin’s Hotel on the River in Post Falls Idaho, graduated from the program at Ferris High School in 2005. “Near the end of my sophomore year I was not sure if I was going to graduate,” Elijah said. “But then I met Bill Allen, and he pushed me under his wing and really got me involved with ProStart.”

Shortly after joining the program, Elijah discovered his career path. “With my formal education, I was never motivated to sit down and learn,” Elijah said. “I could not sit down in a chair for the life of me, so when I was given the opportunity to use my hands and create, it opened a new world to me.”

In a time when our economy is in a state of uncertainty, the ProStart program offers a win-win opportunity for restaurants and teens alike.

The WRA Education Foundation’s ProStart program trains high school students for careers in the restaurant industry. The ProStart curriculum is taught in high schools throughout the country—including 33 schools right here in Washington. Each student must also complete the internship requirement prior to graduation, which requires a minimum of 400 hours of work at a local restaurant.

Students and restaurants benefit from ProStart, because

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Elijah competed victoriously in several Boyd Coffee ProStart Invitationals, and most recently won the Washington State 2011 Chef of the Year award. “I ended up getting up my Associate degree in culinary arts, and am currently getting my bachelor’s degree,” Elijah said. “I never have a hard time finding a job anymore.”

Chance decision leads to career Jerry Weathers, another ProStart graduate currently works as a sous chef for the Snoqualmie Ridge Golf Course and owns a catering business that services the wine industry.

Jerry enrolled in the program at Mt. Si High School

Jerry Weathers, second from the left, along with his teamates from Mt. Si High School, have their picture taken outside of the 2005 ProStart competition in downtown Seattle. because he needed an extra elective, but quickly discovered he enjoyed the course work.

“I had a choice between a couple of classes, but I chose ProStart because it sounded more fun,” Jerry said. “I took it, then I just kept taking it. I liked the opportunity to go to the competitions, and it was good to work with hands on stuff and not just sitting in class. I don’t learn well just sitting there getting lectured.”

Jerry now mentors students from ProStart, and often hires graduates as interns and employees. “I still work with the high school programs and go to all the competitions to help current students,” Jerry said. “We hire out of the local schools and give them a hands-on experience.”

Minimum wage may continue to increase in Washington state, leading to an escalation of teen unemployment.

However, programs such as ProStart are turning out class after class of trained and highly qualified workers, fully prepared to join the restaurant industry workforce.

While Washington teens may not always be able to acquire valuable work experience, ProStart is giving those students a leg up on future careers and improving their chances of finding restaurant industry jobs after high school and beyond.

In a time when our economy is in a state of uncertainty, the ProStart program offers a win-win opportunity for restaurants and teens alike. 

February 2012 | 15

Staffing for Exceptional

By Kathy Chaffee Groff, Restaurant Solutions

Each time we have the opportunity to write an article for Washington Restaurant Magazine, we sometimes find it difficult to narrow down a topic that will compel all operators. Our industry has so many areas of focus and opportunity. For me, the interest always starts with people. Numbers can be fun, food and beverage downright exciting and facilities gorgeous; but we all work with layers of talented and sometimes not-so talented people. I think we can all agree that if you don’t have the right people, you are bound to encounter problems. My goal is to help minimize these problem areas for you.

So, let’s focus on your people and how to positively affect your restaurant operations by doing so. The most effective way to do this is to hire high quality people and hold them accountable to your expectations.

So, how do we do this? I truly believe that while managing people isn’t necessarily easy, the process of doing so is actually pretty simple. My model is one I use with all of my clients to outline the simple approach (at right):

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Planning—quarterly plans, action plans, budgeting, etc.

Organizing—day timer,

structures, outlining the work to be done

Staffing—all functions from

selection to ongoing coaching, to termination

Directing—causing people to

take action, knowing where to be, what to do, when to do it

Controlling—financial review, daily labor, inventories, security, guest check audits, etc.

Results Performance Management Managers

Clear Expectations

Crew

Position Plan

Training

Job Description

One/One Process

Accountability

5 day training

Performance Appraisal

Performance Appraisal

Now, I’ll explain how this works: It is basically the same format for managers and hourly crew alike.

