a restaurant team & behavioral risk training<br />   adapted by and for emerging adults (ages 16-25)  <br />        with a...
Organizational Wellness & Learning Systems<br />First workplace workshop 1984<br />Incorporated 2002<br />Over $3 Million ...
Objectives<br />List multiple reasons for enhancing young worker health/resilience in restaurant industry<br />Identify co...
Relevance to NRA Strategy<br />
Emerging Adulthood(we are all emerging adults)<br />
Ten Reasons why I am talking to you<br />Industry is the  greatest gateway to career for emerging adults (EA)<br />EA heal...
Why are we here?<br />50% of all adults have worked in the restaurant industry: first job for 32% (NRA 2008)<br />Shifts i...
Prevention is one answer to the health care crisis<br />
Sample Exercise<br />
Best Coworker Exercise<br />
Step 1<br />What are the characteristics of your best <br />    co-worker?<br />?<br />What would they say?<br />
BCE typical responses<br /><ul><li>Funny
On-time
Helpful
Attractive
Doesn’t freak-out
Clean as they go
Easy-going
Team-player
Good listener
Open-minded
Chill
Knowledgeable
Understanding
Focused
Calm
Self-sufficient
Put stuff back where it goes
Full-hands in, full-hands out
Non-smoker
Tolerant
Notices when others are in trouble
Hot
Organized</li></li></ul><li>Step 2<br />?<br />What are the core qualities of resilience?<br />?<br />?<br />?<br />?<br />
Step 3<br /><br />Review the best coworker list mapped on to resilient qualities;<br />What do you see?<br /><br /><br ...
BCE to 5C mapping(open up/connect)<br />CenteringCommunity  Compassion  Confidence  Commitment<br />Funny<br />On-time<br ...
BCE to 5C mapping(helpful/unhelpful)<br />Centering  Community  Compassion  Confidence  Commitment<br />Funny<br />On-time...
BCE to 5C mapping(who has all of these?)<br />Centering   Community  Compassion  Confidence  Commitment<br />Full-hands in...
BCE to 5C mapping(can one person?)<br />Centering   Community  Compassion  Confidence  Commitment<br />Funny<br />On-time<...
BCE to 5C mapping(only the team can)<br />Centering   Community  Compassion  Confidence  Commitment<br />Funny<br />On-tim...
Training Background<br />
Team Awareness adapted to Team Resilience<br />A strengths-based, positive, <br />team, productivity, approach…<br />     ...
New focus (400+ hours interviews)<br />	focus on emerging adults and the restaurant as a great place to learn<br />	life s...
1994-2002<br />History<br />CHART / NRA<br />Focus groups<br />(2005; 2006)<br />400+ hours of<br />interviews<br />Team<b...
manager stories<br />Manager A: “I had one employee, he was having heroin problems. He was a great kid, and just caught up...
employee stories<br />     Employee A: “ This restaurant is ‘my safe place.’ It is one place in my life I can go where I d...
Team Resilience<br />The Program<br />
TR’s Core Concepts<br />Restaurant work can help you with the journey…<br />Your team, and the choices you make are import...
TR’s Core Components<br />
TR’s Core Components (Modular)<br /><ul><li>Coaching,  Counseling, Discipline
Tolerate versus Respond to troubled ee
Review EAP referral
Heart-Centered Leadership</li></ul>Three 2-hour modules<br />spaced apart<br />
TR’s Core Components<br /><ul><li>Self-awareness
Many team exercises
Competitive Game
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Team Resilience for Emerging Adults in Restaurant Settings (National Restaurant Association)-January 28 (Anaheim)

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Presentation on the training and findings of a unique training to help build wellness skills for young restaurant workers. Bennett, J.B. (2010, January). Program was Presentation to the Human Resources &amp; Risk and Safety Managers Executive Study Group Meeting of the National Restaurant Association (Anaheim, CA).

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  • [relevance for hospitality management – therefore trainers as a possible addition to their current training focus]
  • We’re going to do a quick exercise that was developed by OWLS with enormous input from a long time trainer and CHART member, Donna Rynda, which is a great way to introduce the concept of Resilience.
