Training Restaurant Employees

Food Industry Watch
Training Restaurant Employees

August 2010 New Restaurant Employee Training Requires both Theoretical & Hands-on Learning
Watch List
Congress has proposed several forms of legislation that would facilitate the tracing of food from farm to table. Several food safety bills were introduced in 2009, including S. 510 FDA Food Safety Modernization Act, which was referred by committee to Senate for consideration (GovTrack.us, 2010).
Key Takeaways
According to the National Restaurant Association, the restaurant industry is one of the nations largest employers in the private sector, with over 12.7 million employees (National Restaurant Association, 2010d). Restaurant employee training covers front of house (waitstaff, busing staff and bartenders), back of house (cooks, prep cooks and dishwashers) and management. The most important aspects of restaurant employee training include food and workplace safety followed by customer retention. The benefits of a well-trained staff [include] better retention, better customer service and better [restaurant] performance (Berta, 2001).
Related Reports
Food Service Management Hazard Analysis & Critical Control Points (HACCP) Restaurant Operations ServSafe Training
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Executive Summary
A meal at a great restaurant is something most everyone can appreciate. The National Restaurant Association predicts restaurants will reach $1.6 billion in sales per day in 2010 - or $2,698 per average household (National Restaurant Association, 2010b). When the meal is well made and served in a timely and professional manner, it is a pleasure: An opportunity to relax with friends or colleagues in a welcoming environment or at least a respite from cooking and cleaning up in ones own kitchen. When the meal is not served in a professional manner, when allergies are not taken into consideration, or when the food is tainted, the whole restaurant and people who run it fall under scrutiny. The proper training of restaurant employees is crucial to the successful operation of a restaurant. Yet many new employees are hired with little or no experience, told to shadow a more experienced co-worker and
after a few days, turned loose on restaurant patrons. Many restaurant employees do not receive instruction in areas of food safety, workplace safety and customer service. Employees want and need training though in order to perform their job. In one study, restaurant servers ranked introductory training and ongoing training among the most important job characteristics - above hourly wage, paid vacation and health benefits (DiPietro & Milman, 2008). Employee training has been shown to reduce turnover as well. In an industry where turnover can run over 100%, any reduction in turnover is a savings to the bottom line. Initial and on-going training of employees should be made part of restaurants culture. While instruction in food and workplace safety and food allergies is vital, other areas that should be addressed include customer service, food sourcing, and what to do in the case of an emergency.
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Business Options & Best Practices
1. Food and Workplace Safety Training: Safety in the workplace is the most important aspect of training a new restaurant employee. Serving tainted food can ruin a restaurants reputation, failing to follow the health code can result in a restaurant being shut down by health inspectors, and neglecting workplace safety can result in a lawsuit brought by an injured employee. a. Food Safety: The service of safe food is the whole purpose of a restaurant. It is therefore imperative that employees be trained from day one to take proper precautions that maintain the safety of the food served. Serving contaminated food may make customers sick, and result in serious health problems, or worse. A restaurant that serves food that is tainted, even once, may lose the business of customers, ruin its reputation and be at risk for closure. It is never too early to start with food safety training. Topics to cover include: Hand washing Hair restraints Handling food if ill Food handling generally Food temperatures (defrosting, heating, cooking, maintaining temperature between food plating and customer delivery, thermometer reading) Food storage (refrigeration, freezers, walk-ins, pest control) Cross-contamination Cleaning cooking equipment Cleaning kitchen spills Cleaning at the end of the day It is worth starting the conversation as early as the interview process in order to assess whether there is a knowledge base from which to work.
