1. Max’s Restaurant
Team 3
MGMT 341

2. Team 3 Members Katie Graves Jeff Borah Sean Rhines Andrew Knox
Active Members for Each Assignment:
Jeffrey Borah: Lodi, Wisconsin. Major: Business. Graduating: Spring '14
Katie Graves: Las Vegas, NV Major: Business Graduating: Fall ‘13
Andrew Knox: Philadelphia, PA Major: Business Graduating: Fall ‘13
Lissa Lange Liverman: Fredericksburg, TX Major: Business Graduating: Spring ‘13
Rainelle Martin: Maplewood, NJ Major: Business Graduating: Spring '13
Sean Rhines: Kingston, PA Major: Management & Marketing Graduating ‘14
Griffin Weiler: Columbus, Ohio: Major: Business Graduating: Summer ‘13
Andrew Knox
Rainelle Martin
Lissa Lange Liverman

3. Introduction
Max’s Restaurant
Values, Mission & Community
Workforce Diversity
Disciplinary Action Process
Employees Needed Including Fluctuations
Employee Recruitment
Employee Selection and Orientation
Training and Development
Performance Appraisal
Labor Market & Ranking
Indirect Financial Compensation
Labor Unions
Max’s Restaurant, a new concept restaurant in a high traffic college town. Out with the old, in with the new!

4. Values, Mission & Community
Leadership, Collaboration, Integrity, Accountability, Passion, Diversity, and Quality
Mission
Satisfy our customers, associates, and stakeholders 100% of the time by providing a pleasurable dining experience while remaining profitable
Community Involvement & Relations
Integrate ourselves within the community
Fundraising
Food Services
Volunteer Events
Lesson 2 Assignment:
Max’s Restaurant Statement of Values:
We at Max’s strive to be the leaders in the restaurant industry while remaining committed to the consumer. We place great pride in being a corporation that values Leadership, Collaboration, Integrity, Accountability, Passion, Diversity, and Quality. More importantly, we base our decisions and actions on these values.
Our mission as an organization is to satisfy our customers, associates, and stakeholders 100% of the time by providing a pleasurable dining experience while remaining profitable. We apply the highest standards to the careful selection, preparation, and delivery of quality meals.  Employees are guaranteed a safe, friendly, diverse, and positive work environment, which foster development and growth.
We realize the value of the communities in which we operate and strive to give back to these communities not only by making positive contributions but also by making environmentally friendly decisions.  The success of our company is directly tied to the success of the communities in which we operate.
Max’s Restaurant Community Involvement & Community Relations 
  We at Max’s Restaurant plan to fully integrate ourselves within the community.  We categorize our involvement within the community into three main areas: fundraising, food services, and volunteer events. We choose to hire locally when skills permit, often partnering with local residents and local college students.
Our involvement with fundraising will consist of:
Donations towards various charities
Assistance with in-restaurant fundraisers
A designated internship programs for students interested in learning more about the restaurant management industry
A semester of paid tuition available to students who participate in our annual tuition program
Investment in youth programs
The purchase of produce and goods from local suppliers and farms
We aspire our involvement will foster community growth and the development of lasting relationships with the community.
Contribution of food services will consist of participating in numerous local food drives, and donating to food banks. We will strive to make sure that all the food we are not able to use is recycled among the community and used towards community needs.  
Finally, hosting events and volunteer work will be a major aspect of our business culture.  We will host various events as a way of gathering the community, as a service to the community needs.  We will encourage our employees to volunteer regularly with different groups in the community. We will offer a variety of different incentives to the employees determined by community service hours. We will also host annual charitable events that benefit local community demands.
Team 3 Active Participants:
Sean Rhines, Lissa Liverman, Jeff Borah, Andrew Knox, Katie Graves, and Rainelle Martin

