Employees working for more than five consecutive hours are encouraged to take a 21- to 30-minute, off-the clock break during their shift. Breaks longer than 20 minutes should be off-the-clock. Employees may take occasional, short, on-the-clock breaks as needed.
Employees are encouraged to attend or watch campus devotionals and forums. If they are scheduled to work during this time, they can make the following adjustments with manager approval:
Employees can clock out to attend or watch these events if they desire to do so. If watching from the office, employees should make sure they do not distract other employees that are trying to work.
Employees can remain clocked in and listen to the devotional in the background if they stay productive.
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Dress and Grooming Policy
Dining Technology employees work in close proximity to the Dining Services administrative office. As such, they are expected to observe high standards in modesty, taste, judgement, and appropriateness of dress and grooming. All clothing must be in accordance with BYU Dress and Grooming Standards. Employees are encouraged to dress professionally – especially on days they know they will be meeting with Dining managers.
Dining Technology management leaves it up to individual employees to interpret the policy to “dress professionally”, so long as employee dress and grooming does not (1) violate BYU Dress and Grooming Standards or (2) impede an employee’s ability to fulfill job duties. Management will address concerns if either of those points are at issue.
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Employee Safety Policy
All employees deserve to work in a safe environment. During training, employees will be specifically trained on safety in the workplace. Dining Services needs its employees’ help in maintaining a safe working environment. Please observe the following:
Follow all safety protocols and procedures at all times.
Do not leave debris or garbage on the floor.
Keep work area clean and organized.
Complete all Y-Train safety trainings.
Use proper equipment (i.e. ladders, cut gloves, etc.)
Follow proper lifting techniques.
Report any unsafe conditions immediately.
Accidents If an accident occurs, report the injury immediately to a supervisor. The situation will be assessed and proper procedures will be taken. If needed, the medics can be called and transportation will be provided. Depending on the severity of the accident, an incident form may need to be filled out by full-time personnel. Please keep your supervisor involved at the time of the accident and afterward.
Emergency Procedures Employee safety is paramount. Evacuate buildings upon hearing an alarm or upon the request of authorities immediately. Treat all alarms as the real thing. Avoid panic, remain calm, use common sense, and render assistance as required. Report any emergencies to the University Police at 911 or (801) 422-2222. Know the location of at least two emergency exits in your working area.
Upon exiting, meet at the rendezvous point for all USB employees, which is located by the trees along University Parkway in front of the building, across the parking lot from campus floral (the meat shop parking spots). Management will take a head count to ensure everyone is out of the building safely.
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Hours Policy
Weekly Budgeted Hours
Dining Technology management budgets a certain number of hours per employee per week (weekly budgeted hours). Employees are expected to average at or near this amount. Changes to weekly budgeted hours should be requested through management and must be approved by the employee’s full-time manager.
Minimum Weekly Hours
To ensure continuity of business operations, Dining Technology has the following Minimum Weekly Hours policies:
New employees are required to be budgeted at least 14 hours per week for their first four months of employment in Dining Technology. Exceptions to this policy must be approved by the general manager.
All employees are encouraged to be budgeted at least 10 hours per week. Full-time managers are authorized to grant exceptions to this on an as needed basis when it is beneficial to Dining Technology.
Team leads are required to be budgeted at least 15 hours per week for as long as they are functioning as a team lead. Exceptions to this must be approved by the general manager.
Hours Limits
No employee may work over 40 hours per week without prior written approval from the general manager. In addition to this limitation, employees are subject to the following hours limitations based on their student status:
Fall/Winter Weekly Limit
Spring/Summer Weekly Limit
Annual Weekly Average Cap*
Student
25 hours per week
40 hours per week
28 hours per week
International Student
20 hours per week
40 hours per week if on break
28 hours per week
Part-Time Staff Non-Benefitted
28 hours per week
28 hours per week
17.5 hours per week
Part-Time Staff Benefitted
40 hours per week
40 hours per week
28 hours per week
Annual Weekly Average Measurement Periods
*-measurement period for students (and ¾ time employees) is the first year of employment, and an additional annual measurement period of October 15th-October 14th.