Once you have hired a person (I’ll deal with the selection process a little later in this article), you need to provide them with clear expectations. With salaried people, I call this the position plan; and with hourly crew, I call it a job description. continued on next page

Kathy Chaffee Groff February 2012 | 17

Next, is the training process. With managers, it might be a three- to six-week training plan, and when you have established your training format, you have one-on-ones with them to train the position. For crew, it might be a five- or 10-day on-the-job training. In both scenarios, I like to select my best role models to participate in the training process. When they understand your tools and the importance of proper training, it offers them a sense of “ownership” and pride in the new employee when training is complete.

Lastly, we must address accountability. While there are myriad coaching opportunities along the way, a formal, written self-appraisal process assures that they are on the same page as their supervisor. This can be a casual assessment at 30, 60 or 90 days, and then a written one at six months to a year. Each company looks at this process differently, but it is a key component in good performance.

Orientation: ÂÂComplete manual/worksheet review ÂÂGo over job description review ÂÂDo the paperwork shuffle (I-9, W-2, health card, etc.) ÂÂSet a training schedule (when and with whom) ÂÂTour of facility Training: ÂÂStructured training using Day 1, Day 2 approach, etc. ÂÂEnsure the new employee is teamed with an effective trainer during each shift ÂÂMake sure clear expectations are reiterated and questions encouraged Post training review: ÂÂHappens within two weeks of completion of training ÂÂDetermine whether employee is a good fit for the operation

I believe that most people don’t come to work to do a bad job; they just need to know what kind of a job is expected in your organization. Having a structured selection/training/ appraisal process is a great way to assure compliance. When the newly trained person meets your expectations, they can easily translate that to taking better care of the guest.

Ongoing communication: ÂÂRegular verbal feedback on good and poor performance ÂÂEncourage goal setting and growth in the job ÂÂHold them accountable for being on time, performing well

Next, I’d like to share my outline for ensuring the best people are selected. I encourage my clients and operators to spend the appropriate time in this arena, because the ultimate decision can be a homerun or a strikeout for your restaurant. We’ve all encountered the result of hiring a “warm body” in the past, and it is not usually a happy result.

Performance appraisals: ÂÂComplete at six month intervals, using a dedicated appraisal form ÂÂThere should be no surprises for them at this point

Critical staffing functions No Shortcuts!!

Interviews: Screens—use a screening grid (develop a document to help you to assess the initial contact) Seconds—Use a second set of interview questions (determine criteria for each position) ÂÂHave another manager involved

Job offer: ÂÂComplete reference checks (You may offer the job, contingent on a positive check.) ÂÂHave the GM sign-off ÂÂDistribute employee manuals and any accompanying worksheets

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Termination (if needed): ÂÂEnsure that documented performance problems are on file ÂÂKeep warnings and/or suspensions noted ÂÂPoor performance is not tolerated ÂÂDon’t make the mistake of holding on to a poor crew member just because they have been with you a long time Remember that you get your results through your people.

You can’t be everywhere yourself, so use your resources.

Set the expectation, train them well and take care of them.

You’ll get where you want to go!  With almost four decades in the restaurant industry, Kathy Chaffee Groff is a seasoned restaurant consultant to a long list of clients. Her strengths include profit building and cost accounting, developing people through coaching and training guidelines, strategic planning and operational analysis. To learn how you can benefit from Kathy’s coaching, contact the WRA at 800.225.7166 and ask for the Consulting Network.

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CHEF ELI DALAGER

• Sous Chef at Harbor Crest Retirement Community • American Culinary Federation 2011 Chef of the Year Washington state • Prostart Graduate and Industry Volunteer Chef Eli is a graduate of the Ferris High School ProStart program in Spokane. According to Eli he didn’t have a lot of direction at the time he started ProStart, but as soon as he was introduced to the culinary arts and was asked to compete, he was hooked.

Today he volunteers with his local ProStart program and for the WRA Education Foundation.

You can feed a dream and build a future hire or mentor a ProStart student.