5. Workforce Diversity Tasks
We strive to create and maintain an environment that is accepting of value and culture. We are an equal opportunity employer that provides fair and equal treatment to all.
Having a strong Diversity Management program will: - Create an inclusive culture - Cultivate more satisfied workers - Increase our competitive advantage - Increase productivity, creativity, and innovation - Create an environment that caters to each customer
Tasks
-Announce job openings by: diverse social clubs, job fairs media, employee referrals, town boards and community centers
-Equip leadership with the training and development tools needed for planning and implementing diversity activities for associates
-Incorporate time to review the company’s diversity policies
-Sign statement of understanding
-Semi-annual diversity training
Lesson 3 Assignment:
Diversity Statement: At Max’s we understand that having a strong Diversity Management program will: - Create an inclusive culture - Cultivate more satisfied workers - Increase our competitive advantage - Increase productivity, creativity, and innovation - Create an environment that caters to each customer
We strive to create and maintain an environment that is accepting of value and culture. We are an equal opportunity employer that provides fair and equal treatment to all applicants or employees regardless of race, color, religion, gender, age, or national origin. Applicant qualification will strictly be measured on job-related abilities. All employees will be entitled to equal pay for equal work, fair and equal treatment, and will enjoy equal opportunities.
At Max’s we look for and desire: -       Employees who have the ability to work with others from a variety of diverse backgrounds. -       Employees who promote, enhance, and contribute to diversity. -       Employees that are tolerant or others beliefs and backgrounds.
Tasks:
-Place job postings across the many diverse social clubs that the school sponsors
-Utilize school media (campus papers, radio…) to announce job openings
-Utilize town boards and community centers to announce job openings
-Recruit through job fairs
-Encourage all employees to refer friends/family for position openings (if a company has a diverse staff in place, referrals are likely to continue the trend)  
-Equip leadership with the training and development tools needed for planning and implementing diversity activities for associates.
-Utilize the employees to help plan and conduct diversity activities. (Host events in and outside the restaurant)
-As part of employee onboarding/training, incorporate time to review the company’s diversity policies. Employees will be required sign a statement of understanding in accordance with our views on diversity and values.
-Have semi-annual diversity training to encourage acceptance and learning about diversity
Team Participants:
Jeffrey Borah, Katie Graves, Andrew Knox, Lissa Lange Liverman, Rainelle Martin, Sean Rhines, Griffin Weiler

6. Disciplinary Action Process
All employees are expected to sign off that they have received, understand, and agree to abide by Max’s corporate policies.
Minor Performance Issues: Inefficiencies in performance, negligence in performance, or unauthorized absence
Coaching
Verbal Warning
Written Warning
Medium Performance Issues: failure to report to work two days (consecutive or nonconsecutive), negligent use of property, acting in an unsafe manner to self or others, sleeping on the job or verbal conflict with customers.
Termination
Written Warning
Lesson 4 Assignment:
Disciplinary Action Process
At Time of Hire- employees will be provided with a copy of company policies.  All employees are expected to sign off that they have received, understand, and agree to abide by Max’s corporate policies.  
Minor Performance Issues – Inefficiencies in performance, negligence in performance, or unauthorized absence
Coaching: Upon first notification of poor performance, the employee will be provided supervisory coaching to help the employee improve to a level of required performance.
Verbal Warning: Upon second offense the employee will be issued a verbal warning in the presence of both their immediate supervisor and a second supervisor. The warning will be documented in the employee’s personnel file accompanied with notes regarding the counseling and/or training that has been provided to the employee. Additionally, as deemed necessary, the employee may be required to repeat training/onboarding, and will sign a document recognizing their warning.
Written Warning: Upon third offense, the employee will be issued a formal written warning, which they will sign in recognition of the warning, and concede to voluntary dismissal in the event of another violation. The written warning will be documented in the employee’s personnel file. The employee will be required to repeat the training/onboarding process. The employee will be placed “on probation” where the employee will be required to:
-          Meet weekly with his/her immediate supervisor to discuss progress
-          Develop goals to meet and maintain company standards
-          Increase productivity to the desired company standard
Should the employee receive a fourth offense or fail to achieve the desired level of performance the employee will be terminated.
Medium Performance Issues: Medium performance issues will be defined as failure to report to work two days (consecutive or nonconsecutive), negligent use of property, acting in an unsafe manner to self or others, sleeping on the job or verbal conflict with customers.
Written Warning: Upon first offense the employee will be issued a formal written warning. The warning will be signed by the employee and documented in the employee’s personnel file. The employee will be required to repeat the training/onboarding process. The employee will be placed “on probation” where the employee will be required to:
-          Meet weekly with his/her immediate supervisor to discuss progress.
Should the employee receive another offense; post written warning, or fail to achieve the desired level of performance the employee will be terminated.
Under the circumstance that there was a disputed grievance by the employee in terms of the labor agreement, both parties would consent to a neutral third party to arbitrate a hearing and rule on the grievance. The decision made by the arbitrator would be final and binding. It should be noted that this process rules on the labor agreement, not the law.
Instances requiring Immediate Termination
-          Theft
-          Intentional tampering with food/beverages
-          Physical conflict toward other associates
-          Physical conflict towards customers
-          Falsifying hours worked
-          The use of drugs or alcohol within work hours
-          Failure to report to work three consecutive days without supervisor approval
Any offenses deemed illegal or unethical in accordance with the agreed upon company policies at the time of initial employment.
Team 3 Active Participants:
Sean Rhines , Lissa Liverman , Jeff Borah , Andrew Knox, Katie Graves, Rainelle Martin, Griffin Weiler
Immediate Termination: Theft, Intentional tampering with products, physical conflict, falsifying hours, use of drugs or alcohol within work hours, failure to report to work for 3 consecutive days.
Immediate