Once a new hire is brought into the restaurant, requiring training sessions before beginning shifts is appropriate in addition to teaming up the new hire with a more experienced employee. Additional computer (or classroom) based teaching is also suitable. One restaurant chain had success with e-Learning; an online database that had both learning and testing components. Through the e-Learning, management was able to keep track of employees progress and make sure each employee was mastering the same information. This particular chain appreciated that the system [could] be updated easily . . . [and the] surprise benefit . . . turnover . . . dropped (E-Learning tracks training, 2005, p. 21). One expert also recommended bringing in municipal health inspectors to review sanitation code and make sure that all staff is up to speed (Hume, 2005). The National Restaurant Association Education Foundation also offers a ServSafe online training and certification course for restaurant employees that covers food safety basics. Benefits resulting from a formal food safety training program may go beyond keeping restaurant patrons healthy and may also include tax deductions for training expenses and insurance premium discounts. b. Workplace Safety: According to the Bureau of Labor Statistics, the incidence of nonfatal occupational injuries and illnesses in the food services and drinking establishments industry in 2008 was 3.7% overall and 6% in cafeterias (Bureau of Labor Statistics, 2009). Establishing restaurant policies such as non-slip shoes, and protocols for spills, handling hot items and broken glass can help prevent accidents. Some restaurants have even found it helpful to require training for sharp knives. One restaurant chain mandated nonslip shoes and found that slip and fall accidents decreased by 75% (Sheridan, 2004).
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c. Allergies. With the increasing prevalence of food allergies, including potentially fatal food allergies, it is important to be aware of the risks of allergies and to educate staff about allergies, cross-contamination and ingredients (both known and hidden) in foods served. According to the National Institutes of Health, 6-8 percent of children under 4 years of age and 3.7% of adults have food allergies. Even when these individuals take steps to avoid the allergens, approximately one in four allergic individuals will suffer an accidental exposure, resulting in hives, vomiting, asthma and in 100-200 cases per year, death by anaphylaxis (National Institutes of Health, 2007). It is important to educate the staff about risks of food allergies and encourage clear communication between the front of the house and back of the house with respect to ingredients. It is also important to train cooks and other individuals who order food for the restaurant to communicate with vendors about ingredients, where food has been processed and any undeclared allergens. Apparently, over two hundred foods may cause reactions in allergic individuals although the most frequent food allergens are found in eggs, tree nuts, fish, soy, milk, shellfish, wheat and peanuts (Mandabach, et al., 2005). The Food Allergy & Anaphylaxis Network and the National Restaurant Association developed a guide to working with restaurant patrons with allergies. It is available free online through the National Restaurant Association website (National Restaurant Association, 2010a). 2. Additional Staff Training: Working in a restaurant is much more than simply ensuring food safety and workplace safety. Restaurant guests choose which restaurants to patronize based on service, atmosphere and overall dining experience. It is therefore important when hiring and training a new employee to start him or her off on the right foot with certain basic elements.
a. Have a clear vision of the restaurant: Restaurants have the opportunity to present highly stylized experiences. Owners and management should have a clear vision of the culture of the restaurant and the style of service before they communicate that vision to employees and prepare them to promote it. b. Hiring: From the start, it is important to take the time to find employees that are a good match for the style of the restaurant. Not only will it ease the transition and training of a new employee from managements perspective, it will also make for a much happier work environment for the employee and possibly decrease turnover and its related inconveniences and costs. c. Orientation & basic training: Start new employees with a basic orientation on the first day, followed by progressively more detailed training on the following days. Much like a first impression on meeting someone, orientation programs are critical because a new employee is the most excited and motivated to learn the first day on the job (Walkup, 1999, p. 88). While it is common for restaurants to team up new employees with more experienced employees, there are additional sources of information that can assist in teaching employees: Have an employee handbook or manual. This document can be online or available as a hard copy. Employees should acknowledge in writing receipt of the document. Teach the service manual and history of the restaurant and follow up with mini-quizzes. Review restaurant policy and menu items at daily meetings. Use this time to field questions that may have come up from the previous shift. Cross-train in other areas of the restaurant.