*-measurement period for ½ time non-student employees is the university fiscal year (roughly January 1 – December 31).
There are certain days during Fall and Winter semesters (including during finals) that students can work additional hours. You can access this information on https://hrs.byu.edu by pulling up the Holiday/Break schedule under the “Student Employees” menu.
You are responsible for ensuring that you do not go over hours limits. International students may be subject to deportation upon violation. If assistance is needed in calculating your hours, refer to your reported time in Workday for your most up-to-date summary.
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Meal Credit Terms & Conditions
Please refer to the Dining Services information posted at these locations:
Employees are expected to use common sense with their media use while on the clock. Limiting unnecessary media use encourages productivity and furthers the Dining Technology mission. Supervisors should review employee media use during one-on-one meetings with their direct reports.
Here are some general guidelines regarding media use:
Watching Netflix or other video entertainment at work is not appropriate. Gaming is not appropriate.
Listening to music on headphones is appropriate, as doing so can minimize distractions. However, employees should not listen to music so loud that they cannot hear if someone is trying to get their attention.
Listening to other forms of audio entertainment is almost always not appropriate. These forms of media can distract from the creative process. Employees should use good judgement and feedback from their supervisor to determine what is appropriate for what types of activities.
Employees should not spend significant time using personal communications while they are on the clock. This includes text messaging, personal emails, and personal social media. Because of this, it is generally not appropriate to be logged in to these accounts on their work computer. Web browsing should be limited to work projects and tasks.
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Time Reporting Policy
Part-time employees report their time in Workday using the mobile app, Workday online, or a BYU time clock. They must also submit their time at the end of each week in addition to reporting their time.
While BYU Dining Services is a university auxiliary expected to be self-sustaining, it is still part of the church umbrella. Wages paid (and therefore time on the clock) represent sacred funds. Because of this, it is the policy of Dining Technology that all employees use all time on the clock for work-related activities. As we build a culture of productivity and accountability, employees will expand their capabilities, which benefits both Dining Technology and the employee’s future jobs and leadership opportunities.
This does not mean that employees need to be work robots. Employees should work with their direct supervisor to identify the appropriate amount of collaboration with co-workers. Supervisors should give feedback to their direct reports and review during one-on-one meetings how the employee is spending their time.
2. Organizational Structure
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2.1. Team Structure and Group Organizational Chart
Each Dining Technology part-time employee is assigned to a team based on their job responsibilities. Each team is overseen by a full-time manager.
To facilitate the broad and numerous tasks handled by the group, full-time managers designate some part-time employees as leads and delegate supervisory and/or administrative functions to them.
Teams should meet weekly to coordinate and collaborate on their work. When it isn't possible for all team members to meet weekly due to work schedules, arrangements should be made to alternate the meeting time so that each team member has an opportunity to meet occasionally with at least some of the team.
Each employee has an assigned manager. Be open and honest with your supervisor. Regularly meet with them to discuss your ideas, types of projects you enjoy (or would like to see more of), ideas for your professional development, and any other concerns or ideas you may have.
While hierarchical differentiation exists, it does not mean that any employee is more important or valuable than another. The best work environment will exist when all employees feel free to collaborate, exchange ideas, and give/receive feedback.
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2.3. Accountability
Managers and leads are responsible to stay informed on their direct reports’ work and to ensure that they are meeting management’s expectations. It is the policy of the Dining Technology Group that supervisors hold one-on-one accountability meetings with each direct report at least once per month.
Part-time employees will have a progress review once per semester, scheduled under the direction of the general manager. This review includes the employee, the lead, the manager, and the general manager. This review includes a manager evaluation which is used for allocating semester raises.
The DTG Software List helps our group keep track of the technology we support and use. It helps us see how items are interrelated, who is accountable for them, etc.
Purposes for the List
Accountability: We can track who is accountable and responsible for each software item.
