CHAPTER 5 Continued FOOD SAFETY FDA inspecting retail

CHAPTER 5 Continued…

FOOD SAFETY ■ FDA- inspecting retail baking operations. Sales over $4 million ■ Food Establishment- an operation that stores, prepares, packages, serves, vends food directly to the consumer, provides food for human consumption. ■ Health Code- Determined by State, County, and City ■ General Manufacturing Practices – Hair Restraint – No Jewelry – Shirt Pockets – No Eating or Drinking in Production Areas – Handwashing

HAZARD ANALYSIS & CRITICAL CONTROL POINTS (HACCP) Was developed for NASA by Pillsbury for the space program. It is fast becoming the role in wholesale operations. Mostly used in food recalls. Recalls destroy business reputations!

Dealing with Inspectors ■ It is a fact of life! ■ Health Department – Making sure you are not going to make anyone sick – Serve. Safe Certification – Temperature Controls – Cleanliness – Storage ■ FDA ■ Occupational Safety & Health Administration (OSHA) State & Federal ■ Fire Marshal & Insurance Safety Auditors ■ – Will your bakery catch fire – Do your safety systems work – Dates and Tags up to date – Exit Signs – Electrical Panels accessable and in good working condition. The News! (sort of. . )

WHY SHOULD FOOD SAFETY BE SO IMPORTANT TO YOU? - Chipotle - Blue Bell - Tyson Chicken

HIRING: TED TALK SOCIAL JUSTICE PROGRAM, OPEN HIRING GREYSTONE, RUBICON, ETC Understanding on a deeper level the elements that contribute to a cycle of poverty: child care, transportation,

HIRING • • • • Your operation is only as good as the team that runs the operation. Learning to hire better, find the skills you are hiring for. Have a job description of what you are looking for prior to interviewing. First thing to look for- are they on time? 1. Make sure your application form is legal (For your legal safety) 2. Always have the applicant complete the application in your store, even if they have a beautiful resume (Can they read and write quickly? ) 3. Check their ID (People can misrepresent themselves) 4. Make sure the application is 100% complete (Spikked questions usually have a reason) 5. Make sure the application is signed & dated (Most applications have an honesty statement) 6. If the last three jobs are only covering eight months, provide them with more paper and ask them go give more work history (Look for unexplained gaps) 7. Ask questions that cannot be answered yes or no (You want someone that can communicate!) 8. Focus on their skills, let them describe (Don’t be shocked when other jobs magically appear) 9. Look for gaps in employment (Ask why, illness, prison, caregiver) 10. Ask about their favorite classes/teachers in school (It is easier to check on) 11. Discuss past jobs (Look for patterns) 12. Does the person speak audible, make eye contact? (This will translate to customers) 13. Have the prospect read the job description & discuss (Determine level of interest)

ADDITIONAL NOTES ON HIRING Discuss the negative aspects of the job, transportation, check references, what are you hiring for? FOH vs BOH, does this personality fit with your team/core values?

GOALS OF THE FIRST INTERVIEW ■ Would you sit next to the applicant on a bus? – Dress appropriately – Good hygiene – Do you believe the person can learn the position? – Will this person carry a door key ■ Should you do a background check? WRITE DOWN 3 INTERVIEW QUESTIONS YOU PLAN ON ASKING

SKILLS DEMONSTRATIONS SOFT SKILLS TO LOOK OUT FOR: Follow Rules/Recipes? Outgoing? Leader? Control oriented? Good Listener? Team Player? Will you choose to do a shadow shift?

SKILLS DEMONSTRATIONS TANGIBLE SKILLS: Mixing, scaling, portioning? Testing for Doneness? Asking questions for clarification? Followthrough? Time? Decorating? Cleanliness? Filling out forms? Using equipment properly?

ALL STAFF HELP YOUR BUSINESS GROW: ■ What is the cost of a bad hire? ■ TANGIBLE COSTS: – Lost sales – Poor quality – Mis-rings on the register – Waste – Costly mistakes – Discounts on products ■ LESS TANGIBLE COSTS: – Loss of Customers * – Loss of Reputation – Loss of Profit – Poor morale – Staff scheduling constraints – Turnover of good staff – More stress – Negative impact on growth – Negative reflection on company – Policies not followed

PROCESSING NEW HIRES: ■ W 4 - payroll exemptions ■ I 9 - color copy of state ID ■ DOB ■ Direct Deposit ■ Clock In Set Up, Schedule ■ General Procedures- Bathroom, parking, breaks, clothing to wear, etc - TRAINING - Modules - Guidebooks - How will you train your TMs? - Set the expectations right away! - - Talking to guests Inform Sales Games: - Set the tone Work on Average Item Per Customer- AIPC

AIPC - POS give you the total number of items sold by hour by clerk. - Take the average for store and divide it by the customer count. - Let’s say it is 2. 31 items per customer. - However, 3 sales staff are selling 4. 2 items per customer. - Their average sale per customer is $3. 75 over the store average. - Are they worth more to you? You bet!

Let’s analyze three price points: 3 for $1 2 for $0. 89 1 lb for $9. 99

IN THE WORLD OF RETAIL BAKING LABOR IS YOUR SINGLE LARGEST PGEXPENSE 89, 90 STEP 1 - TRACK IT! If you track, you can make adjustments. If you don’t you’ll never know. TOTAL PAY / TOTAL SALES = LABOR % TOTAL SALES / TOTAL LABOR HOURS PAID = SALES PER LABOR HOUR = PRODUCTIVITY This is the measure of the health of the organization from a productivity/sales viewpoint

THE BASIC SYSTEMS FOR THIS CHAPER SHOULD BE USED AS THE FOUNDATION OF YOUR OPERATIONS. Hardware Systems, Food Safety, Hiring, Sales Forecasting, Labor Forecasting