Visit www.wrahome.com.

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WRA Education Foundation leads the way on industry training

By Heather Donahoe Successful restaurants don’t just fall into place effortlessly.

They’re the product of research, extensive planning, a longterm vision and a team of people who are as dedicated as they are educated. Without the proper training, even the most wellintentioned restaurant staff can find itself in an unfortunate predicament.

The Washington Restaurant Association Education Foundation was established in 1997, with the goal of offering the most up-to-date training and educational opportunities for Washington’s restaurant workforce. In the 15 years that have followed, the state’s foodservice industry has come to rely on the WRAEF’s training programs, including ServSafe Advanced Food Safety, ServSafe Alcohol (mandatory alcohol server training), ProStart, and Spot Check Allergy Safe Certification.

food safety. Additionally, ServSafe gives managers the tools they need to communicate food safety knowledge to their employees. Students stay engaged in current state health code regulations and learn how to demonstrate knowledge of foodborne disease prevention, application of HACCP principles, and the requirements of the Washington State Food Code to the regulatory authority.

Devony Boyle, human resources manager at Tom Douglas Restaurants in Seattle, depends on ServSafe to keep her kitchen managers knowledgeable of the latest food safety information.

The WRA Education Foundation is the leading solutions resource for training, education and career development for Washington state’s hospitality community.

In order to achieve its goal of being Washington state’s leading solutions resource for restaurant industry training, education and career development, the WRAEF is will: PROPEL talented individuals into successful hospitality careers PARTNER with members, agencies and the community to promote food safety through ongoing training and certification PROMOTE the exchange of information among our diversified member base PROVIDE timely industry-specific resource materials to our members Here is a closer look at the programs and resources the WRAEF offers, each designed to keep Washington’s restaurants well-trained and primed for success.

ServSafe Advanced Food Safety

Perhaps more than ever before, consumers are highly and rightly aware of how the restaurants in their community approach food safety. We’ve all heard people openly discuss which local restaurants they love, and which establishments they’re hesitant to patronize. Establishing a known culture and standard of food safety excellence in your restaurant just makes good business sense.

ServSafe Advanced Food Safety is designed to help restaurants achieve and maintain that standard. This curriculum delivers classroom and online training options for every manager, focusing on the most current best practices in advanced 20 | www.WRAhome.com

“It’s been a great program for us,” Boyle said. “It’s easy to use, and I like that we get a WRA member discount. All of my managers are trained, and we’re big supporters of ServSafe.”

ServSafe Alcohol

ServSafe Alcohol is structured to educate restaurant workers on responsible alcohol service. Developed by the National Restaurant Association, ServSafe Alcohol implements the same approach ServSafe pioneered as the industry’s most recognized food safety training and certification.

The WRAEF played a key role in the Washington State Liquor Control Board’s decision to allow an online mandatory alcohol server training. Partnering with the National Restaurant Association, the WRAEF is now offering exceptional server training using the award winning ServSafe Alcohol curriculum.

Online or in-person, ServSafe Alcohol is a vital resource for preparing employees to safely and legally serve alcohol.

Those who complete the Washington version of the ServSafe Alcohol course and exam will not only receive their ServSafe

involved with the up-and-coming crop of new restaurant talent.

Chefs and managers are encouraged to consider volunteering as ProStart mentors, by partnering with a ProStart class in their community. If you’d like to help nurture the industry leaders of tomorrow, or if you’re interested in hiring a ProStart student, please drop us a line at prostart@wrahome.com.

Spot Check Allergy Safe Certification

Each year, more than 45 million Americans suffer from food allergy and sensitivity related illnesses. Correspondingly, a growing number of restaurant customers are seeking foodservice establishments that are prepared to accommodate their unique needs.

Alcohol certification, but their Washington state required mixologist (Class 12 or Class 13) permit, as well.

By providing practical knowledge and best-in-class resources, ServSafe Alcohol helps servers put their knowledge into action.

