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Workforce Development Sponsored by Panelists :

Workforce Development Sponsored by Panelists : Tony D’Agostino , Research Manager, Massachusetts Office of Travel & Tourism Mary W. Sarris, MassHire North Shore Workforce Board Maureen Louise Pomeroy, Esq., Pomeroy Law P.C.

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Workforce Development Sponsored by Panelists :

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  1. Workforce Development Sponsored by Panelists: Tony D’Agostino, Research Manager, Massachusetts Office of Travel & Tourism Mary W. Sarris, MassHire North Shore Workforce Board Maureen Louise Pomeroy, Esq., Pomeroy Law P.C. Jill Santopietro Panall, SPHR, SHRM-SCP, 21Oak HR Consulting- Keeping Your Small Business Growing Strong Moderator: Joe Bevilacqua, President & CEO, Merrimack Valley Chamber of Commerce

  2. MOTT Research Presentation North of Boston Convention & Visitors Bureau Annual Tourism Summit February 1, 2019

  3. Who is considered a traveler? • One who travels 50 or more miles one way from his/her home or stays overnight (paid) • TRAVELER: counts as volume vs. counts as spending

  4. Economic Impact of Travel to MA, CY2017

  5. Travel Spending by Domestic/International and Sub-Industry TRAVEL is a DEMAND business and an EXPORT

  6. Travel Supported Jobs by Domestic/International & Sub-Industry, CY2017

  7. Travel Spending % vs. Jobs Supported % by Sub-Industry, CY2017

  8. Jobs Supported • Bureau of Labor Statistics reports 350,000 Leisure and Hospitality jobs in MA • USTA reports 149,400 jobs supported by Traveler spending • Not all Traveler spending supported jobs are in Leisure and Hospitality • Not all Leisure and Hospitality jobs are supported by Traveler spending

  9. 239,200 TOTAL Tourism Jobs Supported by TOTAL Traveler Spending, 2017 Public Transportation 16,700 Foodservice 56,300 Entertainment & Recreation 21,800 Lodging 33,700 Travel Planning 7,600 Auto Transportation 4,300 Retail Trade 8,700 MA Traveler Direct Spending Supports 149,400 jobs in Seven Major Sub Industries Direct Spending creates Indirect & Induced employment at hundreds of other Bay State Employers Business Services 29,500 Government 1,700 Manufacturing/Communications 4,600 Construction/Utilities/Agriculture 6,100 Additional 89,700 JOBS! Personal Services 7,200 OTHER Leisure/ Hospitality 24,300 Education/Healthcare 15,300

  10. Massachusetts statewide Economic Impact, CY 2017

  11. Domestic Spending and Jobs supported during CY 2017 by selected city/town

  12. The end….

  13. Hospitality

  14. North Shore Industrial Employment North Shore average monthly employment was 177,617 in 2017. Average monthly employment in Hospitality was 22,688 or 12.7% of all North Shore employment.

  15. North Shore Average Weekly Wage North Shore average weekly wage was $1,043 in 2017. Average weekly wage in Hospitality was $455.

  16. Massachusetts Census Data

  17. Hospitality Career Pyramid

  18. FOW WHAT DID BUSINESS TELL US - • Survey Comments • Willingness to keep learning… • Ability to think creatively • Improvement in customer service and interpersonal skills (e.g. talking on the phone) • Professional presentation skills and improved writing skills

  19. FOW WHAT DID YOUTH/STUDENTS TELL US - • Survey Comments • I wish one day to become something that will help my fellow citizen. • I want to make lots of money • Entertain People • I would rather be happy in my job than crazy rich • Want to own a house, a few trucks, a boat, and a couple classic cars • I would to avoid face-to-face interaction. Customer Service, for example, would be nice.

