General Manager at Pizza Hut

General Manager

1224 Powhatan St., Fredericksburg, VA

Title: Salaried Restaurant General Manager (Salaried RGM)

Purpose of the Position:

The person holding this supervisory position is responsible and accountable for: planning work, the daily operation of the restaurant, hiring and training team members, directing the activities of team members, and rewarding or disciplining team members; and, performing these functions in ways that assure compliance with all Company policies and procedures, customer satisfaction, a high level of team member morale and the attainment of sales and profit objectives. The RGM holds the highest position in the restaurant and reports directly to the District Manager.

Essential Functions:

The following accountabilities are essential to this position and a high degree of performance must be achieved in each in order for the incumbent to be successful. These accountabilities are organized according to our six Key Result Areas.

I. Profitability

A. Planning

1. Participates with the District Manager (OM) in developing input for the yearly sales budget.
2. Executes plans to achieve consistent sales growth and profit growth.
3. Achieves planned/budgeted profits. This involves:
• a. Using established control systems and procedures to measure actual results and to identify deviations from planned results.
• b. Developing and implementing corrective action plans to assure actual results conform to plan.

B. Policies: Complies with all Company policies and procedures, including but not limited to, those relating to inventory, cash, payroll, food handling, interactions with guests, team members, and vendors, and legal compliance.

C. Manages and Controls Cash: Ensures that all cash and checks, minus the change fund is correctly deposited, credit card transactions are correctly settled, and cash over or short is minimized.

D. Controls cash drawers and team member "banks", following all established manual and computer procedures.

E. Manages and Controls Cost of Sales: The actual cost per the P&L must be equal to or between Ideal Cost and Allowable Cost as calculated in the Product Cost Analysis report and Bonus Calculation Sheet. This includes these processes:

• 1. Utilizes manuals and/or automated procedures approved by the Company, orders all approved products used in the restaurant.
• 2. Properly accepts deliveries and properly stores inventory items used in the restaurant. This involves these processes:
• a. Checks in products as received off of delivery vehicles to verify product quality and verifies that amounts charged for on delivery receipt/packing slips are for amount of goods received.
• b. Uses a two-wheeled hand truck to unload and products, assists and oversees other team members in proper storage of products. Weight of items varies from 10 to 50 pounds. Full load on two-wheeled hand truck may exceed 500 pounds. Generally, ensures that more than one person is available to perform this task.
• c. "Autoposts" inventory received, or enters on inventory record the amount and cost of each product item received, as noted on delivery receipt/packing slip.
• 3. Accurately accounts for all product coming into the restaurant, used to prepare products, or transferred out of the restaurant.
• 4. Assures the proper execution of all recipes and specifications for preparing ingredients and assembling products.
• 5. Manages waste which involves maintaining a FIFO (First In, First Out) system and marking all products with a Made - Ready - Discard label.
• 6. Assures the correct order entry procedures are followed by all order takers.
• 7. Assures compliance with team member consumption policies.
• 8. Performs a Daily Product Usage Analysis on critical inventory items to assure usage meets guidelines.
• 9. Communicates goals to team members and follows up with team members to ensure goals are being met.
• 10. The following tools are used to aid in controlling Cost of Sales:
• FMS Product Cost Analysis Report
• FMS Daily Ideal Usage Report
• FMS Weekly Worksheet Report
• Bonus Calculation Sheet
• Profit and Loss Statement
• The General Ledger
• Prep Variance Report
• Daily Prep Variance Report

F. Manages and Controls Cost of Labor: Ensures that "Flow-thru" targets/goals are achieved; actual hours used do not exceed the established labor model/matrix; and, team member productivity is maximized. This includes these processes:

• 1. Ensuring the accuracy and completeness of team member timekeeping records, including tips and team member meals. Updates team member records as needed.
• 2. Minimizing edits to clock-in/clock-out transactions by assuring team members properly clock in at the beginning of their shift and clock out at the end of their shift.
• 3. Assuring team members do not clock in earlier than five (5) minutes prior to their scheduled shift.
• 4. Assuring the man-hours used for opening and closing the restaurant do not exceed established targets.
• 5. Analyzing actual labor hours used versus earned allowable labor hours and calculating the variance; and, using this information to appropriately manage labor each shift.
• 6. Communicating and cooperating with the Home Office Payroll Department to assure accuracy in payroll, including information about new hires, raises, promotions, and terminations.
• 7. Managing salaries and wages within Company guidelines.
• 8. Eliminating overtime hours for team members who are paid on an hourly basis.
• 9. Eliminating supplemental tip credit pay.
• 10. Improving team member productivity using the measurements and tools available through the Company, as well as the following:
• a. Assuring the Back of the House (BOH) is "optimized":
• i. Organized... a place for everything, and everything in its place
• ii. Lineal Flow... eliminate or minimize back tracking
• iii. Have all items located closest to the next step in the product assembly process
• iv. Minimize the number of steps taken and the reach needed for all items
• b. Assuring that team members are thoroughly trained.
• c. Ensuring that "prep levels' are adequate for the forecasted volume of business for the day, including: products thawing/tempering; raw product prep; preassembled pizza and other products; and so on.
• d. Ensuring that food preparation areas, make table, cut table, and service areas are stocked appropriately before each shift and maintained during peak volume periods.
• e. Ensuring products are prepared quickly in accordance with time standards.
• f. Ensuring that tables vacated by customers are cleared, cleaned, sanitized and reset quickly.
• 11. Reduces turnover by managing all aspects of the restaurant professionally and in accordance with Company standards.
• 12. Uses established procedures to produce a sales forecast to be used in the scheduling process.
• 13. Work an RGM schedule that meets the Daland "Guest Focused Schedule" guidelines.
• G. Manages advertising expenses by assuring all such expenses are approved as part of the Quarterly Marketing Plan.
• H. Managing Other Operating Expenses and Semi-Variable Expenses to Budget or less.

II. Customer Satisfaction

A. Maintains positive customer relations, which includes:

• 1. Assuring personal behaviors and team member behaviors toward all customers are courteous, attentive, respectful, and enthusiastic.
• 2. Assuring a comfortable environment for customers.
• 3. Executing "Floor Management" by directing activities and greeting and interacting with customers on each shift worked.
• 4. Immediately resolving customer complaints by apologizing first and then assuring the satisfaction of the customer. Complaints may be received in person, by phone, or in writing. Consult with the DM if the customer is not satisfied with your suggested resolution.
• B.L.A.S.T. is the acronym we use for our complaint resolution process: