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3 Ways to Increase Staff Morale at Your Restaurant

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Anyone who has worked in the restaurant industry knows it is not always a picnic.

I speak from experience! At the age of 14, I had to get a job and start paying all of my bills, minus room and board (thankfully, the bills were few because $5.25 an hour only goes so far). Surprisingly enough, running up and down a food line adding more lettuce and pickles was not as fun as it sounds. To succeed in such an industry takes many things, but one you simply cannot leave behind is enthusiasm.

However, maintaining the high level of energy required can be difficult when the shift is built on long hours of cranky customers and meager pay. In order for employers to reduce the turnover caused by such factors, employees need to feel more valued and motivated in the following three categories.

Environment

According to Inc. magazine, “Three out of every four employees report that their boss is the worst and most stressful part of their job” and that 65 percent of workers would opt for “a new boss over a pay raise.”

Where are you in those statistics? The manager sets the tone for the workplace, encouraging those who need it; bringing attention to areas where employees need growth, and helping them achieve it. The problem is, many managers are not doing these things; as a result, their employees suffer which leads to increased turnover and the loss of many top-performing employees.

Managers can start to remedy this by listening. Although it sounds obvious, listening to suggestions and responding fairly to time-off requests goes a long way. Your staff works hard to keep your place running, so respond in kind and give them a break when they ask for one. Over time, this will increase their trust in your managerial abilities and strengthen their loyalty to your business.

Second, transparency is crucial. Managers need to develop open lines of communication between them and their staff. When employees feel their opinions are not only heard, but taken into consideration, they feel like an integral part of the company. In the words of Robert California, James Spader’s character on The Office, “Do you feel heard right now?” From day one, every manager is responsible for their employees’ quality of work, so one with a contagious excitement for the job will find the staff responding with the same attitude resulting in less turnover.

Training

Knowing your product is always important, but in a restaurant, it also could determine whether you can make ends meet. That’s why your training techniques should be brought to the forefront. An extra emphasis on training will give your staff the comfort they need to excel, day in and day out.

When employees are familiar with the menu due to proper training, it reduces their anxiety dealing with customers, thereby opening more opportunities to upsell, resulting in higher profits. So don’t just train them on how to sell the product – encourage them to do so. Customers enjoy a knowledgeable waiter even if they sway from his or her suggestions. This helps fill the tip jar and gives employees a renewed sense of accomplishment.

An easy way to teach your employees about the product is by letting them enjoy it.Bring them together for a monthly “taste test.” Give them an opportunity to select an item off the menu and then talk about it. Although unorthodox, this approach allows them to give informed answers to customer questions and possibly spark ideas for new or improved dishes.

Competition

According to a survey by restaurant marketing service Blue Sky Local, 61 percent of restaurants notice a sales decline of up to 20 percent during a holiday. As Thanksgiving and Christmas hide just around the corner, restaurants need to find ways now to lessen that drop-off while maintaining excellent customer service and mastering scheduling conflicts frequently seen around holidays.

Restaurants can improve their numbers while making it easy on employees to enjoy being at work by setting up a friendly competition or two between staffers. For example, challenge them to see who can sell the most appetizers or desserts in a given time period; at the end of the shift, issue a prize for the winner. Even if the reward is nothing more than verbal recognition, employees want to be noticed and appreciated for their achievements.

Challenging your workers with these contests can relieve the strain of the job. Their satisfaction will spill over into positive customer service.

Scheduling is another tedious issue that can quickly cause problems in the industry. At the heart of good scheduling is the vein of excellent communication. When you need employees on certain days, be sure to let them know in advance. Employees hate having their expectations being dashed because you scheduled them when they asked for the day off. In order to do this, institute policies concerning time-off requests around holidays and then stick to them. This gives your employees guidelines and requires them to give you plenty of notice when they need off. Mastering the scheduling process is important if restaurants want to retain their top talent.

The restaurant industry is a tough business. Because of this, any effort to make improvements in these three areas cannot be overlooked. For businesses to be successful they need to take a detailed look into their management staff, the way the environment is cultivated and how employees can stay engaged.


