Restaurant Middle Class Job Growth 4x Stronger Than Overall Economy

The restaurant industry has been a driving force behind the nation’s recovery from the Great Recession, adding roughly 2 million jobs during the current expansion. Not only are restaurants among the leaders in total job growth, they are also adding middle class jobs at a much stronger rate than the overall economy, according to the NRA’s Chief Economist Bruce Grindy. His Economist’s Notebook commentary and analysis appears regularly on Restaurant.org and Restaurant TrendMapper.

The restaurant industry has been a driving force behind the nation’s recovery from the Great Recession. From the beginning of the employment recovery in March 2010 through the end of 2015, restaurants added roughly 2 million jobs, according to data from the Bureau of Labor Statistics. This equates to an average of more than 900 net new restaurant jobs added each day.

Overall, the 21 percent increase in restaurant jobs during the recovery is more than double the 10 percent gain in total U.S. jobs during the same period. Not only are restaurants among the leaders in total job growth, they are also adding middle class jobs at a much stronger rate than the overall economy.

In fact, the restaurant industry added middle class jobs* at a rate four times stronger than the overall economy during the recovery from the Great Recession, according to an analysis of data from the U.S. Census Bureau’s American Community Survey.

Between 2010 and 2014,the number of restaurant jobs with annual income between $45,000 and $74,999 jumped 32.7 percent.  In contrast, the total number of jobs in the U.S. economy with income in this range rose just 8.0 percent during the same period.

Due to the scheduling flexibility demanded by much of the industry workforce, most restaurant employees work on a part-time or part-year basis.  Only 43 percent of restaurant workers are full-time/full-year employees, compared to 69 percent of the total U.S. workforce.

As a result, the restaurant industry is home to only 1.8 percent of all jobs in the economy with annual income between $45,000 and $74,999.

However, the restaurant industry was responsible for 5.9 percent of the net new middle class jobs added to the economy between 2010 and 2014, or more than three times larger than its current share of these jobs.

*For the purposes of this analysis, middle class jobs are defined as those with annual income between $45,000 and $74,999.

(via National Restaurant Association)

Minimum Wage Changes to New York’s Fast Food Industry

As we previously discussed in May and July of this year, wage and hour requirements for the fast food industry in New York State are changing starting in the new year. These changes, which go into effect on December 31, 2015, result from recommendations made by the Fast Food Wage Board, which Governor Andrew Cuomo instructed Acting State Labor Commissioner Mario J. Musolino to empanel in May of 2015. The Wage Board announced its recommendations in July, and Acting Commissioner Musolino accepted those recommendations in September of 2015.

The new requirements apply to any employee working for a covered “Fast Food Establishment” if the employee’s job duties included at least one of the following: customer service, cooking, food or drink preparation, delivery, security, stocking supplies or equipment, cleaning, or routine maintenance.

A covered “Fast Food Establishment” is any business that meets the following criteria:

• Primarily serves food or drinks, including coffee shops, juice bars, donut shops, and ice cream parlors; and
• Offers limited service, where customers order and pay before eating, including restaurants with tables but without full table service, and places that only provide take-out service; and
• Is part of a chain of 30 or more locations, including individually-owned establishments associated with a brand that has 30 or more locations nationally.

The higher minimum wage rates for covered employees are as follows:

New York City:

• $10.50 per hour beginning December 31, 2015;
• $12.00 per hour beginning December 31, 2016;
• $13.50 per hour beginning December 31, 2017; and
• $15.00 per hour beginning December 31, 2018.

New York State (excluding New York City):

• $9.75 per hour beginning December 31, 2015;
• $10.75 per hour beginning December 31, 2016;
• $11.75 per hour beginning December 31, 2017;
• $12.75 per hour beginning December 31, 2018;
• $13.75 per hour beginning December 31, 2019;
• $14.50 per hour beginning December 31, 2020; and
• $15.00 per hour beginning July 1, 2021.

The New York State Department of Labor has now published a revised Hospitality Industry Wage Order codifying the new requirements in addition to a page addressing a number of frequently asked questions (FAQs) to assist employers with implementing the new requirements.