7. Employees Needed Including Fluctuations
Scheduling
Students= bulk of customers & staff
Overlapping shifts
Hourly employees allow for flexibility
Flexibility
Student Internship Program
HR forecasts & availability: Zero-based
Shortages: creative recruiting, compensation incentives, training programs & overtime
Surplus: restrict hiring, reduce hours & job share
Lesson 5 Assignment:
How many employees will be needed to operate the new facility?
6a- 11p Hours Open 5-12a needed for set up/clean up 24-5hr = 19 hrs a day employees are needed. 19hrs*7days= 133 hrs. weekly number of hours employees are needed By adding an additional employee for each hourly position you allow employees to work more or less hours and are able to “bulk up” during peak times or days.
Final Conclusion: 3 salary managers (General Manager, Manager, Supervisor) plus one additional Salary manager for opening
1 Hourly Supervisor 7 hourly Order Takers 7 hourly Dishwashers 13 hourly Prep Cooks
It is expected that the students will make the bulk of the customer base so the summer, when school is not in session, would be the slow months. If students make up the majority of our staff it could work out well for us. We will lose employees during breaks and summer months but the restaurant will not be that busy during that time.
The students that stay around can pick up the bulk of the time. In essence, we can reduce our staff but give the ones that stay more hours. The other advantage of having so many part time workers is that, if someone needs time off or calls in sick, we can give other workers extra hours but not be concerned as they will not have enough for overtime.
Our day will be broken into overlapping shifts to give seamless service to our customers. Our salaried managers, along with our one hourly supervisor will perform supervisory duties. Having an hourly supervisor allows for that individual to fill in during peak times or when higher management cannot manage the restaurant.
How will you address the problem of fluctuating human resource (employee) requirements?  
The HRM department will work collaboratively with the students selected for our internship work education program in order to fill the expected seasonal needs of the part-time work schedules.  Additionally we will partner with intern students for extra help to compensate for the high volume sales times such as holidays.   
Our HR team will strive to match the internal and external supply of people as compared to our job openings anticipated throughout the year.  Our HR team will make both requirement forecasts and availability forecasts which will predict surpluses and shortages at any given time. Within Max’s, the best forecasting model will be Zero-Base Forecasting, as hopefully we will only be filling positions one at a time. When one position becomes available, we will fill it as justified.
Given our size and amount of employees we have a few options when facing a forecast of employee shortages: We can engage in creative recruiting, compensation incentives, training programs and overtime. In the event that we would have a surplus, we can: restrict hiring, reduce hours, and job share. We expect our proactive approach will allow for a seamless transition between peak operations.
Team 3 Participants: Sean Rhines, Lissa Liverman, Jeff Borah, Andrew Knox, Katie Graves, Rainelle Martin, Griffin Weiler