Education and Training: We can refer to this list to learn more about a product, tool, or process. It is meant to be the starting point for all DTG documentation and training.
Continuity: We can see who has a good understanding of each software item. This allows us to determine who can help with projects or requests relating to the item. This allow allows us to transition ownership of our various software items when people leave, ensuring that someone in our group is always able to manage the item.
Auditing: This list helps teams meet end user expectations by creating automated check-in tasks for each item.
Financial Impacts: This allows management to estimate the operating costs of each software item.
Responsibilities
Full-Time Managers (Product Owners)
Ultimately accountable for all products, tools, and components in their portfolio and to ensure that teams are updating the list as appropriate.
Oversee the setup of check-in tasks to ensure that all software being supported meets end-user expectations.
Ensure continuity of operations by using the software list to record who is trained on each item.
All Employees
Help to keep team's software list up-to-date.
Ensure that links to documentation and Wrike are added to the software list.
Use the software list as the starting point for training and documentation.
Complete check-in tasks when assigned.
DTG Admin Team (General Manager + Project Manager)
Train DTG teams on appropriate use of the software list, following up to ensure that the list is updated regularly and correctly.
Glossary of DTG Software List Fields
Software Type:
Product (Buy): A software product that we have purchased and support for end users. EX: Eatec
Product (Build): A software product that we have built in-house and support for end users. EX: Bite Fulfillment App
Tool (BYU): A software tool that BYU owns and that we utilize in Dining Services. EX: Ring Central
Tool (DTG): A software tool that Dining Services has purchased. EX: Wrike
Component: Pieces of software or effort that are required to make a product or tool run. EX: Power automate flows, Informatica workflows, manual processes like audits, etc.
Activity Status: This should match the workflow status in Wrike for an item.
Expert: The individual in our group that does most of the work on the Software Item.
Product Owner: The individual in our group that is ultimately accountable for the product, tool, or component. This is typically a full-time manager.
Knowledgeable: This is the individuals in our group that have had experience with the Software Item. They typically have done at least some work on the item and have a decent understanding of the item and its properties.
Documentation: Field used to include hyperlinks to documentation on a Software item.
Wrike: Field for hyperlink to Software item in Wrike.
Parent: If the Software Item is a component, then this field should not be empty. This field is a reference to what product or tool the component item is under.
Check-In Frequency: Field where a team can decide how often a Software Item should be audited.
Category: This is an optional field that teams can use to further categorize their software.
We use Shifts in Microsoft Teams for tracking part-time employee schedules. You can view your schedule by adding the "Shifts" app in Microsoft Teams, and selecting the Dining Technology Group team. We publish 2-3 weeks of schedule at a time. Please follow the procedures outlined below to request changes to your work schedule when needed.
One-Time Changes to Work Schedule
Employees should work with a manager or lead to make one-time changes to their schedule when needed. This can be done using the "request time off" feature in Shifts or communicating the manager or lead separately. Please wait to submit these requests until the schedule for that day/week has been published. Once approved, the manager or lead will update the Teams schedule and publish the change. The laptop schedule will remain the same, so the employee will need to use an unscheduled laptop if they will be working during a time they are not scheduled a laptop.
Permanent Changes to Work Schedule
Employees should request permanent changes to scheduled hours from their full-time manager. Once approved, the manager will forward the information to the Admin team so the Shifts schedule and laptop schedule can be updated appropriately. The change is not finalized until the Admin team has made those updates. Please be aware that it is unlikely that you will be able to keep your same work laptop if you adjust your schedule mid-semester.
Master Schedule
Only managers and leads (owners of the "Dining Technology Group" team) have access to see master schedules in Shifts. The "master schedule" is kept 2-3 weeks ahead of the current week as a full week of unpublished shifts. Each week the Admin team copies the master to the next week (making a new master schedule) and publishes the previous master week. Only the Admin team should make changes to the Shifts master schedule for the current semester.
Master schedules are also kept on the first full week of each subsequent semester and term to record future semester schedules. Managers and the Admin team should add student shifts to these schedules when building schedules prior to each semester.