There are several points to note from the new wage order and the FAQs, which employers should watch as they implement changes to their policies in an effort to remain in compliance with the law:

• Tip credits are not available for fast food employees. However, we note that a fast food establishment is one where patrons order and pay before eating and which offers limited service. So, if employees were previously receiving a tip credit wage because they were waiting on and regularly receiving tips from customers, it is very possible, if not likely, that the employees will not be considered fast food employees under the new requirements.
• Although fast food workers do not regularly earn tips and an employer cannot take a tip credit for them, fast food employees must be allowed to keep any tips that they do earn.
• With the increase in the minimum wage for fast food employees, employers must be sure to pay the higher rate for spread-of-hours pay and call-in pay, should those apply.
• A “fast food establishment” need only have 30 locations nationally–not 30 locations in New York State–to qualify for coverage.
• The 30 establishments need not be commonly owned and operated to trigger coverage as a “fast food establishment.” The 30 establishments can be operated as a franchise if the franchisor and franchisee own or operate 30 establishments.
• A “chain” is defined as a set of establishments that share a common brand or that are characterized by standardized options for decor, marketing, packaging, products, and services.

(via JDSupra)

Hospitality Consolidation and Other Trends for 2016

(PRWEB) DECEMBER 29, 2015

Guy Bentley, CEO Worldwide of Glion Institute of Higher Education takes a look at the current state of the hospitality industry and shares his views on predicted 2016 industry trends.

Travel & tourism industry forecast The worldwide travel & tourism industry continued to see strong growth throughout 2015 and international tourist arrivals are predicted to grow by 3-4% per year and reach 1.8 billion in 2030, according to the UNWTO report.

The UNWTO long-term outlook Tourism Towards 2030 sees substantial potential for further growth coming from emerging economy destinations in Asia, Latin America, Central and Eastern Europe, the Middle East and Africa, growing at double the rate (+4.4% per year) than advanced economy destinations (+2.2% per year).

Consolidation of major hotel management companies The news hit the global hospitality industry with a bang in November 2015, when Marriot International announced its USD 12.2 billion bid to take over Starwood Hotels and Resorts Worldwide to form the world’s biggest hotel management company with more than 5,500 owned or franchised hotels with 1.1 million rooms around the world.

The run for hotel consolidation does not stop there, with French AccorHotels taking over FRHI Hotels and Resorts with luxury brands Fairmont, Raffles and Swissotel for USD 2.9 billion. This boost in merger and acquisition activity in the hospitality sector is a new development, implying increased competition and a run to secure market shares, especially in the aforementioned emerging destinations.

“Asset Light” Real Estate in hospitality In the past, growing a hotel company required enormous capital investment, but over the last two decades, many hotel groups have expanded by adopting an “asset light” model of managing, rather than owning, properties, or even just franchising their brand to a third-party operator against a fee.

This development brings new opportunities to our graduates with a strong background in finance and accounting and who are looking to join a financial institution, an asset management company or an investment fund. These new representatives of hotel owners are increasingly relying on hospitality graduates to manage their hotel portfolios.

In this regard, Glion is proud to offer strong business-focused programs, such as the BA specialization in Real Estate Finance, the Glion MBA program and the recently launched MSc in International Hospitality Finance.

Growing skills gap and importance of practical experience Due to the continuous growth of the labour-intensive and productivity-reliant travel and tourism industry, the sector is expected to experience some difficulties in providing enough qualified talent for the forecasted 80 million new jobs created over the next ten years, according to the World Travel & Tourism Council (WTTC).

To make matters worse, employers are hesitant to employ graduates for their entry-level positions without having previously worked for their organisations, either through paid internships, industrial placements or vacation work.

At Glion, students are required to complete two semester-long internships as part of their bachelor degree program and often join one of these companies after graduation, by which time an average of 86% have one or multiple job offers.

Challenging climate for luxury brands Worldwide sales of personal luxury goods have tripled over the last 20 years and were mostly unaffected by economic trends. However, future growth is forecast at a slower four to six per cent and bound to face new challenges in terms of consumer behaviour and demands, shifting demographics and new distribution channels.

According to Milton Pedraza, CEO of consultancy Luxury Institute, low client retention rates show the need for luxury brands to build better relationships with customers, but many brands are struggling to inspire, empower and compensate store associates to become long-term relationship builders.

With the creation of a new bachelor degree specialization in Luxury Brand Management, Glion is preparing hospitality talent with strong customer engagement skills and specialized knowledge on luxury branding.

Together with its industry partners, Glion keeps a close eye on the hospitality business and monitors developments and innovations. As an educator, we must also track the shifting needs of our students and adapt to the changing educational landscape. Balancing these expectations illustrates Glion’s complex approach to preparing students to succeed in today’s constantly evolving hospitality industry, which was recently recognized at the Worldwide Hospitality School Awards 2015 where Glion won the award for Best Hospitality Management School.