8. Employee Incentives: Offer an employee referral incentive program.
Employee Recruitment
On-Campus Recruiting Stations
Career Fairs
Newspaper Ads
Flyers
Radio
Campus TV
Social Media
Non-Traditional Recruiting
Employee Incentives
Senior Centers
Lesson 6 Assignment:
On Campus Recruiting Stations: During the first week of classes have a booth in the student union or another busy area of campus and give incoming students information about the business. This serves a double purpose of recruiting and advertising.
Career Fairs: There is a strong chance many students will have hotel/restaurant management majors. Attending the career fairs will not only help with obtaining part-time employees, but also strengthens the chance of the part time employees becoming full time and long term.
Newspaper Ads: Utilize the local newspaper as well as any daily/weekly school newspapers. This allows us to reach out to, not only college students, but reaches the community as a whole.
Flyers: Hand flyers around campus recreational areas and lecture halls as well as in common areas of some of the student housing on or around campus.
Radio: Utilize local radio (depending on cost) as well as campus radio.
Campus TV: Many colleges have local TV channels to advise students of upcoming events and campus broadcasts. These channels are usually broadcast is campus common areas and offer a cheap option for advertising.
Social Media: Use social media sites like Linkedin, Twitter, and Facebook. This is a way we can reach out to our ideal candidates.
Non-Traditional Recruiting: Web media such as YouTube or podcasts to highlight our business.
Employee Incentives: Offer an employee referral incentive program.
Senior Centers: A lot of companies, especially restaurants have retirees who work part-time on their breakfast/a.m. shift.  They are great, hard-working people who usually prefer part-time.
Team 3 Participants: Sean Rhines, Lissa Liverman, Jeff Borah, Andrew Knox, Katie Graves, Rainelle Martin, Griffin Weiler

9. Employee Selection and Orientation
Lesson 7 Assignment:
Hourly Employee Selection Process
Recruited Candidate – At this stage possible candidates submit their applications to the company for review.
Review of applications- At this stage we would simply review the application or Resume to eliminate the obvious company “mismatches” and to assess if the applicant may better fit in a different position within the company than the one they applied for.
Employment Interviews- The method we will use in this step is a one on one interview between a manager and the candidate to gain additional information not provided in the application such as the following:
-Personality
-Motives
-Perceived ability to handle fast paced environment (Backed up with a situational example)
-Number one strength
-Number one area for improvement
-Additional previous employment experiences
After comparing and contrasting the information received we will once again decide which candidates will best assist in improving the company and move their applications to the next step in the process.
Background & Reference Checks- Here we will search for any past history of aggression, theft, drug use, or any other criminal act that could potentially cause problems for the company if the applicant was hired. Those that pass this check would move on to the selection decision.
Selection Decision- This is the final stage of the hourly employee selection process. In this stage the managers will choose the candidates that appear to be the best fit for the company and shows the most potential for improvement.
Supervisor Interview
When interviewing supervisors we will take a slightly different approach. In order to eliminate the need for multiple interviews, we will test the candidates’ interpersonal skills and gain a better “reading” of the candidate by initiating a behavioral group interview which will be attended by both the manager and the GM.
Some of the basic questions that will be asked during the interview include:
-What would you consider to be your greatest achievement?
-How would people around you describe you?
-Describe a difficult decision you had to make recent.
-How would you describe yourself as a supervisor?
-What do you believe to be the purpose of a supervisor?
-What do you look for when you hire people?
-What is an example of a goal you would have for the business?
-Give an example of a goal you made and how you achieved it.
-What assets do you see yourself bringing to the company?
-How would you handle a disgruntled employee?
-How would you handle a disgruntled customer?
After our interview questions, we will give a Job Knowledge Test which will allow us to see how much industry knowledge our candidate has, as well as their ability to learn the required information. While the use of this test may not be necessary with our hourly employees, we believe that candidates in a management role should be able to handle a more stringent criterion.
Max’s recognizes that in order for our tests to work appropriately and yield validity, it needs to be objective, standardized across all applicants, reliable and normative as it is compared to other candidates.
Team 3 Participants: Sean Rhines, Lissa Liverman, Jeff Borah, Andrew Knox, Katie Graves, Rainelle Martin, Griffin Weiler