  • What we’d like you to do is think of a coworker you most enjoy working with. Write down five attributes or characteristics – little things or big things – that make you want to work with them. This can be from your current job or back when you worked in a restaurant or hotel. (wait a few minutes).Who’d like to share just one of their attributes? [take about three or four examples – talk about each one – relate it to emerging adults: good or bad… (NEXT)
  • Here is a list of what we might get in the field. These are fairly typical. Notice funny, attractive and hot… these are ALWAYS on the list! It takes some time to get passed these. When we do, we get attributes like: understanding, good listener, and team-player.[talk about this happens – then how the 5Cs are introduced “which we won’t do here – rather, discuss as we go”]
  • Centering – [define it – then talk about what the exercise is all about: (the little parenthetical above)]
  • [same instructions as last slide – (note parenthetical)]
  • [same]
  • [same]
  • [same]
  • We’re going to do a quick exercise that was developed by OWLS with enormous input from a long time trainer and CHART member, Donna Rynda, which is a great way to introduce the concept of Resilience.
  • [more detailed discussion of TR as adapted from tried and true, TA… name 5Cs and define resilience again]
  • [introduce and answer questions]
  • [introduce and answer questions]
  • [introduce and answer questions]
  • [introduce and answer questions]
  • [introduce and answer questions]
  • [selling the capabilities of the program and the motivations behind creating it]
  • [focus on fun and entertainment as well as professional – then shift to reminders of 50% of all adult workers, the potential to effect a societal shift through workplace intervention with young adults in need of healthy coping skills]
  • We’re going to do a quick exercise that was developed by OWLS with enormous input from a long time trainer and CHART member, Donna Rynda, which is a great way to introduce the concept of Resilience.
  • We’re going to do a quick exercise that was developed by OWLS with enormous input from a long time trainer and CHART member, Donna Rynda, which is a great way to introduce the concept of Resilience.
  • Team Resilience for Emerging Adults in Restaurant Settings (National Restaurant Association)-January 28 (Anaheim)

    1. 1. a restaurant team & behavioral risk training<br /> adapted by and for emerging adults (ages 16-25) <br /> with assistance from the NRA<br />TEAM RESILIENCE<br />Dr. Joel Bennett<br />Organizational Wellness &<br />Learning Systems (OWLS)<br />
    2. 2. Organizational Wellness & Learning Systems<br />First workplace workshop 1984<br />Incorporated 2002<br />Over $3 Million in R & D<br />Patents pending<br />Served over 10,000 employees<br />1st National evidence-based model for risk reduction at work<br />Recognition as leader in workplace wellness<br />Prevention for US National Guard<br />www.organizationalwellness.com<br />OWLS<br />
    3. 3. Objectives<br />List multiple reasons for enhancing young worker health/resilience in restaurant industry<br />Identify core components of Team Resilience and how training is effective<br />Be able to use simple exercises to build team resilience<br />
    4. 4. Relevance to NRA Strategy<br />
    5. 5. Emerging Adulthood(we are all emerging adults)<br />
    6. 6. Ten Reasons why I am talking to you<br />Industry is the greatest gateway to career for emerging adults (EA)<br />EA health now impacts public health later (lost opportunity)<br />Restaurant EA more vulnerable to alcohol or drug (AOD) and depression than any other industry/age combination<br />EAs are literally “saved” by good restaurant work (‘safe place’)<br />Managers spend time dealing with health/AOD/MH issues<br />Health issues key driver of turnover & productivity<br />Health issues are preventable with proven wellness ROI<br />Dealing with them also enhances climate and career stigma<br />Resilience is relevant to EA and social capital of your staff<br />I want to know how can we make the future different?<br />
    7. 7. Why are we here?<br />50% of all adults have worked in the restaurant industry: first job for 32% (NRA 2008)<br />Shifts in social mores delay adulthood – an emerging adult paradigm. (Jeff Arnett)<br />EAs engage in more & riskier exploration,<br />Exhibiting new pressures and new concerns.<br />Restaurant (hospitality) industry at highest risk overall, creating significant challenges for emerging adults and their managers.<br />
    8. 8. Prevention is one answer to the health care crisis<br />
    9. 9. Sample Exercise<br />
    10. 10. Best Coworker Exercise<br />
    11. 11. Step 1<br />What are the characteristics of your best <br /> co-worker?<br />?<br />What would they say?<br />
    12. 12. BCE typical responses<br /><ul><li>Funny
    13. 13. On-time
    14. 14. Helpful
    15. 15. Attractive
    16. 16. Doesn’t freak-out
    17. 17. Clean as they go
    18. 18. Easy-going
    19. 19. Team-player
    20. 20. Good listener
    21. 21. Open-minded
    22. 22. Chill
    23. 23. Knowledgeable
    24. 24. Understanding
    25. 25. Focused
    26. 26. Calm
    27. 27. Self-sufficient
    28. 28. Put stuff back where it goes
    29. 29. Full-hands in, full-hands out
    30. 30. Non-smoker
    31. 31. Tolerant
    32. 32. Notices when others are in trouble
    33. 33. Hot
    34. 34. Organized</li></li></ul><li>Step 2<br />?<br />What are the core qualities of resilience?<br />?<br />?<br />?<br />?<br />
    35. 35.