In late 2011, the WRAEF took the first steps toward helping Washington state restaurant operators ensure that they are prepared to serve guests with food allergy needs. The WRAEF now offers Spot Check Allergy Safe Certification training for

ProStart

Across the country, and in 33 Washington state high schools, the next generation of restaurant leaders is being cultivated.

ProStart is a two-year classroom-to-career program structured to educate students on culinary techniques and restaurant management skills. The ProStart curriculum, developed by the National Restaurant Association, provides students with realworld educational opportunities and establishes the practical skills that will give students an edge within the restaurant workforce.

front and back of the house personnel. This curriculum is designed to help kitchen staffs seamlessly integrate allergy-safe food prep practices into a normal restaurant kitchen.

By bridging the gap between the industry and the classroom, ProStart allows students the chance to explore the foodservice industry first-hand and develop the skills that will sustain a lasting career.

Each year, participating ProStart students showcase their talents in cooking, knife skills and restaurant management in front of chef judges at the Boyd Coffee ProStart Invitational.

Students compete for thousands of dollars in scholarships and the chance to compete at the national level.

Spot Check debunks the myth that an allergy-safe kitchen requires an extensive remodel or duplicate equipment purchases. This training option shows operators how to to adapt their kitchens as is, with minimal expense and disturbance to existing food prep areas. The Allergy Safe Certification training is designed not only to educate restaurant professionals on eliminating the risk they pose to food allergy sufferers, but the curriculum also helps workers understand the allergy and sensitivity issues many customers struggle daily to manage.

To get more information on any of the training opportunities offered by the WRAEF, visit www.wraef.com/trainingeducation, or call 877.695.9733.

ProStart gives restaurant operators the opportunity to get February 2012 | 21

ProStart helps students get to the heart of the operation

By Lyle Hildahl, director of the Education Foundation

In 1976 after graduating from WSU, I was interviewing with Richard Komen, president and CEO of Restaurants Unlimited, Inc., for a position in their organization. Like so many of my colleagues, we thought we were ready to manage restaurants and hotels. Mr. Komen had a different perception. He asked me what my experience was in the heart of a restaurant.

I responded, “The heart?”

“The heart of a restaurant is its kitchen,” he said, “And before you can manage one of our restaurants, you would need to know how to manage the kitchen operations.”

To this day I am not sure what prompted me to accept his offer to put on chef whites instead of a suit and tie, but I did and into the dish pit I went. I washed dishes for 60 days, and then progressed to all the different cooking positions until I managed my first kitchen in Tacoma. I went on to manage restaurants for Anthony’s, served as director of operations for Borreli Enterprises and ultimately owned my own restaurant in Anacortes. This leads me to the purpose of this column. Career education has changed since my day, and it has changed for the better. We now have ProStart in high schools—a program that is designed to prepare young leaders to learn the foundations of culinary and restaurant management.

ProStart juniors and seniors not only put on chefs whites and wash dishes, but they also learn and practice many techniques and concepts that are required for today’s hospitality leaders in front and back of the house operations.

ProStart includes a state-approved curriculum that teaches students the fundamental skills they will need to begin a career in the industry. This includes food safety, workplace safety, kitchen essentials, stocks, sauces and soups, fruits and vegetables, potatoes and grains, breakfast cookery, salads and garnishing, meat poultry and seafood, deserts and baked goods, global cuisines and nutrition.

On the management side, they learn about customer service, communication, controlling costs, purchasing and inventory, marketing, business plans and sustainability. After completing each level of the industry-driven curriculum, students take a comprehensive exam.

ProStart students put classroom learning to work on the job in qualified industry positions. In their work experience, students 22 | www.WRAhome.com

Lyle Hildahl, WRA Education Foundation director

receive mentor support, character development and real world skills training that help launch their careers. Students who pass both the level 1 and level 2 exams and complete the 400-hour mentored work experience are eligible to earn the ProStart National Certificate of Achievement. ProStart graduates who earn this prestigious certificate possess a solid foundation for their future careers and are eligible to earn scholarships and college credit from colleges and universities across the country and it opens the door to our vibrant industry.

Students have the opportunity to put their skills to the ultimate test in the ProStart Invitational. This demanding state-wide culinary and management competition teaches the most sought after skills required for success in our industry.