Aaron Santelmann

by Aaron Santelmann


Author Bio: A young and enthusiastic writer and researcher, Aaron is an instrumental member of Paycom’s lead generation and reporting team. Aaron is an engaging writer who maintains a strong presence on Paycom’s blog where he focuses on politics, government and compliance, tax guidelines and other employer regulations that impact businesses across the country. Outside of work, Aaron enjoys reading, exercising and spending time with his family.

reverification

Best Practices for Utilizing Section 3 of the Form I-9

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Best Practices for Utilizing Section 3 of the Form I-9

Employers are used to filling out Section 1 and Section 2 of Form I-9 because it’s required for every employee. However, Section 3 – otherwise known as the reverification process– can be a bit mystifying.

Who should be reverified?

Employees with expiring employment authorization or documentation should be reverified to ensure continued authorization to work in the United States. The need for reverification is determined by looking at the List A and List C documents that were presented when the I-9 was initially completed. The work authorization expiration date entered by the employee in Section 1, if any, also should be taken into consideration.

When should the reverification process be completed?

The reverification process should be completed prior to the expiration date of the employee’s authorization or documentation. The expiration date is found in two places: the date provided by the employee in Section 1, and the date recorded under List A or List C in Section 2. If these dates conflict, employers should use the earlier date to determine when reverification is necessary.

The United States Citizenship and Immigration Services (USCIS) recommends reminding employees that their documentation will expire at least 90 days ahead of the expiration date. This gives them time to present a List A or List C document or receipt showing continued work authorization. Paycom’s Document and Task Management system helps to ease the burden on employers by providing reminders 90 days prior to an employee’s reverification date.

When should the reverification process NOT be used?

Knowing when you cannot reverify an employee is important, too. U.S. citizens and noncitizen nationals should not be reverified. Additionally, lawful permanent residents should not be reverified if they provide a Form I-551, Permanent Resident or Alien Registration Receipt card for Section 2. An employee’s citizenship status is found in Section 1, as well as at the top of Section 2. Also, List B documents – even if they expire – should not be reverified.

How do you complete Section 3?

To complete Section 3, simply examine the unexpired documents presented by your employee to determine if they appear to be authentic and relate to your employee. Then, record the document title, document number and expiration date, if there is one. Lastly, sign and date this section. You must use Section 3 from the most recent Form I-9, even if the employee’s original form is an older version.  Likewise, if you previously have completed Section 3 for the employee, you should use Section 3 on a new version of the form and attach it to the employee’s original I-9.

 Other instances in which you can use Section 3

Employers also may complete Section 3 when an employee is rehired within three years of the date that the Form I-9 was originally completed. To complete Section 3 for rehires:

  • Confirm that the original I-9 relates to the employee.
  • Determine if the employee is still authorized to work or if reverification is required by reviewing Section.
  • Enter the date of rehire in Section 3 if the employee’s work authorization is still valid.
  • If expired, request the employee’s valid List A or List C document and complete a Section 3 reverification.
  • Sign and date Section 3.

 

Name Changes

You also can use Section 3 to record when your employee has a legal name change. You are not required to update Form I-9 for name changes. However, the USCIS recommends maintaining correct information on an employee’s Form I-9. Similarly, you are not required to request documentation of a name change from an employee, but it is recommended in order to be reasonably assured of your employee’s identity if the government ever asks to audit the Form I-9.

Paycom’s Document and Task Management solution automates employment verification from within the Paycom system to help ensure compliance and reduce your exposure to audits and penalties from Form I-9 violations. Employees and employers can complete the Form I-9 online, including Section 3, utilize electronic signature verification, and securely store completed Form I-9s and supporting documentation within the Paycom system.

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Posted in Blog, Compliance, Document Management, Featured

Alyssa Looney

by Alyssa Looney


Author Bio: As a compliance attorney for Paycom, Alyssa Looney monitors laws, rules and regulations to ensure that the Paycom software is up to date, specifically regarding immigration law and state law developments in the Western United States. She holds a JD and an MBA from Pennsylvania State University, as well as a bachelor’s degree from Texas A&M University. Outside of work, Alyssa enjoys cooking, being active, playing with her puppy and exploring Oklahoma City.

May the 4th

Disturbance in Your Workforce? May the 4th Be With You

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A short time ago in an employee suggestion box not far, far away, this note from a disengaged employee was discovered.

Dear Management,

Being a real trooper, I’ve faithfully served this empire for many parsecs. But lately, morale here is in the trash compactor. I’m close to “storming” out of here! Here’s why:

  • We don’t feel valued. It’s challenging to work for someone who acts like a dictator. (The black cape? A bit much.)
  • We want a comfortable working environment. These uniforms don’t exactly help. (I have to plan bathroom breaks 30 minutes in advance.)
  • We want to contribute, but we’re afraid the boss will choke us from across the room if he doesn’t like what we say. A little two-way constructive feedback could make a death star-sized difference. 
  • I find our lack of training disturbing. With the literal universe at our fingertips, why do we not have an online learning management system?