    36. 36. Step 3<br /><br />Review the best coworker list mapped on to resilient qualities;<br />What do you see?<br /><br /><br /><br /><br />
    37. 37. BCE to 5C mapping(open up/connect)<br />CenteringCommunity Compassion Confidence Commitment<br />Funny<br />On-time<br />Helpful<br />Attractive<br />Doesn’t freak-out<br />Clean as they go<br />Easy-going<br />Team-player<br />Full-hands in, full-hands out<br />Non-smoker<br />Tolerant <br />Notices when others are in trouble<br />Hot<br />Organized<br />Good listener<br />Open-minded<br />Chill<br />Knowledgeable <br />Understanding<br />Focused<br />Calm<br />Self-sufficient<br />Put stuff back where it goes<br />
    38. 38. BCE to 5C mapping(helpful/unhelpful)<br />Centering Community Compassion Confidence Commitment<br />Funny<br />On-time<br />Helpful<br />Attractive<br />Doesn’t freak-out<br />Clean as they go<br />Easy-going<br />Team-player<br />Full-hands in, full-hands out<br />Non-smoker<br />Tolerant <br />Notices when others are in trouble<br />Hot<br />Organized<br />Good listener<br />Open-minded<br />Chill<br />Knowledgeable <br />Understanding<br />Focused<br />Calm<br />Self-sufficient<br />Put stuff back where it goes<br />
    39. 39. BCE to 5C mapping(who has all of these?)<br />Centering Community Compassion Confidence Commitment<br />Full-hands in, full-hands out<br />Non-smoker<br />Tolerant <br />Notices when others are in trouble<br />Hot<br />Organized<br />Funny<br />On-time<br />Helpful<br />Attractive<br />Doesn’t freak-out<br />Clean as they go<br />Easy-going<br />Team-player<br />Good listener<br />Open-minded<br />Chill<br />Knowledgeable <br />Understanding<br />Focused<br />Calm<br />Self-sufficient<br />Put stuff back where it goes<br />
    40. 40. BCE to 5C mapping(can one person?)<br />Centering Community Compassion Confidence Commitment<br />Funny<br />On-time<br />Helpful<br />Attractive<br />Doesn’t freak-out<br />Clean as they go<br />Easy-going<br />Team-player<br />Full-hands in, full-hands out<br />Non-smoker<br />Tolerant <br />Notices when others are in trouble<br />Hot<br />Organized<br />Good listener<br />Open-minded<br />Chill<br />Knowledgeable <br />Understanding<br />Focused<br />Calm<br />Self-sufficient<br />Put stuff back where it goes<br />
    41. 41. BCE to 5C mapping(only the team can)<br />Centering Community Compassion Confidence Commitment<br />Funny<br />On-time<br />Helpful<br />Attractive<br />Doesn’t freak-out<br />Clean as they go<br />Easy-going<br />Team-player<br />Full-hands in, full-hands out<br />Non-smoker<br />Tolerant <br />Notices when others are in trouble<br />Hot<br />Organized<br />Good listener<br />Open-minded<br />Chill<br />Knowledgeable <br />Understanding<br />Focused<br />Calm<br />Self-sufficient<br />Put stuff back where it goes<br />
    42. 42. Training Background<br />
    43. 43. Team Awareness adapted to Team Resilience<br />A strengths-based, positive, <br />team, productivity, approach…<br /> already proven to work!<br />Team<br />Awareness<br />
    44. 44. New focus (400+ hours interviews)<br /> focus on emerging adults and the restaurant as a great place to learn<br /> life skills (resilience)<br />
    45. 45. 1994-2002<br />History<br />CHART / NRA<br />Focus groups<br />(2005; 2006)<br />400+ hours of<br />interviews<br />Team<br />Awareness<br />Share &<br />Disseminate<br />
    46. 46. manager stories<br />Manager A: “I had one employee, he was having heroin problems. He was a great kid, and just caught up with this as a major issue. I wish I had the ability to get him to help himself.”<br />Manager B:“A coworker threatened suicide… let emtalk about what was on their mind. I got them to an isolated area to hear them out. Then I called a friend who gave me the number to a suicide hotline to talk to her and calm her down. Maybe we need a little more knowledge on stress and suicide.”<br />Manager C: “ I used to tell my servers: ‘What you do on your own time is none of my business…’ Those days are gone, they bring in many problems that I can no longer afford to ignore.”<br />