Teamwork, time management, problem solving, critical thinking, mise en place and sanitation/safety become the key components for the competition team’s success.

For the culinary competition, ACF certified judges evaluate students on knife skills, sanitation and safety, teamwork, timing, plate presentation, applied culinary techniques, product utilization, balance and taste.

For the management competition, industry leaders judge students on concept development, business plan, marketing, menu design and development, communication, problem solving and teamwork. The planning and preparation for this event is a yearlong process. Industry mentors work with the teams in classrooms and in their restaurants. This year’s Boyd Coffee ProStart Invitational will be held on Saturday, March 3 at South Puget Sound Community College in Olympia.

Be there and be prepared to see the restaurant leaders of tomorrow.

High school hospitality education has gone through an amazing transition since ProStart came on the scene in 1995.

It has opened doors to young adults with the creative energy to cook, serve, manage and own their own business someday. This program has encouraged kids to graduate from high school when the high school diploma seemed like a pipe dream. It has motivated students to learn and practice math skills in the context of their culinary passion. Scholarships have opened doors to college for those who never dreamed of going to college. ProStart has given industry leaders a chance to mentor and give back to the communities they run their businesses in by helping theses students follow their dreams. What a transition. See you on March 3 in Olympia.

2012 BOYD COFFEE PROSTART INVITATIONAL

Where dreams are spun and careers are launched!

ProStart is a 2-year vocational school-to-career program for culinary arts and hospitality management and the WRA Education Foundation supports ProStart in more than 30 public schools throughout Washington. Students will compete for thousands of dollars in scholarships at the Boyd Coffee ProStart Invitational and the chance to go to nationals.

March 3, 2012 | South Puget Sound Community College Contribute to a scholarship today! Visit WRAhome.com/scholarships

Dick Boyd Boyd Coffee For the past 11 years, Boyd Coffee has supported the ProStart Invitational in Washington. Without Boyd’s support, many aspiring young culinary artists and hospitality managers wouldn’t have had this remarkable launch pad for a successful career.

Invista, filling the training gap in Washington

By Shawn Sullivan, assistant editor

Community and technical colleges in Washington state spend considerable time and money trying to adjust educational programs based on demand in the private sector. However, these efforts have not produced the intended outcome, program graduates that meet or exceed the training requirements of local businesses. In fact, many private companies are still providing training for employees with specialized technical degrees.

Instead of sitting idly by and waiting for something to change, the community, technical, and vocational colleges in Pierce County decided to take a more proactive approach. The schools received feedback about the lack of responsiveness to training demands, and experienced yearly reductions in funding from the state which compelled them to partner with a privately run enterprise. They chose Invista Performance Solutions, and organization that is attempting to bridge the gap in training requirements by creating a partnership with funding from the private sector and state grants.

Invista took the opposite approach of the majority of educational institutions by providing a “one-stop organization for workforce development programming.” Invista talks with employers first, and develops educational programs catered to suit their needs. This model may provide the answer to the workforce training problem many of the smaller colleges in Pierce County have experienced.

“Given the fact that we have five colleges within 15 to 30 minutes driving proximity, businesses have been confused about who to call, who has programs, how to access those programs and how to connect their employees to those resources,” Invista’s Global Solutions Officer, Dr. Lisa Edwards said. “The overwhelming message we have received is that we need one point of contact for business, need to streamline our services and make them more easily accessible for business.”

The core competency at Invista is to provide training in five primary areas. Leadership and management, core business skills, communication skills, industrial and technical skills, and process improvement. It is important to note while the primary focus on training is listed above, Invista has the flexibility to provide any type of course that a restaurant or supplier requires. Almost every specialized course is provided at the business location.

“99 percent is delivered on site at the business, unless it requires specialized equipment that could be at one of the

24 | www.WRAhome.com

area colleges, or the business does not have the training space on their own,” said Invista Director of Corporate Learning, Don Sosnowski.

Invista is currently looking for restaurants in need of specialized training. “We would love to partner with the WRA, even looking at leadership and management,” Sosnowski said.