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Create inter-restaurant competitions that allow staff to compete as teams against other restaurants in a group. Categories could include identify[ing] ingredients (Sheridan & Perlik, 2001, p. 76) or reciting policy from the manual. Get feedback from just-trained employees to determine what is communicated clearly and where training can be improved. d. Computer-based training: Supplementing hands-on training with additional computerbased training can be beneficial to a restaurant organization and its management. Benefits include the assurance that all employees are taught the same material, updates to training materials that are centralized and do not have to be sent out to individual restaurants (where they may or may not go into the training materials), automated grading to save managers time and content that can be accessed by employees in their free time before or after work or even from home. There are several options for online and e-learning training, including several options offered through the National Restaurant Association Education Foundation. When assessing potential programs, it is important to evaluate the accuracy, suitability and appeal of each program: Materials must be factual, upto-date and complete . . . Written materials must be matched with the reading comprehension levels of the participants. Bi-lingual textbooks and videos should be used if necessary . . . (Hernandez, 2001b, p. 54). e. Focus on customers: As part of the overall policy of the restaurant, it is important to articulate a customer focus as one of the policies of the restaurant. While, perhaps, self-evident, treating customers well will increase customer satisfaction, customer loyalty, customer retention, market share, and the firms ability to
charge a premium price (Byeong Yong, 2008, p. 198). Managers need to . . . train employees in customer service skills that can help enforce the business policies and procedures (Byeong Yong, 2008, p. 212). Some restaurants have worked to develop a database of customer information that facilitates both serving repeat customers more effectively (and profitably) and spotting trends as they develop. One industry insider suggested training front of the house waitstaff with these tips: The customer is always number one, Never make customers wait, Never ignore a customer, Be professional, Show appreciation for customers business, and Remember your regular clients (Goff, 2009, p. 12). It is also important for waitstaff to gauge unspoken signals from guests such as mood and body language and to moderate their serving style according to such observations. Staff should be taught to adjust serving style to fit different types of parties such as celebrating guests . . . , elderly guests . . . , guests with kids . . . , romantic couples . . . , business people . . . , vacationers . . . and solo diners (Simos, 2007, p. 24). Finally, it is up to management to model the sort of behavior they want to encourage in the staff. f. The story behind the food: Sharing the story behind the food (i.e. organically grown, locally sourced or sustainably harvested) with the front of the house and back of the house staff will enable them to add value to the patrons dining experience. Some restaurants treat their chefs and waitstaff to trips to vineyards or farms where they source their wines, cheese or produce to give them greater appreciation
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for the food and where it was sourced. One English chef-owner notes that Taking chefs to meet suppliers often teaches them respect for the produce, which leads to minimal wastage -- saving your business money (Hussain, 2008). g. Cleaning/busing: Where part of the job for waitstaff is to interact with restaurant patrons, the objective of busing staff is to work unobtrusively and efficiently. Traditionally, plates are removed from the left. Depending on the restaurant establishment, plates may be removed once everyone at the table is finished (so as not to make the other guests feel rushed), although in busier restaurants with higher table turnover, it may make sense to clear dishes as individual diners finish, or at the request of the table. Additionally, where table turnover and efficient busing are important, setting goals for busing staff may help increase efficiency. One study showed that a goal setting memo combined with group feedback and graphing goal attainment helped to decrease busing times at tables and quality (done to managements requirements). Specifically, this three step process managed to cut the busing time by half (from over 5 minutes to approximately 2.5 minutes) (Amigo, Smith & Ludwig, 2008). h. Plan for disasters and train your staff accordingly: Any well-run business should have a disaster plan in place, and restaurants are no exception. When staff are trained, they should be advised of what to do in an emergency or disaster, who the person in charge would be and what specific role they would have in minimizing or containing any disaster. i. Job satisfaction & turnover: The importance of training restaurant employees and providing them with the skills to perform their job cannot be overstated. In an industry where turnover is quite high, not only is turnover bad for staff morale, but studies conducted in 2003 by the National Res-