    47. 47. employee stories<br /> Employee A: “ This restaurant is ‘my safe place.’ It is one place in my life I can go where I don’t have to deal with all the craziness in my life.<br /> Employee B: “ Working as a server has taught me a lot about people, how to handle people, how to be more compassionate…”<br />
    48. 48. Team Resilience<br />The Program<br />
    49. 49. TR’s Core Concepts<br />Restaurant work can help you with the journey…<br />Your team, and the choices you make are important<br />Map<br />Life (EA) is a journey<br />Terrain<br />(Compass)<br />Destination<br />
    50. 50. TR’s Core Components<br />
    51. 51. TR’s Core Components (Modular)<br /><ul><li>Coaching, Counseling, Discipline
    52. 52. Tolerate versus Respond to troubled ee
    53. 53. Review EAP referral
    54. 54. Heart-Centered Leadership</li></ul>Three 2-hour modules<br />spaced apart<br />
    55. 55. TR’s Core Components<br /><ul><li>Self-awareness
    56. 56. Many team exercises
    57. 57. Competitive Game
    58. 58. Communication
    59. 59. Peer Referral
    60. 60. EAP component</li></ul>Three 2-hour sessions<br />Nine (9) modules<br />
    61. 61. TR’s Core Components<br /><ul><li>Peer nominated
    62. 62. Motivational interviewing
    63. 63. Coaching
    64. 64. EAP referral</li></li></ul><li>TR’s adaptive strategy<br />Flexible program delivery (modular)<br />Professional facilitator –or– train-the-trainer<br />Full training –or– specific components<br />Presentation-centered –or– game-centered<br />Add to any competency training <br />TR designed to enhance (not replace) current training programs<br />Brief exercises can be used to promote team communication while educating on behavior-risk & stress mgmt<br />Social marketing orientation<br />Quick, shareable facts for dissemination<br />Leave-behinds geared to promote learning/sharing<br />Fun and relevant gaming and transfer of training<br />
    65. 65. Team Resilience<br />Posters, cards, <br />game board<br />GET<br />HELP<br />
    66. 66. Percent Agreeing of 188 young workers in 14 stores<br />
    67. 67. <ul><li> 28 restaurants
    68. 68. random assignment
    69. 69. 14 experimental
    70. 70. pre-, 6, 12 months</li></ul>Research<br />
    71. 71. Team Resilience* (work climate)Predicts Outcomes 12 months later<br />Stores with lower resilience<br />were more likely to have workers who missed full work days (29%) and took others tips (7%) than stores<br />with higher team resilience (20% and 2%, respectively).<br />Climate now predicts loss outcomes later, independent<br />turnover.<br />%<br />reporting<br />* SAMPLE ITEMS: Work well together; help each other; deal with problems together; welcome new-hires; have fun; future of store looks promising<br />
    72. 72. Alcohol Use<br />Recurrent Binge Drinking b<br />Any Binge Drinking a<br />Team Resilience Control<br />[b] 5+ drinks FIVE times a month<br />[a] 5 or more drinks on a single occasion<br />
    73. 73. Alcohol Impacts Work<br />Work-Related Problem Drinking a<br />[a] going to work with a hangover, missing work or calling in sick because of a hangover, <br /> working while under the influence of alcohol, and generally not working as well or as long <br /> (e.g., taking longer than usual breaks or lunches) because of alcohol use. <br />
    74. 74. Stress Away from Work (4-items)<br /><ul><li>Personal lack of direction or bothered by thoughts of where I am headed in life
    75. 75. Personal problems with money (not enough, difficulty budgeting)
    76. 76. Difficulty managing my time (work, family, school, other)
    77. 77. Problems with boyfriend, girlfriend, spouse (like fights, arguments)</li></ul>Personal Stress<br />
    78. 78. Stressors at Work (4-items)<br /><ul><li>Problems with coworkers (lazy, bring problems to work, rude, not responsible)
    79. 79. Inconsistent managers
    80. 80. Problems between people at work (bicker, argue, rude)
    81. 81. People at work do hostile or illegal behaviors (stealing, fights, vandalism, bullying)</li></ul>Exposure to Problem Co-workers<br />
    82. 82. Pre-training<br />12 Months<br />Communication (% agree)<br />FOH<br />BOH<br />FOH<br />BOH<br />At this restaurant, workers in front-of-<br />house communicate <br />well together<br />At this restaurant, workers in back-of-<br />house communicate <br />well together<br />
