Download Costas Katsigris and Chris Thomas

THE BAR AND BEVERAGE BOOK
Fifth Edition
Costas Katsigris and Chris Thomas
© 2011 John Wiley and Sons, Inc.
All Rights Reserved
CHAPTER 12
EMPLOYEE MANAGEMENT
© 2011 John Wiley and Sons, Inc.
All Rights Reserved
THIS CHAPTER WILL HELP YOU
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Become familiar with the types of jobs in the beverage industry.
Write job descriptions and interview applicants.
Develop effective training programs.
Schedule personnel to meet daily needs.
Supervise employees to avoid legal pitfalls.
Meet federal and state compensation and record-keeping
requirements.
• Figure wage and overtime amounts for various methods of payment.
• Understand the laws about tips and tip reporting.
• Decide which employee
benefits to offer.
© 2011 John Wiley and Sons, Inc.
All Rights Reserved
STAFF POSITIONS
• The bartender’s primary function is to mix and
serve drinks for patrons at the bar and/or to
pour drinks for table customers served by
waiters or waitresses.
• In a high-volume bar, often referred to as a
speed bar, the ability to work quickly and
under pressure is essential.
© 2011 John Wiley and Sons, Inc.
All Rights Reserved
STAFF POSITIONS
– A barback typically relieves the bartender of all
chores except pouring the drinks and handling the
customers and the cash register.
– The barback is also a runner or “go-fer” who “goes
for” liquors, beers, wines, and other supplies as
needed by the bartender.
– Beverage service at tables is handled by waiters or
waitresses, a group collectively referred to as
servers.
© 2011 John Wiley and Sons, Inc.
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THE WINE STEWARD OR SOMMELIER
• The wine steward (also called the cellarmaster,
winemaster, wine captain, or wine waiter)
– Presents the wine list at the table.
– Makes recommendations.
– Discusses wines with customers.
– Takes care of serving the wines.
• A traditional symbol is a tasting cup called a tastevin
that hangs from their neck on a cord or ribbon, a cellar
key, and sometimes a leather apron.
© 2011 John Wiley and Sons, Inc.
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SECURITY POSITIONS
• This person keeps order, asks for I.D., enforces
dress codes, and collects cover charges.
– The cover charge is a fee for admittance to the
bar.
• Security needs may also call for hiring
bouncers, individuals whose job it is to protect
both bar patrons and employees from unruly
behavior.
© 2011 John Wiley and Sons, Inc.
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BEVERAGE MANAGEMENT
POSITIONS
• A beverage steward is a person in charge of all
wine and liquor purchasing, storage, receiving,
requisitioning, and inventory control.
– In very large operations the beverage steward may
work for the beverage manager or beverage
director.
• In some large organizations responsibility for food-andbeverage service is combined into one position called
the food-and-beverage director.
© 2011 John Wiley and Sons, Inc.
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DEVELOPING JOB DESCRIPTIONS
• To develop a job analysis.
– First the task analysis lists each small task
performed as part of a particular job: its purpose,
how it is done, and what equipment and skills are
required to do it.
– Then the job specifications are written. This list
identifies the knowledge, skills, and/or abilities a
person must have.
© 2011 John Wiley and Sons, Inc.
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HIRING AND SCHEDULING
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Planning a Staff Schedule
The Job Interview
Undocumented Employees
The I-9 Form
– This is the federal Employment Eligibility
Verification form that lists the correct documents
used to establish identity and eligibility to work in
the United States.
© 2011 John Wiley and Sons, Inc.
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TRAINING THE STAFF
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The Use of Uniforms
Bartender Training
Sales Training
Training in Beverage Laws
Learning from Employee Turnover
© 2011 John Wiley and Sons, Inc.
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LABOR AND EMPLOYMENT LAWS
• Managers and supervisors should be trained
to spot potential problems and to act in ways
that reduce their employers’ exposure to legal
action.
– BNA Communications, Inc., of Rockville, Maryland,
a company that conducts corporate training for
managers, has created “10 Rules for Workplace
Liability.”
© 2011 John Wiley and Sons, Inc.