10. Training and Development
Expectations & Company Atmosphere
Questions & Concerns
Orientation
Job Related Duties
Role Play
Shadowing
Back up Employee
Senior Employees offer techniques & tactics
Operation
30 days, 90 days, 6 months, annually
Determine personal goals & potential advancement
Review
Customer Service & Motivational
Leadership, Marketing & Management
Training & Development
Lesson 8 Assignment:
Orientation
-Complete all necessary new hire paperwork
-Introduce to staff members
-Provide opportunity to view the company handbook and sign agreement form
-Bring up to speed with company culture, norms, and expectations
-Notify employee that the initial performance review is within the first 90 days
-Answer any question/concerns the employee may have
-Review HR related material (benefits, sick day policy, vacation, 401K...)
Shadowing/Register Training
-Begin the new-hire’s training by having them shadow an experienced order taker
-8 hours of shadowing an experienced employee
-First 8 hours under the supervision of experience employee/trainer
-Trainer will walk the new-hire through all aspects of the order taking system as well as explain customer service expectations when dealing with customers.  
-New-hire will then begin taking orders under supervision during slow times
-Training on all other job related duties, expectations, i.e. if table cleaning etc. is performed by order takers during slow times.
-During slow time role play with employees for practice
-Role play scenarios
-Handling a difficult customer
-Tips is on multitasking, particularly during busiest times
-Review of consistency standards
-Knowledge of menu
Operation
-For 2-3 weeks new-hires will be scheduled as secondary order takers to give them time to get up to speed and familiar with the system and pace.  
-Encourage senior employees to offer advice and tactics that would allow the new hire to be more productive and efficient
-Senior employees will be used to assist in developing the new hire training programs
Review
-After 30 days manager will meet with new employee and provide an initial performance review.  
-Subsequent review will be held at 90 days, 6 months, and then annually going forward.  
-6 month mark: Encourage employees to determine personal goals, ie. development and advancement desires
-Review personal goals with associate, and set up training and development opportunities which will help the associate achieve these goals.
Training and Development
-Training and development for employees looking to further their career
-Motivational training for full-time associates
-Advanced customer service training for high achieving performers
-Buddy system training for high performing employees selected to  work with new hires
-Advancement training opportunities for specific skills such as leadership, marketing, and management
-Training as needed based on operational/standard changes.
Team 3 Participants: Sean Rhines, Lissa Liverman, Jeff Borah, Andrew Knox, Katie Graves, Rainelle Martin, Griffin Weiler

11. Performance Appraisal
Supervisor Performance Objectives
Compliance with company safety policies
Respond to complaints & Concerns
Ensure department goals are communicated, understood & met.
Prep Cook Performance Objectives
Safe food handling & preparation
Properly maintain food station
Comply with portion sizes, cooking methods, quality & hygiene standards, policies & procedures
Order Taker Critical Incidents
Angry/dissatisfied customer(s)
Customer & register cash discrepancies
Improper or dirty uniform
Lesson 9 Assignment:
Supervisor
Compliance with company safety policies at all times to:
Minimize workplace injuries
Reduce injury related time away from work
Complaints and concerns
Customers
Respond to and appropriately handle customer complaints and concerns
Employees
Ensure employees have the resources to effectively perform their job. This includes but is not limited to supplies, equipment, necessary skills, and inventory.
Remain open and accepting. Listen to employee’s suggestions for improvements and guests are served. Encourages open dialogue and creates a feeling of belonging to team.
Ensure that department goals are communicated, understood, and met by employees. 
Has effective delegation skills, sets clear objectives and measures, and can delivery timely and effective feedback.
Upholds company’s core values in both actions and words.
Prep Cook
Follow company guidelines for safe food handling and preparation 100% of the time
Properly maintain station: meet sanitation requirements, ensure all products are properly labeled and dated, and station is well stocked
Understand and comply with the company standard portion sizes, cooking methods, quality standards and kitchen rules, policies and procedures and hygiene standards.
  Anticipated Critical Incidents-Order Takers 
Angry/ dissatisfied customer(s)
Cash discrepancies, both with the register & customers directly
Proper uniform/attire. Uniform/attire is clean
Team 3 Active Participants: Sean Rhines, Lissa Liverman, Jeff Borah, Andrew Knox, Katie Graves, Rainelle Martin, Griffin Weiler

