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LCLB Report by Karen Ayers Why We Have the Minors as Agents Program During the past year there has been a lot of discussion about the Minors as Agents Program. We often talk about stats and our mutual goal of 100% compliance; however, we rarely talk about why the program is so important. Often the conversation is about how we use olderlooking kids (not true - we hire agents who look their age), how the agents purposely visit when it’s busy (we actually prefer it to be quiet to minimize patron involvement), how the licensee does a lot of training, how it can be a challenge to find good staff, how the licensee has put up signs or holds regular staff meetings to educate staff about not selling to minors, and so forth. Some of this is the right conversation to be having, but none of it holds much meaning unless we understand why there are age-based restrictions on the sale of liquor in the first place. Study after study show that alcohol consumption by minors is associated with a greater risk of unwanted pregnancies, smoking, violence, sexual assaults, bullying, poor school performance, suicide, and death or injury from driving and other accidents. Also, early alcohol abuse is known to have negative impacts on the development of the part of the brain responsible for higher-level thinking. Sadly, a one-time sale of liquor to a minor can potentially lead to a life-altering event. British Columbians believe that the public interest is best served by taking every reasonable step to mitigate the risks that go along with alcohol consumption, especially as it applies to minors. This is why the Minors as Agents Program exists. The Minors as Agents Program will not eliminate access to liquor by minors; however, it will restrict that access in retail outlets. Together, the Branch and industry can make a significant and positive contribution to hindering minors’ access to liquor. Minors and their parents have the right to be confident that we are doing everything reasonable to make our communities safe. We know you explain to your staff that a sale to a minor is against the law, that the fines are significant, and that staff themselves may get fired if they sell to a minor. We know you hold staff meetings where this is emphasized over and over again. A value-added step may be to educate your staff on why there are age-related prohibitions in the first place. We continue to do our part by making signage available as tools for you and your staff to educate each other about why it is so important to prevent minors’ access to liquor. These tools will help everyone understand why the question, “May I see two pieces of identification please?” is so important. 30 The Publican
Human Resources by Shane Isley and Donnie Staff Good Job Descriptions Can Save You Time and Money Why Are Job Descriptions Important? Bringing out the best in your employees, and continuing to meet your business goals, starts with the development of thorough job descriptions. A good job description will provide employees with clear expectations, and can also take the place of more expensive and time-consuming training. Well-written job desciriptions can add value to many parts of your business. A good job description can: (1) help attract a strong pool of candidates more efficiently by describing the qualities, qualifications, and experience required to be successful in the position; (2) guide your training and development, ensuring your managers focus only on the skills & knowledge the employee needs to do the job; and (3) enable your managers to engage in meaningful and productive performance conversations with their direct reports. Well writtten job descriptions, while typically underrated, can be one of the most influential contributions to your business success. How to Create a Good Job Description Step 1: Mapping The starting point for writing a good job description is “mapping” the position. This helps you identify what someone serving in a position is expected to accomplish and whom they are expected to deliver work products to. Mapping a position requires an understanding of the company’s culture as well as the duties, responsibilities, and demands of the position. It also requires a familiarity with the position, specifically, knowledge of whom the employee will interact with both inside and outside the business. Before you begin mapping a position, it’s important to specify the position you wish to describe and not a person you want to convey information to (e.g., write a job description for your pub’s head bartender, not for Peter the head bartender and manager). After you have specified the position, identify all of the people that expect to receive work products from the employee, including co-workers (internal customers) as well as customers, vendors, and partners (external customers). Your mapping assignment is complete once you identify the position's work products and which internal and external customers they are delivered to. Below are some tips for selecting work products. A work product is: • A product of behaviour, not a behaviour itself • A thing, not the measure of a thing • A valuable contribution to business results • A noun, not a verb Tips for writing work products: • Add criteria to help clarify what counts as an acceptable work product. • Ask yourself if you can state the work product in a plural tense. If so, then it is likely you have identified a countable noun that will function as a work product. Step 2: Defining The second step in writing a job description involves describing why the work products are important to the business as well as stating the criteria for an acceptable one. In order to show how work products contribute to the business’ overall success, link the work products to business results. Business results are the metrics a company uses to measure its success as a business, (e.g. profit margins, customer satisfaction, employee turnover, marketshare, etc.). Once you have shown the link between work products and business results, detail the criteria for what constitutes an acceptable work product. A list of criteria allows an employee and his manager to evaluate the quality of the employee’s work product(s) more easily. Lastly, list the actions or approaches recommended to complete each work product. Providing an employee with guidance as to how to produce work products can help ensure they follow company policies, engage in best practices, and are on track to becoming a more independent team member. Continue to link work outputs to business results, detail performance criteria and list actions until you have described all of the major work products for the position. Below is an example of one item, out of several, you may find on a store, pub, or bar manager’s job description. Business Results Work Product Criteria Behaviour Revenue streams Customer satisfaction Profit margin Cash flow Purchase order Includes the appropriate amount of supplies for the current business needs Replenishes inventory Establishes supplies to meet future customer demands, expected future sales, and daily sales goals Expands selection based on customer habits and current business plans Requests needed supplies at the lowest possible cost Placed in a timely manner so that stock is not depleted before purchased items are received Includes the business’ license number Is signed Research vendor costs and selection Take inventory of current stock Review past sales data Predict future sales Submit purchase order Shane Isley is President and Donnie Staff is VP of Consulting Services at Optimal. They can be reached at 206-905-4660 ©2013 West Coast Behavioral Consultants, Inc. All Rights Reserved. The Publican 31
Page 1 and 2: the Publican The Alliance of Bevera
Page 3 and 4: Featured Publican Steve Pauls at Mo
Page 5 and 6: STOCK UP FOR SUMMER WITH THE LATEST
Page 7 and 8: What's New? by Debbie Minke Beer, C
Page 9 and 10: Beer LIQUOR SALES & TRENDS For Tota
Page 11 and 12: Photo courtesy of Crow & Gate Pub R
Page 13 and 14: Store Layout When planning a store
Page 15 and 16: If you own a pub, chances are you
Page 17 and 18: How to Run Your Daily Deal If you
Page 19 and 20: HERMANN'S DARK LAGER Dark Lager Can
Page 21 and 22: We’re on Facebook, Twitter, Urban
Page 23 and 24: The moratorium on issuing new licen
Page 25 and 26: Police Practices and Impaired Drivi
Page 27 and 28: For a small, independent establishm
Page 29: Wine Report by Ralf Joneikies Wine
Page 33 and 34: Names in the News by Debbie Minke A
Page 35 and 36: ABLE Benefits by Ian Baillie Have y
Page 37 and 38: the bartenders as to how to prepare
Page 39: INTRODUCING MAPLE FINISHED THE SMOO

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