  20. Title

  21. Employee Relation Issues • Ignoring conflicts between employees • Supervisor involved – increase chance of liability for employer • Starts as disagreement – escalates! • Best Practice: Early intervention and resolution by HR or supervisor

  22. Employment Expectations • How Communicated? • Employee Handbooks and Policies • Training • Job Descriptions • Management Role Modeling Appropriate Behaviors • Employee Discipline • Regular Performance Reviews • Documenting warnings and performance issues

  23. Employee Performance • Lack of Documentation • Issues when attempt to discipline or terminate • Some documentation required by law • Evaluate employee performance • Best Practice: Regular evaluations that provide substantive information and supervision

  24. Discrimination and Harassment Policies • Employers with six or more employees must adopt a written policy for discrimination and harassment • Sexual harassment is a form of gender discrimination • Copy of policy to all new employees and post in conspicuous place • Regularly train with a separate training for managers • Individual Liability • Model Policy from MCAD • Best Practice – Provide written policy and regular training

  25. Best Practices… • Training • Early intervention • Demonstrate by Example • Demand Positive Work Culture • Do an Investigation When Receive Complaint– May need legal counsel

  26. Laws In Effect • Increase in hourly wages in Massachusetts – • Effective 1/1/19 - $12 per hour, increasing incrementally to $15 per hour by 1/1/2023 • Tipped/Service Rate • Effective 1/1/19 - $4.35 per hour and increasing to $6.75 1/1/2023 • Employers required to monitor those that make more than $20.00 per month in tips that they are making at least minimum wage otherwise employer makes up difference • Employers must calculate differences in the hourly rate and tips at end of every shift • Get help if you do not understand these laws!!!

  27. Laws in Effect • Earned Sick Time – Employers with 10 or fewer employees must provide up to 40 hours of UNPAID time off for employees. Employers of 11 or more employees must provide PAID leave. • Reasons for leave include employee’s or family member’s illness, doctor’s appointment, domestic violence issues • Must track leave • Massachusetts Family Medical Leave – starting in 1/1/2021 – Employees will be eligible to take up to 12 weeks of paid leave to care for family member, and up to 20 weeks for employee’s own illness. • New tax collection starting in July 2019 for this law

  28. Laws in Effect • Retail Premium Pay for employers with more than 7 workers including owner – (Definition of “retailer” in Statute) • Incrementally eliminating premium pay for Sunday work by retailers Effective 1/1/19 - reduced to 1.4 times employee’s regular rate to eliminated effective 1/1/23. • Certain holidays also incrementally reducing premium pay for Memorial Day, Independence Day and Labor Day • Premium pay (1.5 times employee’s regular rate) must be paid for New Year’s Day, Columbus Day and Veterans Day

  29. THANK YOU!

  30. NBCVB Tourism Summit February 1, 2019

  31. Recruit, train, retain • Three goals for the tourism industry: • Find good people (recruit) • Mold them into workers better aligned with your goals (train) • Keep good people (retain) • Each of these goals has significant challenges • Recruit: lower wages, competition, low unemployment % in Mass • Train: time/cost, lack of trainer skill, lack of belief in usefulness of training • Retain: employees see work as pass-through, not final stop, rising minimum wage challenges

  32. Culture is everything!   Your culture will make or break you! • What is culture? • How do I identify it? • How do I improve it? • Culture is your advantage in recruiting, training, retaining • Hire for culture add, not culture fit  

  33. Setting expectations Use your technology and tools at hand to set expectations! • Job Posting • Job Descriptions • Handbook • POS system • Whiteboard/corkboard • Paycheck envelopes • Email • Text • Training on restaurant costs/decisions/processes for understanding

  34. Support, don’t rescue • In this industry, your workers may often have other life concerns that may prevent them from fully focusing on work. • Anticipate challenges and think of solutions before problems arise. Investing in your people does not have to be high-cost! • Proactively provide solutions that will improve their practices, but don’t provide them all yourself, personally. (e.g. “I found someone that can drive you to work” vs. “I can drive you to work”) • Examples: • Compiling lists of transportation options or employees willing to carpool/pick up • Direct to resources such as MassHealth, SNAP/WIC, state assistance, substance abuse support, sliding scale child care • Dress code “lookbook” and list of low-cost work apparel locations or sources • In-house computer skills or financial literacy training • Shopping/cooking on a budget, reading labels and healthy eating on a budget • Teaching employees how to make back-up plans!

  35. A Word on being a good employer • Be realistic- people are not work robots! And even work robots break down from time to time! • Share your story- how did you get where you are today? What hard work did you have to do? Don’t be a mysterious figure, be open and allow people to understand what it takes to succeed. • Model the behavior you want- please don’t tell me your employees don’t behave when YOU don’t behave • DO NOT HARASS ANYONE. Your employees are not a personal harem or your servants. • Let them understand your pain points- communicate, communicate, communicate with clarity!

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