    83. 83. FAQS<br />Universal: TR is not ONLY for the young adult; anyone can play<br />Adapt: The program is “long” so looking to modularize<br />Need your help: Research allows us to know what is possible; transfer of technology requires collaboration to adapt<br />Bottom-line: This is not about substance abuse or risk; it is about improving the industry (globally) and productivity (locally)<br />
    84. 84. Manager Cognitive Map<br />Sample Exercise<br />
    85. 85. Tolerate or Respond?<br />When faced with a difficult worker:<br /> &gt; What factors lead you to respond? <br />&gt; What factors lead you to tolerate?<br />Respond (verb): do something, say something, solve the problem, <br />address the situation<br />Tolerate (verb): <br />ignore, minimize, rationalize, <br />avoid, justify, withdraw<br />
    86. 86. Flip Chart<br />
    87. 87. Employee<br />Incident<br />Standards<br />Does it fall below?<br />How do I (we)<br />uphold?<br />Are they aware?<br />What do they know?<br />What do they hide?<br />TASK<br />TASK<br />concerns<br />Do Something<br />Others<br />Perceptions<br />Manager<br />Response<br />What message<br />do I send?<br />Do Nothing<br /> (1) Labor (Am I short-handed?)<br /> (2) Competency (Who has been trained to do the job?)<br /> (3) Customer Service (Are we getting any complaints?)<br />CONCERNS:<br />Perception<br />
    88. 88. Employee<br />Incident<br />
    89. 89. Liquor costs up<br />Guest complaints<br />Insubordination<br />-- always late --<br />Data<br />Verbal<br />Others<br />Perceptions<br />So and so is <br />drunk or high<br />Training?<br />Experienced?<br />Employee<br />Incident<br />You need me…<br />can’t fire me!<br />Do Something<br />Manager<br />Response<br />Do Nothing<br />
    90. 90. Standards<br />
    91. 91. What can we<br />get away with?<br />Employee<br />Incident<br />Who (manager)<br />is working<br />tonight?<br />You need me…<br />can’t fire me!<br />TESTING<br />LIMITS<br />So-N-So<br />Good Worker?<br />Relationship to Others?<br />Are they friend or <br />enemy to reporter?<br />Standards<br />Do Something<br />Manager<br />Response<br />Do Nothing<br />Who do I trust?<br />
    92. 92. Other Managers<br />May not agree <br />w/standards<br />Different Training<br />Inconsistent Interpretation<br />Who (manager)<br />is working<br />tonight?<br />Inconsistent Application<br />What can we<br />get away with?<br />Who do I ask?<br />What are other <br />Managers <br />doing?<br />How much<br />effort to resolve<br />issue?<br />Standards<br />How do I (we)<br />uphold?<br />Perception<br />Manager<br />Response<br />
    93. 93. TASK<br />concerns<br />
    94. 94. Does it <br />effect me?<br />TASK<br />concerns<br />YES<br />Much<br />Effort<br />How much<br />effort to resolve<br />issue?<br />Don’t know what to do<br />Not experienced this before<br />Lack confidence<br />Experiences<br />Previous attempts<br />Employee<br />Incident<br />Do Something<br />Manager<br />Response<br />Do Nothing<br />
    95. 95. TASK<br />concerns<br />Am I short-handed?<br />Who can replace?<br />Very Busy (guests understand)<br />Numbers<br />How much<br />effort to resolve<br />issue?<br />
    96. 96. TASK<br />TASK<br />concerns<br />Employee<br />Incident<br />Standards<br />Does it fall below?<br />How do I (we)<br />uphold?<br />Are they aware?<br />What do they know?<br />What do they hide?<br />Perception<br />Do Something<br />Others<br />Perceptions<br />Manager<br />Response<br />What message<br />do I send?<br />Do Nothing<br /> (1) Labor (Am I short-handed?)<br /> (2) Competency (Who has been trained to do the job?)<br /> (3) Customer Service (Are we getting any complaints?)<br />CONCERNS:<br />
    97. 97. Conclusions<br />We can change work risks proactively<br />Time to dispel CORE myths<br />They are “here today gone tomorrow” so why bother<br />What they do on their own time is none of our business<br />Drinking, partying, risky behavior is just the way it is in the industry<br />Managers can’t be trained to deal with it (you either get it or you don’t)<br />

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