team resilience for emerging adults in restaurant settings (national restaurant association)-january...
DESCRIPTION
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 & Risk and Safety Managers Executive Study Group Meeting of the National Restaurant Association (Anaheim, CA).TRANSCRIPT
a restaurant team & behavioral risk training adapted by and for emerging adults (ages 16-25) with assistance from the NRA
TEAM RESILIENCEDr. Joel BennettOrganizational Wellness &Learning Systems (OWLS)
Organizational Wellness & Learning Systems
• First workplace workshop 1984• Incorporated 2002• Over $3 Million in R & D• Patents pending• Served over 10,000 employees• 1st National evidence-based model for risk
reduction at work• Recognition as leader in workplace wellness• Prevention for US National Guard• www.organizationalwellness.com
OWLS
Objectives
• List multiple reasons for enhancing young worker health/resilience in restaurant industry
• Identify core components of Team Resilience and how training is effective
• Be able to use simple exercises to build team resilience
Relevance to NRA Strategy
Emerging Adulthood(we are all emerging adults)
Ten Reasons why I am talking to you
1. Industry is the greatest gateway to career for emerging adults (EA)
2. EA health now impacts public health later (lost opportunity)
3. Restaurant EA more vulnerable to alcohol or drug (AOD) and depression than any other industry/age combination
4. EAs are literally “saved” by good restaurant work (‘safe place’)
5. Managers spend time dealing with health/AOD/MH issues
6. Health issues key driver of turnover & productivity
7. Health issues are preventable with proven wellness ROI
8. Dealing with them also enhances climate and career stigma
9. Resilience is relevant to EA and social capital of your staff
10. I want to know how can we make the future different?
Why are we here?
• 50% of all adults have worked in the restaurant industry: first job for 32% (NRA
2008)
• Shifts in social mores delay adulthood – an emerging adult paradigm. (Jeff Arnett)
– EAs engage in more & riskier exploration,– Exhibiting new pressures and new concerns.
• Restaurant (hospitality) industry at highest risk overall, creating significant challenges for emerging adults and their managers.
Prevention is one answer to the health care crisis
Sample Exercise
Best Coworker Exercise
Step 1
• What are the
characteristics of
your best
co-worker?
?
What would they say?
BCE typical responses
• 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
Step 2
• What are the core
qualities of
resilience?
?
?
?
?
?
Step 3
• Review the best
coworker list mapped
on to resilient
qualities;
• What do you see?
BCE to 5C mapping (open up/connect)
FunnyOn-timeHelpfulAttractiveDoesn’t
freak-outClean as they goEasy-goingTeam-player
Full-hands in, full-hands out
Non-smokerTolerant Notices when
others are in trouble
HotOrganized
Good listenerOpen-mindedChillKnowledgeable UnderstandingFocusedCalmSelf-sufficientPut stuff back
where it goes
Centering Community Compassion Confidence Commitment
BCE to 5C mapping (helpful/unhelpful)
FunnyOn-timeHelpfulAttractiveDoesn’t
freak-outClean as they goEasy-goingTeam-player
Full-hands in, full-hands out
Non-smokerTolerant Notices when
others are in trouble
HotOrganized
Good listenerOpen-mindedChillKnowledgeable UnderstandingFocusedCalmSelf-sufficientPut stuff back
where it goes
Centering Community Compassion Confidence Commitment
BCE to 5C mapping (who has all of these?)
FunnyOn-timeHelpfulAttractiveDoesn’t
freak-outClean as they goEasy-goingTeam-player
Full-hands in, full-hands out
Non-smokerTolerant Notices when
others are in trouble
HotOrganized
Good listenerOpen-mindedChillKnowledgeable UnderstandingFocusedCalmSelf-sufficientPut stuff back
where it goes
Centering Community Compassion Confidence Commitment
BCE to 5C mapping (can one person?)