4. Routines, Wrike, and Project Management
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4.1. Navigating Wrike
We use Wrike as our ticketing/project management system. All work we do in the Dining Technology Group should be captured in Wrike products, projects, stories, requests, and tasks. When used properly, Wrike can be a valuable tool enabling each DTG employee to know what to work on next.
You can access Wrike by logging in at wrike.com. You can also download the desktop app from their website. New employees will receive an invitation via email to create a Wrike account.
Here is a brief explanation on where to find things in Wrike:
Spaces
Each DTG team has its own "space" inside of Wrike. We organize Wrike this way so that each team can have custom tools (i.e. the Kanban Board). You can access your team’s space (and other spaces) by selecting the space from the dropdown on the left Wrike bar.
You also have access to other spaces, including:
Personal Space: You can create your own custom dashboards and reports here. Keep in mind that any items (projects, stories, tasks, etc.) that you create here will not be visible to other people on the team.
Dining Technology Space: There are some general dashboards and reports looking at all of DTG here. This is also the home location for the "Products" Wrike folder, which is also added into each team space.
Team Kanban Board
We use a modified version of the Kanban framework for project management in the Dining Technology Group. You can access your team's board inside your team space. The Kanban Board has two different sections (tabs):
Daily Planning Daily planning is where the team manages their day-to-day work. Review the "Daily Routines" section to learn about how this should work. These Wrike items are the core building blocks of our day-to-day work and all move through the daily board:
Requests (Externally-Created Stories):
Dining Technology Requests (Prefix = R#): These are maintenance and development requests that come in to us from Dining areas around campus.
Permissions Requests (Prefix = PR#): These are requests to add, modify, or remove access to a system. These requests follow a modified workflow that includes an approval step for new access to certain systems.
Barcode Issues (Prefix = Barcode Issue #): These are issues reported with barcodes scanning correctly. These requests follow a custom workflow that allows DTG to send resolved issue reports back to the area to confirm the item is scanning correctly before the issue is closed.
Stories: "User stories" are descriptions of user needs or requirements. When not requested externally through the help desk, stories are created instead. Stories do not appear on the daily board until the team has backlogged the story during the team meeting (usually when a project is opened).
Note: Requests (Externally Created) + Stories (Internally Created in Projects) = Deliverables.
Tasks: Tasks can be created inside of a story to subdivide the work. This usually happens once the story is being actively worked on. Tasks can also be used to capture miscellaneous "tasks" not related to a product or project, including takeaways from a meeting.
Weekly Planning Weekly planning is used to review projects during the team meeting. When the team is effective with their weekly planning, this sets their daily board up to success for the next week.
Wrike Folder Setup
Wrike spaces have a folder structure where each item or folder is assigned to one or more locations.
Products folder: This folder can be found in all DTG spaces and is where products and projects should be saved. There is a subfolder for each team.
Tech Help Desk: This folder is where all three types of requests are saved in Wrike. Don’t create items inside of this folder - our integrations create the item in Wrike when the request is received from an external system.
My to-do
My to-do is a view inside of Wrike which shows you all tasks and requests that are assigned to you in any Wrike space. Wrike automatically groups these items by due date, but you can adjust the sorting and grouping using the buttons at the top of the list. This can be a useful view, but don't let it replace your team Kanban board...
Inbox
You'll receive a notification in your Wrike inbox when an item is assigned to you or you are mentioned in a comment.
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4.2. What is Kanban?
Kanban is a visual workflow management system, often used in project management and software development, that helps teams visualize their work, manage workflows, and optimize efficiency by focusing on continuous delivery and improvement. We use Kanban for our project management in DTG.
Here are some key principles of Kanban and how we apply them in DTG:
Visualize the Workflow: Work items should be represented on a board that visualizes the workflow items pass from inception to completion. Your team Kanban board shows all the stories, requests, and tasks assigned to the team.