taurant Association have priced the average cost of turnover for the restaurant industry anywhere from $ 1,800 to $6,500 per hourly employee (DiPietro & Milman, 2008, pp 247-48). By taking the time to train an employee properly from the beginning, some of the turnover can be reduced and lead to greater employee satisfaction. Also, it is important for management to create interest in employees and their training. Research has shown that top management support is important to an employees motivation to learn and to transfer training (Weyant, 2008, p. 15) 3. Additional considerations when training staff: a. Pay particular attention to teens and immigrants. Hiring and training these two categories of restaurant workers raise certain additional issues, such as: Teenage workers may not be able to serve alcohol (depending by state and local laws). While working in a restaurant is a timehonored first summer job for many teens, from managements perspective, it amounts to hiring individuals from an unskilled labor pool; individuals who may not yet have a developed work ethic. Depending on the age of the individual, certain labor laws may limit hours worked and tasks performed. Immigrants may face language barriers. Some large food service institutions provide English as a second language classes for non-native English speakers and/or training materials in other languages, as appropriate. b. New Restaurant Openings: Training staff for a new restaurant opening takes an additional effort to coordinate a new team to work together to make meal service seamless. Experts recommend starting to hire employees two months before
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opening and beginning training a few weeks ahead of the opening. As always, it is important to provide an orientation that emphasizes the philosophies, policies, and procedures that you want everyone to follow (Gunderson, 1996, p. 36). Also, it is important to run several dress rehearsal meal services for friends and family of the owner/management so that any unforeseen kinks can be worked out of the system. 4. Management Training: The continuing education of restaurant management is just as important as training the restaurant staff. Cross-training of staff allow restaurants to home grow future management. Some restaurants have formal programs to promote from within the organization. Continuing education such as assigning challenging restaurant-related projects or working on interpersonal skills allows managers to develop skills valuable to the restaurant. Such training has been found to be particularly effective when the managers have an immediate application of the material learned in their daily work followed by time for feedback, review and reflection.
3. Establish preventive measures with critical limits for each control point. 4. Establish procedures to monitor the critical control points. 5. Establish corrective actions to be taken when monitoring shows that a critical limit has not been met. 6. Establish procedures to verify that the system is working properly. 7. Establish effective recordkeeping to document the HACCP system. Frequently, states enact laws that require at least one person in a foodservice operation [to] be certified as having passed a food-safety training class such as the ServSafe program offered by the Chicago-based National Restaurant Association Educational Foundation (Hume, 2005, p. 85). The Food Allergen Labeling and Consumer Protection Act of 2004 (Public Law 108-282, Title II) requires labeling for major food allergens and the establishment of an oversight framework for food manufacturing (FDA, 2009b) While the law was enacted over 5 years ago, this is an area that may become subject to further regulation as the public and government become increasingly educated about the effects of food-related allergies. The Department of Labor Occupational Safety & Health Administration has a webpage designed to guide restaurant employers through the regulatory framework of employing individuals under the age of 18. See: http://www.osha.gov/SLTC/restaurant/standards.html The Work Opportunity Tax Credit which expires in August, 2011 gives employers a tax credit of up to $2,400 for employing individuals traditionally not con sidered, including welfare recipients (through August, 2011), disconnected youth and veterans (through 2010) (National Restaurant Association, 2010c).
Regulatory Environment
Generally, the main regulations in the United States that impact restaurants with respect to employee training are those that deal with food safety and are implemented on a state-by-state basis. Nevertheless, many states model their codes on the FDA Food Code which includes a voluntary, but highly recommended food handling process, Hazard Analysis & Critical Control Points (HACCP). HACCP is a process which establishes a system for handling food to prevent contamination. The seven principles are (U.S. Food and Drug Administration [FDA], 2009a): 1. Analyze hazards. 2. Identify critical control points.