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AN OVERVIEW OF LABOR AND
EMPLOYMENT LAWS
• U.S. major federal labor and employment laws
are most frequently implicated in court
actions.
• Many states have passed their own similar
legislation about these topics that in some
cases is more restrictive.
© 2011 John Wiley and Sons, Inc.
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COMPENSATION AND BENEFITS
• Methods of Compensation and Rates of Pay
• Federal Minimum-Wage Requirements
– A special provision of the FSLA concerns wages of
tipped employees.
– The employer may consider the tips part of that
person’s salary, allowing for a tip credit. However,
if an individual’s tips plus wages amount to less
than the minimum wage in any workweek, the
employer must make up the difference.
© 2011 John Wiley and Sons, Inc.
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FEDERAL MINIMUM-WAGE
REQUIREMENTS
• The FLSA was amended to add a lower,
subminimum wage for employees under age
20 during their first 90 consecutive calendar
days on the job.
– The subminimum wage may also apply to full-time
students in the workplace, some apprentice and
trainee jobs, and individuals whose productivity is
limited by a physical or mental disability.
© 2011 John Wiley and Sons, Inc.
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DEFINING THE WORKWEEK
– The FLSA also requires that minimum wage be
computed on the basis of a workweek, whether
the employee is paid weekly, biweekly, monthly,
or at some other interval.
– A workweek is defined as a fixed and regularly
recurring period of 168 hours: seven consecutive
24-hour periods, beginning any day of the week at
any hour of the day.
© 2011 John Wiley and Sons, Inc.
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TIP POOLING
• The FLSA specifies that all tips belong to
employees.
– The employer cannot claim any part of the tip
money for the business.
– However the employer may require tip pooling.
• This is when servers or bartenders “tip out,” or share a
percentage of their tips with barbacks, busboys, and
other service staff who have direct contact with guest
they are part of the “team” but generally do not receive
tips.
© 2011 John Wiley and Sons, Inc.
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OTHER CHARGES
• Supervisors as Exempt Employees
– The FLSA exempts supervisors, managers,
administrators, and executives from minimumwage requirements.
– They are called exempt employees, while those
covered by the act are called nonexempt
employees.
© 2011 John Wiley and Sons, Inc.
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CALCULATING REGULAR AND
OVERTIME PAY
• The FLSA requires that employees receive
overtime pay for any time over 40 hours
worked in one workweek.
– The regular rate for figuring overtime is always an
hourly rate.
• A week’s pay includes all remuneration: wages or
salary, commissions, attendance bonuses, production
bonuses, shift differentials, and tips credited as part of
a worker’s wages (the tip credit).
© 2011 John Wiley and Sons, Inc.
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CONTRACT LABOR
• Sometimes people are hired seasonally, on a
part-time basis, or as consultants to help with
a particular project.
– They will not be covered by the standard
employee benefits and no taxes or Social Security
will be deducted from their paychecks.
– These people may refer to themselves as contract
labor, freelancers, consultants, or independent
contractors.
© 2011 John Wiley and Sons, Inc.
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PAYROLL TAXES, BENEFITS, AND
PERQUISITES
• In addition to wages and salaries two other
forms of compensation add to labor costs:
payroll taxes and fringe benefits.
– Some enterprises reimburse their management
employees for job-related expenses.
• Benefits that are related to specific jobs or job levels
are known as perquisites, or perks for short.
• The term fringe benefit refers to any tangible or
significant compensation other than wages.
© 2011 John Wiley and Sons, Inc.
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OTHER TYPES OF RECORDS
• Employers also keep information and
withholding records or state insurance and tax
programs, and must file state returns and
make the required payments.
– Each employee must be given a year-end
statement, which is called a W-2 form, of the total
wages or salary paid, deductions for the year, and
tips reported.
© 2011 John Wiley and Sons, Inc.
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SUMMING UP
– This chapter offers an overview of labor laws,
federal wage and hour laws and payroll taxes, and
a summary of the most common benefits offered
by bars and restaurants.
– This chapter introduces sales per labor hour
(S/LH), a measurement of how much labor cost is
being expended to achieve the sales for a
particular time period.
© 2011 John Wiley and Sons, Inc.
All Rights Reserved