“Managing and supervising people is critical, and the nuances on how to handle customers as well.”

Invista believes they can provide a great service to restaurants in Washington. “The hardest thing for [managers] to teach wait staff is how to treat customers who are unhappy,” Sosnowski said. “You have to create an exercise that involves simulated experience on how to handle upset customers.”

Another specialty provided by Invista is English as a Second Language (ESL) courses. “Some restaurants need language training to raise the English skills of employees to better serve the needs of customers,” Don said.

Invista is also experimenting with mobile education, using smart phones and distance learning to teach courses. “We have the capability to deliver learning in-person, online, web-based and mobile,” Sosnowski said.

While the state and local colleges provide some funding for these programs, restaurants and suppliers who take advantage of the training are required to pay half the costs associated with each program. The state typically pays the remainder of these program costs through grants. Funding is determined on a case-by-case basis, so operators interested in learning more should contact Invista to discuss options. Invista may also take in-kind donations in lieu of cash for training costs, entirely at their discretion.

By partnering with the private sector and developing long term relationships, Invista seeks to help employers in Washington gain access to training that was not readily available.

“We would like to be recognized as a value-added resource for business,” Sosnowski said. “They can come to us, and we can give them an accurate assessment of training to make sure they are not wasting their time or money, and that every experience they have meets or exceeds their expectations.”

Restaurants in Washington interested in learning more about Invista, should visit their website, www.invistaperforms.org or call 253.583.8861.

• • •

EnergySmart

Enjoy new items, fun, food, business ideas and savings!

CULINARY EXPO

“More than just a food show”

March 13, 2012 10 am - 4 pm

CenturyLink Field Event Center Seattle, Washington

INDUSTRY CALENDAR

Visit www.WRAhome.com/calendar for a full list of events.

Training | Meetings | Events | January & February Events

Meetings

Training

March 3

Feb. 14

Spokane Chapter Meeting

Mar. 6

Executive Committee Meeting

Mar. 7

Seattle Restaurant Alliance Morning Mixer

Mar. 13

Spokane Chapter Meeting

Feb. 27 Mar. 6 Mar. 12 Mar. 15

Mar. 20

MSC Board Meeting

Mar. 27

Board Development Conference Call

ProStart Invitational

New Restaurants Alfy’s Pizza, Snohomish College Club of Seattle Devoted Kiss Café, Gig Harbor Dick’s Brewing Company, Centralia Domino’s Pizza, Sedro-Woolley, Arlington, Ferndale, Custer, Redmond, Everett, Bellevue Crossroads, Bellingham, Bellevue Downtown, Mt. Vernon Mardini’s Restaurant, Snohomish McLoughlin Steak & Chop, Everett Next Door Gastropub, Port Angeles The Original Pancake House, Puyallup Pizza Factory, Burlington Saddle Rock Pub & Brewery, Wenatchee Shamiana, Kirkland Showa Restaurant, Fremont Seattle Aquarium Café

New Allied Members Clearview Spirits & Wines Doug Roulstone 17424 State Route 9 SE Ste E Snohomish, WA 98296-8300 360.202.2585 doug@clearviewspiritsandwines.com www.clearviewspiritsandwine.com

Northland Technologies, Inc. Victor Meyer 15195 Sunwood Blvd Ste 23 Tukwila, WA 98188-7896 2064398552 vmeyer@northlandtechinc.com www.northlandtechinc.com

Complte line of high end spirts and wines provided to the top restaurants in Washington. Largest selectoin of single malt scotch bourbon and rye.

Northland Technologies provides next generation P.0.S. systems and software with innovative capabilities at a price point well below comparable systems with far fewer capabilities. We also provide web enhancement and search engine optimization that enables our customers with higher web visibility and a higher volume of foot traffic at fraction of the cost of traditional web designers and consultants.

Garvey Schubert Barer Greg Duff 1191 2nd Ave Ste 1800 Seattle, WA 98101-2996 2064643939 gduff@gsblaw.com Garvey Schubert Barer’s Hospitality Group brings together a wide array of legal services needed to successfully finance and operate businesses in the hospitality industry.