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Established Standards & Guidelines
The National Restaurant Association Education Foundation: Offers six different training, certifying and credentialing programs, including: ProStart High School Program ManageFirst Program Leadership & Management Program ServSafe Food Safety Training ServSafe Alcohol Responsible Alcohol Training Foodservice Management Professional
References
Adams, R. (2008). Fast food and animal rights: An examination and assessment of the industrys response to social pressure. Business & Society Review (00453609), 113(3), 301-328. Retrieved February 17, 2010, from EBSCO Online Database Food Science Source. http://search.ebscohost. com/login.aspx?direct=true&db=fsr&AN=342115 31&site=ehost-live Amigo, S., Smith, A., & Ludwig, T. (2008). Using task clarification, goal setting, and feedback to decrease table busing times in a franchise pizza restaurant. Journal of Organizational Behavior Management, 28(3), 176-187. Retrieved May 17, 2010, from EBSCO Online Database Academic Search Complete. http://search.ebscohost.com/ login.aspx?direct=true&db=a9h&AN=34685063& site=ehost-live Bayless, M. (2001). Making safety a bottom-line priority. Gourmet Retailer, 22(12), 172. Retrieved May 19, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=57 27345&site=ehost-live Bayless, M. (2007). Is service teachable? Gourmet Retailer, 28(10), 62-63. Retrieved May, 19, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/login.asp x?direct=true&db=bth&AN=27045286&site=eh ost-live Berta, D. (2001). Companies make investment in employees by expanding training programs. Nations Restaurant News, 35(33), 6. Retrieved May 19, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=50 60493&site=ehost-live Berta, D. (2006). Operators turn to training to harness, enhance employees selling power. Nations Restaurant News, 40(21), 88-90. Retrieved May 20, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/ login.aspx?direct=true&db=bth&AN=20988070& site=ehost-live Berta, D. (2007). Quarterly Jeopardy competitions put fun and games back into training for Hospitality Holdings. Nations Restaurant News, 41(50), 20. Retrieved March 3, 2010, from EBSCO Online Database Business Source Complete. http://
Related Entities
Industry Associations and Non-Profits: Council of Hotel and Restaurant Trainers Federation of Dining Room Professionals International Food Safety Council National Restaurant Association National Restaurant Association Education Foundation Texas Restaurant Association Governmental Entities and NGOs Food Standards Agency (UK) National Institute for Occupational Safety and Health USDA Food & Nutrition Information Center (FNIC) US Department of Labor: Occupational Safety & Health Administration US Food and Drug Administration US Government Food Safety Website
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search.ebscohost.com/login.aspx?direct=true&db= bth&AN=28021602&site=ehost-live Biars, L. (2004). Operators must train their front-line employees to fight food safety battle. Nations Restaurant News, 38(22), 26-40. Retrieved March 3, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/ login.aspx?direct=true&db=bth&AN=13285068& site=ehost-live Bureau of Labor Statistics, U.S. Department of Labor. (2009, October). Incidence rates of nonfatal occupational injuries and illnesses by industry and case types, 2008. Retrieved May 26, 2010, from http://www.bls.gov/iif/oshwc/osh/os/ ostb2071.txt Byeong Yong, K. (2008). Mediated effects of customer orientation on customer relationship management performance. International Journal of Hospitality & Tourism Administration, 9(2), 192-218. Retrieved May 17, 2010, from EBSCO Online Database Academic Search Complete. http://search.ebscohost.com/login.aspx?direct=true &db=a9h&AN=33516449&site=ehost-live Dailey, P. (1999). An industry in training. Restaurants & Institutions, 109(14), 12. Retrieved May 19, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/ login.aspx?direct=true&db=bth&AN=1924445&si te=ehost-live DiPietro, R., & Milman, A. (2008). Retention