(via PRWeb)

How You'll Search for a Job in 2016

 

Many people take the New Year as an opportunity to start fresh in a new job. The good news is that there will be plenty of openings to suit a wide range of seekers as CareerBuilder reports that over 100 occupations in the U.S. have more job posting activity than hiring month to month and a recent report from a record 78% of hiring managers anticipate more hiring in the first half of 2016 compared to the second half of 2015.

For those looking to hire, Dice found that companies are taking a greater interest in candidates with less experience. More than a quarter (27%) of hiring managers said they plan to hire entry-level candidates and 62% said they’re looking for those with two to five years' experience.

Finding and applying for those open positions may be taking on a different look in 2016. For example, the Boston Consulting Group and Recruit Works Institute surveyed 13,000 individuals from 13 countries and found that 55% of searches globally happened through Internet job sites. The survey also revealed that 35% used a smartphone to look for jobs. Here are some other ways the job search process is shifting.

SOCIAL MEDIA WILL BECOME YOUR GO-TO PLATFORM FOR JOBS

In a study of hiring trends in the U.S., iCIMS discovered that approximately 1.1 million (almost 10% of all applications) were submitted with social media profiles. The computer services industry had the highest percentage of applications submitted via social networking tools, the study found.

Tom Gimbel, founder & CEO of LaSalle Network, a staffing and recruiting firm headquartered in Chicago, says that social media has also become a more popular way to search for a job. "Facebook and Twitter are great, they give insight into the culture and give background knowledge that’s not on the company’s website," he says. Gimbel believes LinkedIn is still the biggest tool job seekers use. "In 2016, I think we will see more and more companies posting their open positions to LinkedIn, so it will be a strong job board."

YOU'LL PERFORM REVERSE REFERENCE CHECKS

Jim Hemmer, CEO at employee recognition software company WorkStride, believes that social media and job platforms will become a necessary part of applying for any position. "Employees today are no longer looking at only what the company ‘advertises’ the job or company environment to be," he says, they will conduct their own research, a "reverse reference check," before applying or accepting a position. "Sites such as GlassDoor, LinkedIn, and Facebook are popular ones that can provide a more "authentic" view of true company culture," Hemmer says.

YOU'LL HAVE A LOT MORE INFORMAL CONVERSATIONS

Don’t discount the power of a cup of coffee when you are looking for a new job. "Job seekers should take advantage of every opportunity to get face-to-face with potential employers, whether at a full networking event or simply chatting over a cup of coffee," says Sara McManigal, vice president of talent at Emma, an email marketing firm.

Informal conversations at various local meet-ups inspired McManigal to host their own event called the "Leave Your Suits at Home Job Fair" to recruit for the sales team. "It allowed us to have a series of short, informal discussions with prospective candidates, which can be more revealing than even the best resume," she says.

TRADITIONAL RESUMES AND JOB POSTINGS WON'T MATTER AS MUCH

McManigal believes that candidates should be looking beyond the actual nuts and bolts qualifications required for a role. "Yes, experience is important, but we also want to know who you are and what drives you," she says. "Not every applicant will have all the skills listed in the job posting, but an experienced candidate with the drive to learn and succeed has a real shot," she explains, and when the values of the candidate and company align, it works to everyone’s advantage.

This approach might also help narrow skills gaps in high-demand professions. But Vivek Ravisankar, co-founder and CEO of HackerRank argues that despite the prevailing wisdom, there is no engineering skills gap. "There are millions of skilled computer programmers in the world, but companies aren't looking for them in the right way." Thanks to narrow job descriptions, some people aren’t even aware that they might be a good fit for a position. Ravisankar believes that in the coming year, more candidates will turn to platforms like HackerRank to showcase their skills before ever filling out a job application. "Skill will become more important than where you went to college, where you worked, and your age or gender," he says, "Companies, too, will be forced to adjust their hiring processes to optimize for talent."

LOCATION WILL NO LONGER BE A DEAL BREAKER

Anthony Smith, CEO and founder of Insightly, a customer relationship and project management platform, believes that candidates’ flexibility will be key in the coming year when applying to companies with multiple locations because one may have the right position. Smith also notes, "Don't discount a company based outside your current location as many companies these days offer remote work opportunities."

VIDEO WILL BE IMPORTANT FOR BOTH YOUR RESUME AND INTERVIEW

Video platforms such as CareerSushi and ClincHR are providing a platform for candidates to set up video profiles for themselves for recruiters to get a more realistic picture of their interpersonal skills than a traditional resume can provide.

Chris Brown, vice president of human resources at West Corporation, InterCall’s parent company, believes video interviews are also here to stay as hiring resources are limited.