Leibold Communications Inc Megan Hall 1448 Elliott Ave W Seattle, WA 98119-3124 2062868981 mhall@leiboldinc.com www.Leiboldinc.Com An authorized DIRECTV and Music Choice dealer in the Greater Seattle area. $100 off any new Directv or music choice installation in addition to any current Networked Insurance Agents Joann Webb 988 McCourtney Rd Grass Valley, CA 95945-7400 5302746934 joann.webb@networkedins.com www.nlinksuite.com

26 | www.WRAhome.com

ServSafe, Everett ServSafe, Seattle ServSafe, Kent ServSafe, Tacoma

Business insurance solutions.

Silverbow Honey Company Ben Yee 1120 E Wheeler Rd Moses Lake, WA 98837-1866 5097656616 benhaihong@earthlink.net www.silverbowhoney.com Producer, packer, processor, importer, exporter and distributor of honey for our 50 years.

WOW Notes Rachel Perry 1631 NE Broadway Ste Ste 150 Portland, OR 97232-1425 5034754596 rperry@wownotespdx.com www.wownotespdx.com Dividing restaurant tabs, restaurant server tools, restaurant credit card process. Restaurant tabs simplified.

Your menu is fabulous, your staff is the best‌ protect your reputation.

Establishments are 82% less likely to experience critical violations during a health inspection when they have staff certified in advanced food safety.

Register your staff for an online course or an instructor led class at WRAhome.com/servsafe!

WRA has it’s

The OWN

RADIO SHOW!

Listen from noon until 1:00 p.m. every Wednesday on KLAY Radio, 1180 A.M. www.facebook.com/dinenorthwest

RadioShow_1_6page.indd 1

1/31/2012 6:38:38 PM

Marketplace SELLING OR BUYING?

Thinking about selling or buying an existing restaurant, or adding a new location? Call Allan Boden, Sunbelt restaurant specialist at 206.229.4717, or email a.boden@sunbeltnetwork.com. Sunbelt has been serving clients since 1982 with offices nationwide. http://seattle1.sunbeltnetwork.com CONSULTATION, PLANNING, AND CONCEPT DEVELOPMENT

Thinking about opening up a new restaurant, moving into an existing, or re-modeling? DYNAMIK will provide a complimentary initial consultation to review your project.

Email Melanie@dynamikspace.com to determine a plan for your concept, design, schedule, and construction.

28 | www.WRAhome.com

CONSULTING AND BUY/SELL SERVICES 25 Year CPA and former restaurant owner can help you increase your bottom line, improve efficiency, plan an exit strategy and provide selling or buying services. Affiliated with business brokerage/intermediary firm of William E. Pearsall, P.S. Excellent references. Certified QuickBooks ProAdvisor. Call Jean Klein (206)795-4443. www. smallrestaurantspecialist.com OWNERS GET PAID Who makes W.O.T.C. credits easy to capture? In 2012 will W.O.T.C. be ‘money left on the table’ or profits in your pocket? Contact Mike Lancey, MBA, EA, CHAE at (866) 547-8277, mike@mckenziechase.com. Mckenzie Chase Management serving Northwest clients since 1982. http://www.MckenzieChase.com

Join the revolution … and discover how you can improve your restaurant.

The National Restaurant Association, Council of State Restaurant Associations, 40 state restaurant associations — including the Washington Restaurant Association — and Heartland Payment Systems® have joined forces to upgrade the crucial business services of every restaurateur. Full Course Business SolutionsSM — an exclusively endorsed suite of payments products and services — does just that, helping you reduce expenses, enhance operations and increase profitability. Our offering will grow as the industry — and your needs — evolve.

Full Course Business Solutions Card Processing • Gift Marketing • Payroll Services • Check Management To learn more about how this movement can help revolutionize your restaurant, visit GoFullCourse.com and call 866.941.1HPS (1477) x150. © Copyright 2010 National Restaurant Association. All rights reserved. © 2010 Heartland Payment Systems, Inc.