Focus on Flow: The goal is to optimize the flow of work by identifying and optimizing bottlenecks or delays. The “Blocked” widget on the Kanban board helps managers focus on bottlenecked items.
Limit Work in Progress: We aim to reduce the number of open items in progress to improve focus and efficiency. Items stay on the “Backlog” widget until the team has capacity to work on additional items.
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4.3. Daily Routines
The "Daily Planning" section of the Kanban Board is where the team manages their day-to-day work. Stories, requests, and tasks are the core building blocks of our day-to-day work and all these items move through the daily board. You can use the "Assignee" parameter on the board to filter the "Open" and "Blocked" board widgets.
Daily Standup
Managers (or leads) try to have a daily standup with employees near the beginning of the employee's shift, focusing on these three questions:
What did you do yesterday? (the "Monitoring" board widget)
What will you do today? (the "Open" and "Backlog" board widgets)
Are there any impediments/blockers preventing you from your work? (the "Blocked" board widget)
Backlog Prioritization
Managers and leads are responsible to continually prioritize the backlog, dragging items up and down the board. This allows team members to grab the top backlog item to work on when they have capacity.
Taking Items from the Backlog
Employees should take items from the top of backlog once they have capacity, skipping over backlog items that they do not have the training/ability to complete. When taking items from the backlog, the employee can break the item down into subtasks if helpful (creating tasks inside the request or story). Remember that tasks with a "new" status show on the backlog widget, so it is a good idea to set tasks manually as "In Progress" when you create them at this stage.
Communications
In addition to checking Wrike regularly, employees should make sure to check email and teams regularly throughout their shift. Employees with Ringcentral should have that configured so they are able to answer calls during their shift as well.
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4.4. Weekly Planning Segment of the Team Meeting
The "Weekly Planning" section of your team's Kanban Board is where your team reviews and updates projects each week during the weekly meeting. Here is a rough outline of what this review should include:
Weekly Planning Segment
Review Each Project in Release.
Is the Project Working and Providing Value?
What additional stories need to be added or advanced to the backlog? Complete the effort evaluation for each story that is advanced.
Is the project stable and ready to be moved to completed? (Stories should be complete before this happens).
Review Each Project in Development.
Review stories by status and make changes as needed.
What additional stories need to be added or advanced to the backlog? Complete the effort evaluation for each story that is advanced.
Is the project ready to be moved to release? Does it need to be split into multiple projects?
Review Project Backlog
Review Priority of Backlogged Projects.
Does the team have bandwidth to open additional projects? If so, move the project off of the backlog and review it with the team following the "Review Each Project in Development" outline.
Project Ideas
Does the team recommend any project ideas be advanced to the backlog or declined? Project approval decisions are made by the manager or general manager, depending on the scope of the project.
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4.5. Key Performance Indicators
How do we know that we are being successful? We have set the following KPIs to measure our performance:
Deliverables Completed (Throughput - Primary): This is the total number of stories and requests that the team has completed.
Lead Time: How long it takes for a story/request to move through the entire workflow (the average time it takes to complete stories/requests).
Cycle Time: How long it takes for a story/request to move through the entire workflow once the team commences work on the item.
Projects Completed (Throughput - Secondary): This is the total number of projects that the team has completed.
Project Effort Points Completed: This is the total number of project effort points that the team has completed.
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4.6. Team Retrospectives
AJ will schedule a 30-minute retrospective with each team once every two weeks.
Retrospective Agenda
Review KPI’s and goals:
Did we reach our goals?
Were our goals attainable?
Did our goals stretch us?
Discuss performance
Where did we find success?
Where did we fall short?
What were some of the key reasons we fell short?
Fill out retrospective board
Have 5 sections for stop doing, start doing, keep doing, more of and less of
Have each employee write on cards or sticky notes items for each section (encourage them to try to write at least 1 note in each section)
Afterwards, go through notes as a group and briefly discuss any that need more though or clarification
Set goals
Set goals for KPI’s
Set other goals for the team
Record goals and send out to team
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4.7. Workflow Documentation
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