For recruiters, platforms such as HireVue can accelerate the interview process. For example, Jim Oddo, the senior vice president of HR at Frontier is in charge of hiring over 1,000 new employees and took the "video-first" approach to vetting talent. So far, it’s given Frontier access to talent pools that are marginalized by traditional hiring methods, such as veterans. Frontier increased veteran hiring from 7% to 10.4% using digital interviewing.

"Being comfortable with these tools and presenting a concise picture of your profile is going to be just as important as time spent on resume building," Brown says, adding "Candidates who are able to master the video interview process are going to be ahead of the curve in the hiring process."

YOU'LL BE ABLE TO BYOP - BUILD YOUR OWN POSITION

Alon Zouaretz, founder and CEO of Talsona, a technology company that helps with team building, says it's less and less effective for candidates to apply for jobs (and companies to post them) as an unfocused mass, on the big sites and job search engines. "We see a big trend in candidates being very focused around specific industries, driven by their specific interests in finding and making their career moves," he explains.

One way he sees them doing this by building relationships with companies and people within companies first, rather than just applying for a specific position on a job board.

In addition to learning about the company and its culture and getting a referral, it will help the resume process. "By the time the referred resume hits an inbox, it’s tailored to something specific between the company and the candidate—seeding the groundwork for positions based on the person’s interests and skills, as well as where the company is at directionally and in the position they are trying to fill," he says.

(via Fast Company)

Institute of Culinary Education Celebrates Exceptional Growth in 2015

 

NEW YORK, Dec. 21, 2015 /PRNewswire-USNewswire/ -- 2015 has proven to be a milestone year of growth and achievement for the Institute of Culinary Education (ICE). New York City's oldest culinary school became its newest, with the school's move to Brookfield Place on the Hudson River in Manhattan's rapidly growing "downtown."

ICE's new home is the largest culinary education facility built in a major American city in more than 10 years. The new 74,000-square-foot space (increasing in size from ICE's prior 45,000-square-foot Flatiron location) was designed with both creativity and community in mind. The school's layout is like "culinary village" with 12 teaching kitchens, six classrooms and various new features that will enrich students' daily educational experiences and support new, diverse course offerings. Special features include a Culinary Technology Lab, indoor hydroponic farm, a Chocolate Lab featuring "bean-to-bar" education and iPad-enabled teaching kitchens. As for ICE'sBrookfield Place neighbors, the complex is also home to headquarters for Time Inc. and Food & Wine Magazine, American Express, Bank of New York and more.

Regarding the move and new facility, ICE President Rick Smilow notes, "We think the learning environment we have built stands out among all of the worlds' urban-based culinary schools." He added, "Today there is a well documented shortage of cooks, chefs and restaurant managers in America. With this new school, we are doing our part to help address the sector's staffing needs."

ICE also had more than the move to celebrate in 2015. In the spring, the school won two awards granted by the International Association of Culinary Professionals (IACP): the 2015 Award of Excellence for "Culinary School of the Year," and additionally, Chef Instructor Chris Gesualdi was named 2015 "Culinary Educator of the Year" by the organization.

Both the move and the awards coincide with school's 40^th anniversary and follow record high career student enrollment in 2014. Nearing year end, in 2015, ICE once again reports very strong student achievement metrics to the US Department of Education, including an 89% graduation rate* and 86% employment rate**.

To celebrate the school's new location, awards and anniversaries (ICE's 40^th and Rick Smilow's 20^th year as the school's President), onNovember 16, ICE opened its doors to culinary giants including chefs Daniel Boulud and Marc Murphy, restaurateurs Danny Meyer andDrew Nieporent, alumnus Gail Simmons and more. Commenting on ICE's growth, Chef Boulud says "I can see this school being here for 50 years from now—and being very relevant."

About the Institute of Culinary Education The Institute of Culinary Education (ICE) is one of the largest and most diverse culinary schools in the world. Established in 1975, ICE offers award-winning six to 13-month career training programs in Culinary Arts, Pastry & Baking Arts, Culinary Management and Hospitality Management – with more than 12,000 successful alumni, many of whom are leaders in the industry. ICE also offers continuing education for culinary professionals, hosts more than 500 special events each year, and is home to one of the world's largest recreational cooking, baking and wine programs with more than 26,000 students annually. In 2015, marking the school's 40^thanniversary, ICE moved to a new, transformative 74,000-square-foot facility at Brookfield Place in downtown Manhattan, designed for inspiration, creativity and community. Visit us at ice.edu or join us on Twitter and Facebook @iceculinary to find your culinary voice™.

(via PR Newswire)