During the last quarter of 2008 we were aware of 14 petitions filed against hospitality employers.

Interruption By HR Managers Not Improper Surveillance Of Union Activity Under Th e NLRA; Disney Did Not Discriminate By Removing Restaurant Server For Being “Culturally Inauthentic”; Dealers At Caesars Palace In Las Vegas Vote For Representation By Transport Workers; Teenage Employee Allowed To Proceed With Sex Harassment Claim Due To Employer’s Confusing Complaint Process; ERISA Does Not Preempt Claim That Employer Maintained Unsafe Workplace; Ex-KFC Class Members Cannot Arbitrate Claims After Decertification; Food Services Employees Allowed Share Of Diner Service Charges; Employer Entitled To Affirmative Defense Against Harassment Claim; Fourth Circuit Allows Opt-Out Class Arbitration Of FLSA Claims Against Long John Silver’s; Indian Casino Employees Reject Union In Michigan, Vote For Representation In Indiana; Ninth Circuit Stays District Court Decision Barring San Francisco Health Care Ordinance; Tropicana Casino License Renewal Denied By New Jersey Panel; Seven McDonald’s Restaurants In California To Pay $1.16 Million To Settle Overtime And Breaks Case; Harassment By Ex-Boyfriend Is Covered By Title VII, But Employer Acted Properly; New Mexico Living Wage Expanded; Employer’s Vague Reasons For Firing Manager Not Enough To Overcome Retaliation Claim; Mission Industries Employees Ratify Five-Year Contract; LAX Hotels Living Wage Allowed To Move Forward.

The hospitality industry provides the first job for many workers in America. While that presents the industry with a great opportunity to identify and cultivate successful contributors in the future, it also presents a unique challenge: Because it is their first job, many hospitality workers have no real idea of what is expected of them. Combine that with the industry’s high turn over rate, on average, and there is a high likelihood of unmet expectations, misunderstandings, and litigation. While an employee handbook will not solve the problem complete, there is no doubt that having one will benefit both the employee and the employer.

Recruiting and retaining quality employees is one of the greatest challenges facing hospitality industry employers. In many areas, employers are facing shallow labor pools and significant competition for employees from other industries. As a result, turnover of employees is generally high. Indeed, according to People Report, which tracks human resources trends in the foodservice industry, the average chain restaurant has an annual turnover rate of 32% for managers and 114% for hourly employees. Enter a growing source of labor for hospitality employers: retiring baby boomers.

Controlling labor costs is one of the greatest challenges an employer has, particularly in the hospitality industry. Unfortunately, that challenge is only getting harder to manage. According to a recent report of the Bureau of Labor Statistics, restaurant industry wages have been rising faster than in many other industries.

Imagine a dream vacation package at a luxurious hotel in San Francisco, Palm Beach or Chicago – replete with in room massages, pedicures and turn down service – all for your canine companion! The hotel industry is now tapping into the billion dollars Americans spend on their pets every year.