A disengaged staff is a real phantom menace. Don’t let this happen; awaken your workforce today with our “What Employees Want” toolkit to help you keep the force in your workforce as strong as possible.

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Posted in Blog, Employee Engagement, Featured, HR Management, Learning Management, What Employees Want

Rod Lott

by Rod Lott


Author Bio: As Paycom’s Creative Services Manager, Rod Lott brings more than two decades of experience in marketing, advertising, branding and journalism. A published author and a graduate of the University of Oklahoma, he has worked with such brands as Blue Cross Blue Shield, Sonic Drive-In and OU.

Paid Family Leave Program

New York to Implement Nation’s Most Comprehensive Paid Family Leave Program

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New York to Implement Nation’s Most Comprehensive Paid Family Leave Program

Private employers in the state of New York will soon be required to provide up to 12 weeks of paid family leave. The new law will apply to all employees of employers covered by the state’s worker’s compensation law and will be completely employee-funded via payroll deductions. Public employers are permitted to participate by opting-in to the program.

Growing Trend

These types of “paid family leave” laws continue to gain momentum. Three other states (California, New Jersey and Rhode Island) provide workers with partial pay during parental leave. Some cities have even joined in on the trend. San Francisco passed a paid family leave program in 2016, and Washington, D.C. also recently approved one that will take effect in 2020.

New York lawmakers championed this law as a pivotal step in the pursuit of equality and dignity in both the workplace and home. “New York enacted the strongest paid family leave plan in the nation to ensure that no one has to choose between losing a job and missing the birth of a child, or being able to spend time with a loved one in their final days,” said New York Governor, Andrew Cuomo, upon passage of the law.

Employee Eligibility

The New York legislation originally passed in April of 2016, but the obligations for employers and employees were announced just recently.

Beginning January 1, 2018, the state’s paid family leave program will provide employees with employment protection and partial wage replacement if they spend time away from work to:

  1. bond with a child (including fostering or adopting)
  2. help relieve family pressures when someone is called to active military service
  3. care for a close relative with a serious health condition

A “close relative” as defined under the law includes a spouse, domestic partner, child, parent (including in-law), grandparent and grandchild. An employee must be employed full-time for 26 weeks, or part-time for 175 days to be eligible for a paid family leave benefit. An employer may permit an employee to use vacation or sick leave while on leave, but may not require its use.

 Employer Impact

The complete 12-week benefit will not be implemented fully until 2021. The amount of paid family leave and the percentage of the employee’s salary paid will be realized over four years:

 

Year Weeks
Available
Max % of
Employee Salary
Cap % of State
Average Weekly Wage
1/1/2018 8 50% 50%
1/1/2019 10 55% 55%
1/1/2020 10 60% 60%
1/1/2021 12 67% 67%

 

Employers will be required to purchase a paid family leave insurance policy or self-insure. The employee will pay the premiums of the policy via payroll deductions, beginning July 1, 2017.

For more information about the phase-in process, calculation of the Average Weekly Wage, or general information on the program, visit the New York paid family leave website.

Disclaimer: This blog includes general information about legal issues and developments in the law. Such materials are for informational purposes only and may not reflect the most current legal developments. These informational materials are not intended, and must not be taken, as legal advice on any particular set of facts or circumstances. You need to contact a lawyer licensed in your jurisdiction for advice on specific legal issues problems.

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Posted in Blog, Employment Law, Featured, Pre-Employment, Talent Acquisition, Talent Management

Jason Hines

by Jason Hines


Author Bio: Jason Hines is a Paycom compliance attorney. With more than five years’ experience in the legal field, he monitors developments in human resource laws, rules and regulations to ensure any changes are promptly updated in Paycom’s system for our clients. Previously, he was an attorney at the Oklahoma City law firm Elias, Books, Brown & Nelson. Hines earned a bachelor’s degree from the University of Central Oklahoma and his juris doctor degree from the Oklahoma City University School of Law, where he graduated cum laude. A fan of the Oklahoma City Thunder, Hines also enjoys exploring the great outdoors with his wife and daughter.

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