FunnyOn-timeHelpfulAttractiveDoesn’t
freak-outClean as they goEasy-goingTeam-player
Full-hands in, full-hands out
Non-smokerTolerant Notices when
others are in trouble
HotOrganized
Good listenerOpen-mindedChillKnowledgeable UnderstandingFocusedCalmSelf-sufficientPut stuff back
where it goes
Centering Community Compassion Confidence Commitment
BCE to 5C mapping (only the team can)
FunnyOn-timeHelpfulAttractiveDoesn’t
freak-outClean as they goEasy-goingTeam-player
Full-hands in, full-hands out
Non-smokerTolerant Notices when
others are in trouble
HotOrganized
Good listenerOpen-mindedChillKnowledgeable UnderstandingFocusedCalmSelf-sufficientPut stuff back
where it goes
Centering Community Compassion Confidence Commitment
Training Background
Team Awareness adapted to Team Resilience
A strengths-based, positive, team, productivity, approach…
already proven to work!
TeamAwareness
New focus (400+ hours interviews)
focus on emerging adults and the restaurant as a great place to learnlife skills (resilience)
History
• Grant Application2004• Develop Program2005• Conduct study2006• Conduct study2007• Results2008• Training of trainers 2010
CHART / NRAFocus groups(2005; 2006)
400+ hours ofinterviews
Share &Disseminate
1994-2002
TeamAwareness
manager storiesManager 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.”
Manager B: “A coworker threatened suicide… let em talk 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.”
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.”
employee stories
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.
Employee B: “ Working as a server has taught me a lot about people, how to handle people, how to be more compassionate…”
Team Resilience
The Program
TR’s Core Concepts
Life (EA) is a journey
Map
Terrain(Compass)
Destination
Restaurant work can help you with the
journey…
Your team, and the choices you
make are important
TR’s Core Components
Manager
Training
Employee Training
Ambassador Training Boost
er Sessions
Social Marketing
TR’s Core Components (Modular)
Manager
Training
•Coaching, Counseling, Discipline
•Tolerate versus Respond to troubled ee
•Review EAP referral
•Heart-Centered Leadership
Three 2-hour modulesspaced apart
TR’s Core Components
Employee Training
•Self-awareness
•Many team exercises
•Competitive Game
•Communication
•Peer Referral
• EAP component
Three 2-hour sessionsNine (9) modules
TR’s Core Components
Ambassador Training
•Peer nominated
•Motivational interviewing
•Coaching
•EAP referral
TR’s adaptive strategy
1. Flexible program delivery (modular)– Professional facilitator –or– train-the-trainer– Full training –or– specific components– Presentation-centered –or– game-centered
2. Add to any competency training – TR designed to enhance (not replace) current training programs– Brief exercises can be used to promote team communication
while educating on behavior-risk & stress mgmt
3. Social marketing orientation– Quick, shareable facts for dissemination– Leave-behinds geared to promote learning/sharing– Fun and relevant gaming and transfer of training
Team Resilience
Posters, cards, game board
GETHELP
Percent Agreeing of 188 young workers in 14 stores
I enjoyed the program/It was fun
Other young or emerging adults could benefit from the program
The program could help young adults with restaurant work
The program motivated me to improve in one or more areas of wellness
The program made me aware of strengths (resilience) I have as a young adult
The program made me aware of risks I face as a young adult
90
88
80
78
78
75
Research
• 28 restaurants• random assignment• 14 experimental• pre-, 6, 12 months
Team Resilience* (work climate)Predicts Outcomes 12 months later
12 months Missing Work Days Due to Health
12 months Taking Others Tips
0
5
10
15
20
25
30
Base-Line Low Team ResilienceBase-Line High Team Resilience
Stores with lower resiliencewere more likely to have workers who missed full work days (29%) and took others tips (7%) than storeswith higher team resilience (20% and 2%, respectively).
Climate now predicts loss outcomes later, independentturnover.
%reporting
* SAMPLE ITEMS: Work well together; help each other; deal with problems together; welcome new-hires; have fun; future of store looks promising
[b] 5+ drinks FIVE times a month
Recurrent Binge Drinking b
Team Resilience Control
Alcohol Use
Team Resilience Control
60% 60%
47%
64%
Pre-Training12 months
[a] 5 or more drinks on a single occasion
Any Binge Drinking a
35% 36%
20%
38%
Alcohol Impacts Work
Team Resilience Control
0.90.7700000000
000010.6300000000
00001
0.81
Pre-Training12 months
Work-Related Problem Drinking a
[a] going to work with a hangover, missing work or calling in sick because of a hangover, working while under the influence of alcohol, and generally not working as well or as long (e.g., taking longer than usual breaks or lunches) because of alcohol use.