Ask the Expert | Restaurant Profit Coach

Happy hour isn’t, so, well…happy anymore

By Rick Braa, CHAE

Q: I’m unsure of what is happening to my business as overall guest traffic seems normal, while sales are down and product and labor cost is up. Are others having the same issues?

A:

Many restaurateurs are having a difficult time pinpointing post-recession business issues. For example, during pre-recession times, happy hour business accounted for only 12 % of evening sales at a large, upscale casual restaurant.

During this post-recession period, however, that number has risen to 20%, indicating that more diners are ordering the bargain options instead of those profit-driving items from the dinner menu.

2.

The culprit is a shift in the guest’s choice to dine more at happy hour and less at dinner. Happy hour is impacting many restaurants and turning perfectly good dinner guests into “blue plate special” chasers. Gallup research shows a shift in consumer behavior regarding restaurants. In the casual restaurant sector, 46% of Americans say they’re spending less than they were a year ago, and 35% say their spending changes are permanent. In the featured example, happy hour sales shifted pre-recession from 12% to 20% post-recession of overall sales. The guest has been drifting in earlier to take advantage of less expensive pricing resulting in reduced sales, margins and guest check average.

The restaurant’s “purpose” for happy hour was really because “everyone else is doing it.” There was no real plan or strategy for happy hour. The menu was simply a discounted version of the existing menu. Happy hour is a part of the business and should be treated more as a marketing opportunity than a sales generator. Most restaurants offer happy hour without consideration for what the program will do to the rest of the business. They build small plates that take as much or more time to prepare than regular plates, and the kitchen is stuck producing more food for less money. Labor skyrockets, forcing pressure on the front of the house to reduce labor where the guest is being served. As a result, the guest experience suffers.

Missed opportunities fly right by. Drinks don’t get filled as rapidly, tickets don’t get closed out in a timely manner, the story of the restaurant isn’t told and guest satisfaction suffers.

This eventually will destroy a restaurant.

To reverse the trend here are some actions the featured restaurant took: 1. Uniquely positioned the happy hour menu to feature menu items different from those on the dinner menu.

The original happy hour menu included steep discounts on existing menu items. To combat, the restaurant 30 | www.WRAhome.com

3.

4.

5.

developed items specific to happy hour while using twists on the existing menu items, so product usage could be leveraged with the other day parts.

Reworked the happy hour menu to eliminate timeconsuming items to produce. The original happy hour menu featured more “small” plates that resulted in a higher food and kitchen labor costs, hence killing profitability. Take sliders as an example. Hamburger sliders take nearly as long as a hamburger to plate, and there are typically three of them! The hamburger slider was replaced with bbq pulled pork, chicken or shrimp for quick plating and service. They also added more sharable food, appropriate to larger groups.

Developed a progressive cocktail menu that was provocative, tasty and easy to execute. The intrigue surrounding this menu increased sales of full price items, rather than a discount, while improving the menu.

Staffed up with servers and retrained the existing staff to serve the guest with the same fervor as the dining room.

The staff kept an attentive eye to the guest to move food and refill drinks rapidly. The amount of items sold per server increased, as did table turns.

Cross-marketed the other meal periods, featuring lunch and dinner menus via table tents with a scan for smart phones. The scanning planted the seed of coming back and involved guest activity. The server sequence also was changed to feature an invitation to return to the restaurant at lunch or dinner. Simple and effective.

The result was a strong happy hour and a thriving lunch and dinner service. While bar sales during happy hour increased, so did the sales in the dining room. The energy was contagious, and sales have increased nearly 20 percent, with increases at lunch and dinner. So what is the goal of happy hour? The goal is to move traffic, retain it and convert the guests to fully engaged, ecstatically happy guests in other day parts. The formula is simple; let the employees deliver a positive, memorable and engaging dining experience, and the guest will leave happier and more likely to return.

For more information on improving profitability, driving sales, and moving your business forward, contact BRAA Associates at rbraa@braaconsulting.com. Rick Braa is the founder of BRAA Associates, a consulting firm specializing in helping companies grow profitability.

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