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Tips and HTML
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Harassment in the workplace can take on many forms. Sexual harassment will be the focus of this post.
Sexual harassment is a form of sex discrimination that violates Title VII of the Civil Rights Act of 1964. Title VII applies to employers with 15 or more employees, including state and local governments. It also applies to employment agencies and to labor organizations, as well as to the federal government.
Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment when this conduct explicitly or implicitly affects an individual’s employment, unreasonably interferes with an individual’s work performance, or creates an intimidating, hostile, or offensive work environment.
Sexual harassment can occur in a variety of circumstances, including but not limited to the following:
- The victim as well as the harasser may be a woman or a man. The victim does not have to be of the opposite sex.
- The harasser can be the victim’s supervisor, an agent of the employer, a supervisor in another area, a co-worker, or a non-employee.
- The victim does not have to be the person harassed but could be anyone affected by the offensive conduct.
- Unlawful sexual harassment may occur without economic injury to or discharge of the victim.
- The harasser’s conduct must be unwelcome. When investigating allegations of sexual harassment, EEOC looks at the whole record: the circumstances, such as the nature of the sexual advances, and the context in which the alleged incidents occurred. A determination on the allegations is made from the facts on a case-by-case basis. It is also unlawful to retaliate against an individual for opposing employment practices that discriminate based on sex or for filing a discrimination charge, testifying, or participating in any way in an investigation, proceeding, or litigation under Title VII.
- Prevention is the best tool to eliminate sexual harassment in the workplace. Employers are encouraged to take steps necessary to prevent sexual harassment from occurring. They should clearly communicate to employees that sexual harassment will not be tolerated. They can do so by providing sexual harassment training to their employees and by establishing an effective complaint or grievance process and taking immediate and appropriate action when an employee complains.
- It is helpful for the victim to inform the harasser directly that the conduct is unwelcome and must stop. The victim should use any employer complaint mechanism or grievance system available.
Here are some tips for managers when they receive reports of offensive conduct:
- Listen!!!. Ask the reporter if he or she is willing to write it down. If the reporter is willing, fine, but if not, don’t insist. Instead take notes on the report.
- Don’t evaluate or pass judgment on the report. Remember, you don’t know what the whole truth of the matter is at this point.
- Thank the reporter for coming forward.
- Tell he or she that they will be hearing promptly from those in the organization whose job it is to manage and investigate reports.
- Don’t discuss the contents of the report with anyone who does not have a business need to know.
- It is unlawful to harass a person (an applicant or employee) because of that person’s sex. Harassment can include “sexual harassment” or unwelcome sexual advances, requests for sexual favors, and other verbal or physical harassment of a sexual nature.
- Harassment does not have to be of a sexual nature, and can include offensive remarks about a person’s sex. For example, it is illegal to harass a woman by making offensive comments about women in general.
- Both victim and the harasser can be either a woman or a man, and the victim and harasser can be the same sex.
- Although the law doesn’t prohibit simple teasing, offhand comments, or isolated incidents that are not very serious, harassment is illegal when it is so frequent or severe that it creates a hostile or offensive work environment or when it results in an adverse employment decision (such as the victim being fired or demoted).
- The harasser can be the victim’s supervisor, a supervisor in another area, a co-worker, or someone who is not an employee of the employer, such as a client or customer.
For more information about sexual harassment in the workplace visit http://www.eeoc.gov/policy/docs/harassment-facts.html
- A one year listing on Maine Mid Coast Tours Website
- A one year listing on Maine Mid Coast Tours Google Map
- A One year link to your website or Facebook Page
- Your business promoted on our Facebook Pages and Twitter Page once a month
Upgrade to our premium package for an additional $50 and receive a feature page. We will come down to your business and interview you and take pictures of your location. We will then create a page with the pictures and information and link to your business website or Facebook Page. The page will be Search Engine Optimized and then promoted on our different social websites.
Give us a call at 207-751-8702 Or Email us at socialmediaconnected@Comcast.net
Tracking your cost on a daily, weekly and monthly basis is the foundation to making sure you are on track with your controllable cost. This takes time and determination to stay on course at achieving you budgeted goals.
First you must use all available information daily to be able to react quick enough to make the cut you need to in the areas of food, liquor, labor. Your point of sales system is a great tool for gathering the information on sales, guest count and labor . The accounting department can provide you with the daily deliveries of food and liquor. Keeping accurate inventory #s is the finishing touch for information needed. Below is a sheet that you would input you daily information into the following day that they occurred.
At week’s end the above sheet is what you should have. You now know your weekly totals for the major controllable accounts in your restaurant. You could even insert into this sheet daily/weekly budget targets. So that you could monitor you success on a daily basis enabling you to react quickly to deviations.
Now that you have the weekly numbers in place where do you think we go from there. That is right we transfer the weekly numbers to our monthly controllable sheet.
Notice that the numbers for the monthly came right off the weekly work sheet giving you the first week of the month for comparison to the budgeted numbers. As you complete week two, three, four, the totals go into this sheet and at the end of the month you have a complete picture of the month compared to the budgeted numbers. The budget number can be found on the bright orange line. Week by week you can see your numbers getting closer to what you budgeted to do for this month.
If you would like help setting up these work sheets for your business email me at: Socialmediaconnected@comcast.net
Comparing your actual income and expense numbers to what you have budgeted is a vital step in the process of staying on course for profitability. Remember you created a budget using last years actual numbers along with educated guesses. You posted them side by side in a budget forecast sheet. Now you have to do your work and track what is happening in your restaurant this year. So you create a sheet using your forecasted numbers for this year and insert this years revenue and expenses in the column next to the forecasted number. Below is an example of what this would look like. Notice that the sales for February are higher than projected. That is a very good thing. The cost of goods are also higher than projected. That is to be expected with the increase in sales, you would have to use more product. Look closer and you will see a problem that needs to be addressed. The cost of goods was forecast to be at 32.42% but is actually at 35.14%. That means that you have a 2.72% higher cost of goods then you predicted That means you lost $901.00 of Gross profit because you did not maintain the cost of goods that you forecast. I know the tendency would be for you to say but look our gross profit is $5536.00 more than we forecast. That is all because of the increase in sales. If you had maintained the food cost at the level that you had forecast the Gross profit would have been $6437.00 more than forecast. My point is that there may be months where your sales are lower than forecast and so maintaining cost percentages is important for every month. This also will give you a heads up on a possible problem in the cost of goods. There may be a reason for the increase in the cost percentage but it should be known what that is. The same is true for all expenses. look at the overall percentage of sales that it uses and explain the difference from what you budgeted.
Nest we will look at how to track the two most controllable expenses on a daily and weekly basis, so you can react before you get to far off what you forecasted.