12. General Manager Position Hourly Employee Positions
Labor Market & Ranking
Supervisor
Prep Cook
Order Taker
Dishwasher
General Manager Position
White-collar worker potentially willing to perform blue-collar work
Hourly Employee Positions
Blue-collar/Pink-collar workers
Lesson 10 Assignment:
GM Position
White-collar worker potentially willing to perform blue-collar work
person who performs professional, managerial, or administrative work but may be tasked to pitch in to take orders or cook when necessary
Degree in restaurant management, general business, or human resources, or a minimum of 4 years restaurant management experience in lieu of a degree.
Lives within walking distance, public transportation, or possessing reliable transportation.
Hourly Employee Positions
Blue-collar/Pink-collar workers
Members of the working class willing to perform manual labor in the service industry,
No experience required as on the job training is offered
Ranking Method
Rank
Supervisor
Responsible for staffing, making sure everything is running efficiently and effectively, health and safety, and overall operational performance.
Serves as a face to the customer and employees
Assists in all areas of operation when needed
Prep Cook
Responsible for food preparation and safety.
Maintains kitchen cleanliness.
NOTE - Even though the cook does not have a face to the customer we have chosen to pick the prep cook at #2 because food is of great importance to a restaurant. If you have bad food you will have no customers.
Order Taker
Serves as main face to the customer.
Maintains dining area (cleanliness and stock all needed condiments, napkins, and straws)
Dishwasher
Minimal interaction with the client.
Washes dishes, glasses, and utensils.
Helps to maintain dining area (cleanliness, buss tables, and stock all needed condiments, napkins, and straws)
Team 3 Active Participants: Sean Rhines, Lissa Liverman, Jeff Borah, Andrew Knox, Katie Graves, Rainelle Martin, Griffin Weiler

13. Indirect Financial Compensation
Full Time (30+ Hours)
Medical
Dental
Vision
401K
Group Life Insurance
Short-Term Disability
PTO
Tuition Reimbursement
Nonfinancial
Meal Discounts
Uniforms
All Employees will sign acknowledging compensation options
Lesson 11 Assignment:
Indirect Compensation
                When considering compensation for your employees it is critical to decide what benefits and nonfinancial compensation you will offer them.  Worker’s compensation can be extremely costly for the company so it is important  to pay attention to what will be most beneficial to your employees, but not outside of your financial capabilities.
Full Time (30 hours or more)-
-Medical (50% paid by employer, 50% paid by employee)
High-Deductible Health Plan(HDHP)
Preferred Provider Organization (PPO)
Health Savings Account (HSA)
Flexible Spending Account (FSA) --This option includes medical and child care expenses and debit card (for medical)
-Dental (40% paid by employer, 60% paid by employee)
-Vision
Discount Plan for non-managers
40% paid by employer, 60% paid by employee (for managers)
Plan covers a comprehensive vision exam, fitting for and purchase of prescribed lenses, frames and other services.  Greater discounts will be realized if employee selects a doctor that participates in the plan.
-401K
4% of participants pay (pre-tax) will be contributed to the plan unless otherwise stated by the employee.  The company will match 30% of the amount contributed by the employee at the end of each fiscal year.
-Group Life Insurance
-Short-Term Disability
-PTO (Sick days and Vacation days)
These days will be accrued for every full week worked at the rate of .5 day
Any days not used at the end of each year will be lost
-Tuition Reimbursement
This benefit is subject to approval by the top managers.  The employee must have been within the company for a minimum of two years before reimbursement will begin.
Note:  All plans will have the option to include dependants and spouse. Rates are subject to change
                Part-time employees will not receive benefits. To be eligible for benefits the employee must work a minimum of 30 hours a week. Flexible scheduling will be offered to part-time employees depending on the position.  Part time employees will be allotted the same nonfinancial compensation as the full time employees, which are listed below.
Nonfinancial compensation
-Meal Discounts
40% off in-house meals
10% off meals at other participating restaurants
One free meal per day worked (can’t be carried over past the day worked)
-Uniforms
Work outfits will be provided for employees at no charge.  A cleaning service will also be provided for work uniforms
Note: All employees must sign an agreement when hired acknowledging that they have been informed of the different options that will be optional for them to participant in.  Part-time employees  will be informed of the benefits that are available to them were they to become full time. 