factors of tipped hourly employees in the casual dining restaurant segment: Exploratory research in central Florida. International Journal of Hospitality & Tourism Administration, 9(3), 244-266. Retrieved May 13, 2010, from EBSCO Online Database Academic Search Complete. http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=34 435813&site=ehost-live E-Learning tracks training. (2005). Restaurants & Institutions, 115(2), 21. Retrieved March 3, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/login.aspx?direct =true&db=bth&AN=15876106&site=ehost-live Farr, J. (1999). Put your rules in writing. Restaurant Hospitality, 83(1), 38. Retrieved March 3, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/login.aspx?d irect=true&db=bth&AN=1459689&site=ehost-live Gatling, A. (2005). In casual-dining segment,
opportunities abound for frontline-leadership training. Nations Restaurant News, 38(31), 22-24. Retrieved March 3, 2010, from EBSCO Online Database Business Source Complete. http:// search.ebscohost.com/login.aspx?direct=true&db= bth&AN=17813462&site=ehost-live Goff, K. (2009). Customer appreciation. Sales & Service Excellence, 9(10), 12. Retrieved March 3, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/login.aspx?d irect=true&db=bth&AN=45107807&site=ehost-live GovTrack.us. (2010, May 28). S. 510: FDA food safety modernization act. Retrieved May 28, 2010, from http://www.govtrack.us/congress/bill. xpd?bill=s111-510 Gunderson, T. (1996). Observer: Staff training for a smooth start. Restaurant Hospitality, 80(6), 36. Retrieved March 3, 2010, from EBSCO Online Database Hospitality & Tourism Complete. http:// search.ebscohost.com/login.aspx?direct=true&db= hjh&AN=LRTI14383890&site=ehost-live Hernandez, J. (2001a). A recipe for food safety training. Restaurant Hospitality, 85(1), 86. Retrieved May 17, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=39 64054&site=ehost-live Hernandez, J. (2001b). Effective food safety training. Food Management, 36(12), 54. Retrieved May 19, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/ login.aspx?direct=true&db=bth&AN=5776859&si te=ehost-live Hume, S. (2005). Basics training. Restaurants & Institutions, 115(16), 85-86. Retrieved March 3, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/ login.aspx?direct=true&db=bth&AN=18125093& site=ehost-live Hussain, H. (2008). The art of persuasion. Caterer & Hotelkeeper, 198(4537), 50-51. Retrieved March 3, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/ login.aspx?direct=true&db=bth&AN=34062477& site=ehost-live Jennings, L. (2005). Learning to identify what customers want. Nations Restaurant News, 39(38), 138. Retrieved March 3, 2010, from EBSCO Online Database Business Source Complete.
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http://search.ebscohost.com/login.aspx?direct=true &db=bth&AN=18461066&site=ehost-live Knoblaugh, K. (2009). Prevalence of exposure to hidden/undeclared wheat. Journal of Foodservice Business Research, 12(2), 120-133. Retrieved May 12, 2010, from EBSCO Online Database Academic Search Complete. http://search.ebscohost. com/login.aspx?direct=true&db=a9h&AN=40830 855&site=ehost-live Liddle, A. (2003). Chains upgrade to online training, downgrade teaching expenses. Nations Restaurant News, 37(10), 62. Retrieved May 19, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/login.aspx?dire ct=true&db=bth&AN=9301129&site=ehost-live Mandabach, K., Blanch, G., Van Leeuwen, D., & Waters, H. (2006). Differences in the use, training, and effect on careers of technology between independent and chain foodservice managers. Journal of Culinary Science & Technology, 5(1), 5-18. Retrieved May 17, 2010, from EBSCO Online Database Academic Search Complete. http:// search.ebscohost.com/login.aspx?direct=true&db= a9h&AN=25002221&site=ehost-live Mandabach, K., Ellsworth, A., VanLeeuwen, D., Blanch, G., & Waters, H. (2005). Restaurant managers knowledge of food allergies: A comparison of differences by chain or independent affiliation, type of service and size. Journal of Culinary Science & Technology, 4(2/3), 63-77. Retrieved