• Personal lack of direction or bothered by thoughts of where I am headed in life
• Personal problems with money (not enough, difficulty budgeting)
• Difficulty managing my time (work, family, school, other)
• Problems with boyfriend, girlfriend, spouse (like fights, arguments)
Stress Away from Work (4-items)
Personal Stress
Pre-Training 6 Months 12 Months1
1.1
1.2
1.3
1.4
1.5
1.6
1.7
Team Resilience
Control
Stressors at Work (4-items)
• Problems with coworkers (lazy, bring problems to work, rude, not responsible)
• Inconsistent managers
• Problems between people at work (bicker, argue, rude)
• People at work do hostile or illegal behaviors (stealing, fights, vandalism, bullying)
Exposure to Problem Co-workers
Pre-Training 6 Months 12 Months1
1.11.21.31.41.51.61.71.81.9
Team ResilienceControl
Communication (% agree)
Team Resilience Control
65 6667
5861
69
64
57At this restaurant, workers in front-of-house communicate well together
At this restaurant, workers in back-of-house communicate well together
FOH BOHFOH BOH
Pre-training 12 Months
FAQS
• Universal: TR is not ONLY for the young adult; anyone can play
• Adapt: The program is “long” so looking to modularize
• Need your help: Research allows us to know what is possible; transfer of technology requires collaboration to adapt
• Bottom-line: This is not about substance abuse or risk; it is about improving the industry (globally) and productivity (locally)
Sample Exercise
Manager Cognitive Map
Tolerate or Respond?
When faced with a difficult worker: > What factors lead you to respond?
> What factors lead you to tolerate?Respond (verb): do something, say something, solve the problem, address the situation
Tolerate (verb): ignore, minimize, rationalize,
avoid, justify, withdraw
Flip Chart
EmployeeIncident
Does it fall below?Standards
How do I (we)uphold?
What messagedo I send?
OthersPerceptions
Are they aware?
What do they know?
What do they hide?
ManagerResponse
Do Nothing
Do Something
(1) Labor (Am I short-handed?)(2) Competency (Who has been trained to do the job?)(3) Customer Service (Are we getting any complaints?)
TASK
TASKconcerns
CONCERNS:
Perception
EmployeeIncident
EmployeeIncident
ManagerResponse
Do Nothing
Do Something
Verbal
You need me…can’t fire me!
OthersPerceptions
Training?
Experienced?
So and so is drunk or high
Liquor costs up
Guest complaints
Insubordination-- always late --
Data
Standards
ManagerResponse
Do Nothing
Do Something
Standards
TESTINGLIMITS
What can weget away with?
Who (manager)is workingtonight?
Who do I trust?
Are they friend or enemy to reporter?
Good Worker?
Relationship to Others?
So-N-So
EmployeeIncident
You need me…can’t fire me!
Standards
How do I (we)uphold?
What can weget away with?
Who (manager)is workingtonight?
ManagerResponse
Perception
Who do I ask?
What are other Managers doing?
How mucheffort to resolveissue?
May not agree w/standards
Different Training
Other Managers
Inconsistent Interpretation
Inconsistent Application
TASKconcerns
EmployeeIncident
ManagerResponse
Do Nothing
Do Something
TASKconcerns
Does it effect me? YES
How mucheffort to resolveissue?
Previous attempts
Experiences Don’t know what to do
Not experienced this before
Lack confidence
MuchEffort
TASKconcerns
Am I short-handed?
How mucheffort to resolveissue?
Who can replace?
Very Busy (guests understand)
Numbers
EmployeeIncident Standards
OthersPerceptions
ManagerResponse
Does it fall below?
How do I (we)uphold?
What messagedo I send?
Are they aware?
What do they know?
What do they hide? Perception
(1) Labor (Am I short-handed?)(2) Competency (Who has been trained to do the job?)(3) Customer Service (Are we getting any complaints?)
TASK
Do Nothing
Do Something
TASKconcerns
CONCERNS:
Conclusions
• We can change work risks proactively• Time to dispel CORE myths
– They are “here today gone tomorrow” so why bother
– What they do on their own time is none of our business
– Drinking, partying, risky behavior is just the way it is in the industry
– Managers can’t be trained to deal with it (you either get it or you don’t)