14. Labor Unions Steps to ensure employees do not unionize:
Maintaining open lines of communication
Be considerate of employees’ suggestions, questions, and issues
Train management and supervisors on interacting with employees
Enforce company policies
Invest in our employees by providing future opportunities and fair compensation
Provide coaching for minor infractions that do not require formal discipline
Employees will have the opportunity to provide feedback
Lesson 13 Assignment:Labor Unions
How will you ensure employees do not join a labor union?
We believe that ensuring our employees don’t join a labor union is in the best interest of our organization. The key element in doing so is treating all employees with a high level of respect and dignity to ensure that Max’s restaurant is an open, fair, and enjoyable place for everyone to work. To achieve this we will recognize employees for their accomplishments, ensure a safe and healthy workplace, recognize the seniority of our employees, and keep everyone informed on current issues.
Steps to ensure employees do not unionize
Listed below are the steps we believe are critical in ensuring our employees do not attempt to unionize.
Maintaining open lines of communication- Through open lines of communication we believe we can build relationships and loyalty within our organization. If our employees feel as though they are being heard and their concerns/issues are given consideration they are much less likely to seek out union representation. We will:
Foster an “open door” policy to promote communication and so employees feel their issues/concerns are being heard.
Conduct regular meetings with employees to promote two-way communication.
Provide avenues for employees to submit feedback
Provide a formal procedure for filing complaints including anonymous complaints for those made against a supervisor to fear of retaliation is eliminated.
Be considerate of employees’ suggestions, questions, and issues- It is not enough to just listen, our organization needs to react to what is being shared among our associates and show concern via our reactions. When employees feel their opinions are valued, and their voices are heard, they are less likely to seek out union representation. In most cases employees seek out unionization because they want change, and are not pleased with the lines of communication or the communication structure among management. We will:
Listen to all employee suggestions, questions, and issues.
Show that we are listening by implementing valid suggestions or offering reasoning for rejecting a suggestion.
Take time to answer all employee questions. If an answer is not readily available, a conscious effort will be made to find the answer and will reported to the concerned party.
Work together with employees to move through issues or conflicts.
Document all issues and/or concerns that arise
Train management and supervisors on interacting with employees- because managers and supervisors have the most frequent contact with employees, we will ensure they are fully trained in employee interaction and conflict resolution to proactively head off issues before they arise.
Enforce company policies- company policies will be enforced fairly and consistently for all employees.
Discipline will be administered in a uniform and consistent manner.
Disciplinary actions will be conducted in a private setting.
Those involving performance issues will be discussed at appropriate times so that there is ample time to discuss the potential next steps and drivers that lead to the action.
Those involving misconduct will be dealt with immediately to cast the appropriate message to all employees regarding what is/is not tolerated by management.
Employees will have the opportunity to provide feedback regarding the company policies and values. This will encourage associates to share, and will in turn add value to the overall culture of the organization.
Provide coaching for minor infractions that do not require formal discipline.
Invest in our employees by providing future opportunities and fair compensation-
Training and development programs will be provided to help achieve personal advancement goals.
Our wages and benefits will be competitive with the local market and will include equal opportunity employment and pay standards.
Regular and appropriate cost of living increases will be provided.
Implement an employee appreciation program.

15. Max’s new concept restaurant: Out with the old, in with the new!!
Conclusion
Max’s new concept restaurant: Out with the old, in with the new!!
Questions or concerns?
Please contact Team 3 via Communicate tab for MGMT 341
Any Questions?
See Slide for Contact info