May 17, 2010, from EBSCO Online Database Academic Search Complete. http://search.ebscohost. com/login.aspx?direct=true&db=a9h&AN=23873 649&site=ehost-live Mann, J. (2004). Put numbers on your handwashing standards. Food Management, 39(7), 81-84. Retrieved May 20, 2010, from EBSCO Online Database Business Source Complete. http:// search.ebscohost.com/login.aspx?direct=true&db= bth&AN=14175754&site=ehost-live Matsumoto, J. (2001). Talking points: Englishas-a-second-language training smoothes communication in the kitchen and beyond. Restaurants & Institutions, 111(26), 77. Retrieved March 3, 2010, from EBSCO Online Database Hospitality & Tourism Complete. http://search.ebscohost. com/login.aspx?direct=true&db=hjh&AN=COMP 64975221&site=ehost-live Morrison, M. (2008). Cater to their pain points. B
to B, 93(9), 21-1NULL. Retrieved May 19, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/login.asp x?direct=true&db=bth&AN=33280908&site=eh ost-live National Institutes of Health, U.S. Department of Health and Human Services. (2007, June 3). Report of the NIH expert panel on food allergy research. Retrieved May 26, 2010, from http:// www.niaid.nih.gov/topics/foodallergy/research/ pages/reportfoodallergy.aspx National Restaurant Association. (2010a). Food allergies: Serving guests with food allergies. Retrieved May 26, 2010, from http://www.restaurant.org/foodhealthyliving/safety/allergies/ National Restaurant Association. (2010b). Research & insights: Facts at a glance. Retrieved May 12, 2010, from http://www.nationalrestaurantassociation.org/research/facts/ National Restaurant Association. (2010c). Public policy issue briefs: Work opportunity tax credit. Retrieved May 25, 2010, from http://www.nationalrestaurantassociation.org/advocacy/issues/ issue/?Issue=wotc National Restaurant Association. (2010d). Research & insights: Facts at a glance. Retrieved May 12, 2010, from http://www.restaurant.org/research/facts/ Noetzel, E. (2010). Staffing for success. Chef Magazine, 54(1), 9. Retrieved March 3, 2010, from EBSCO Online Database Hospitality & Tourism Complete. http://search.ebscohost.com/login.asp x?direct=true&db=hjh&AN=47786073&site=eh ost-live Raphael, T. (2002). Its all in the cards. Workforce, 81(9), 18. Retrieved May 19, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/login.aspx?direct=true &db=bth&AN=7335670&site=ehost-live Regular training. (2005). Restaurants & Institutions, 115(20), 22. Retrieved March 3, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/login.aspx?dire ct=true&db=bth&AN=18777638&site=ehost-live Riell, H. (2002). How technology is pitching in: Food safety training. FoodService Director, 15(8), 98. Retrieved May 19, 2010, from EBSCO Online Database Business Source Complete. http:// search.ebscohost.com/login.aspx?direct=true&db= bth&AN=7243863&site=ehost-live
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Ross, S. (2006). Beyond ya want fries with that? Restaurant Hospitality, 90(8), 28. Retrieved March 3, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=22 045630&site=ehost-live Ruggless, R. (2000). Education, training is beneficial to employees knowing it all about industry. Nations Restaurant News, 34(42), 80. Retrieved May 19, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=37 00695&site=ehost-live Sanford, J. (2005). Game plan for hiring. Restaurant Hospitality, 89(10), 64-68. Retrieved March 3, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/ login.aspx?direct=true&db=bth&AN=18583070& site=ehost-live Schilling, B. (2008). Training with technology. FoodService Director, 21(10), 68-70. Retrieved May 21, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/ login.aspx?direct=true&db=bth&AN=34719756& site=ehost-live Sheridan, M. (2004, September). Insurance policy. Restaurants & Institutions, 93-94. Retrieved May 19, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/ login.aspx?direct=true&db=bth&AN=20904510& site=ehost-live Sheridan, M., & Perlik, A. (2001). 2001 Top 100 for leading independent operators, an investment in training yields rich returns. Restaurants & Institutions, 111(9), 69. Retrieved March 3, 2010, from EBSCO Online Database Hospitality & Tourism Complete. http://search.ebscohost. com/login.aspx?direct=true&db=hjh&AN=CRN L14430273&site=ehost-live Simos, P. (2007). Delivering personalized service. Restaurant Hospitality, 91(9), 24. Retrieved March 3, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/ login.aspx?direct=true&db=bth&AN=26754377& site=ehost-live Simos, P., & Krummert, B. (2005). How servers should speak to guests. Restaurant Hospitality, 89(6), 34. Retrieved March 3, 2010, from EBSCO Online Database Business Source
Complete. http://search.ebscohost.com/login.asp x?direct=true&db=bth&AN=17413088&site=eh ost-live Stephenson, S. (1994). Disaster training. Restaurants & Institutions, 104(22), 104. Retrieved March 3, 12010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/ login.aspx?direct=true&db=bth&AN=9501302508 &site=ehost-live Sullivan, J. (2007). Penny-wise strategies for hiring, training and retaining staff lead to same-store sales gains. Nations Restaurant News, 41(36), 18-56. Retrieved May 20, 2010, from EBSCO Online Database Business Source Complete. http:// search.ebscohost.com/login.aspx?direct=true&db= bth&AN=26626441&site=ehost-live Tews, M., & Tracey, J. (2008). An empirical examination of posttraining on-the-job supplements for enhancing the effectiveness of interpersonal skills training. Personnel Psychology, 61(2), 375-401. Retrieved May 17, 2010, from EBSCO Online Database Education Research Complete. http:// search.ebscohost.com/login.aspx?direct=true&db= ehh&AN=32000140&site=ehost-live Tsai, J. (2009). Chinese immigrant restaurant workers injury and illness experiences. Archives of Environmental & Occupational Health, 64(2), 107-114. Retrieved May 12, 2010, from EBSCO Online Database Academic Search Complete. http://search.ebscohost.com/login.aspx?direct=true &db=a9h&AN=38221289&site=ehost-live United States Department of Labor, Occupational Safety & Health Administration. (2009, November 16). Restaurant safety for teen workers: Standards. Retrieved May 28, 2010, from http:// www.osha.gov/SLTC/restaurant/standards.html US Food and Drug Administration. (2009a, May 29). Chapter 1 - Introduction for managing food safety: A manual for the voluntary use of HACCP principles for operators of food service and retail establishments. Retrieved May 28, 2010, from http://www.fda.gov/Food/FoodSafety/ RetailFoodProtection/ManagingFoodSafetyHACCPPrinciples/Operators/ucm077964.htm US Food and Drug Administration. (2009b, August 21). Food Allergen Labeling and Consumer Protection Act of 2004 (Public Law 108-282, Title II). Retrieved May 28, 2010, from http://www.fda. gov/Food/LabelingNutrition/FoodAllergensLabel-
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ing/GuidanceComplianceRegulatoryInformation/ ucm106187.htm Walkup, C. (1999). Good training is critical to retaining qualified foodservice employees. Nations Restaurant News, 33(24), 88. Retrieved May 19, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/ login.aspx?direct=true&db=bth&AN=2027658&si te=ehost-live Weyant, L. (2009). The role of job satisfaction within the full-service casual restaurant industry. Journal of Business, Society & Government, 79-89. Retrieved May 12, 2010, from EBSCO Online Database Business Source Complete. http:// search.ebscohost.com/login.aspx?direct=true&db= bth&AN=43020681&site=ehost-live Weyant, L. (2008). The role of workplace learning within the full-service restaurant industry. Proceedings of the Business, Society & Government Consortium of the Midwest Business Administration Association, 7-26. Retrieved May 17, 2010, from EBSCO Online Database Business Source Complete. http://search.ebscohost.com/login.asp x?direct=true&db=bth&AN=34856723&site=eh ost-live With proper food safety tools: Priming f/s workers. (2001). FoodService Director, 14(11), 93. Retrieved May 21, 2010, from EBSCO Online Database Business Source Complete. http:// search.ebscohost.com/login.aspx?direct=true&db= bth&AN=5783494&site=ehost-live
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Food Industry Watch