The Dean Colley

Organization 

 

8 Proven People Practices

1.    Attract, hire, promote and retain high quality customer-focused employees.

2.    Provide an informative and motivating orientation and effective training to all employees.

3.    Ensure pay raises occur according to schedule.

4.    Position crew members and managers to deliver the best customer service.

5.    Ensure good communications among managers and crew.

6.    Give crew their breaks and ensure there is enough crew scheduled to handle the workload.

7.    Provide the necessary equipment to do quality work.

8.    Provide a safe and comfortable environment.

 

 

 

 

 

Interviewing

 

Interviewing is a key step in the hiring process. As an equal opportunity employer, the Dean Colley Organization does not discriminate on the basis of age, sex, race, religion, ethnic or national origin, handicap or sexual orientation. It is essential that during the interview process there is no deliberate or inadvertent attempt to solicit information that may constitute discrimination. Outlined below are the types of questions that you can and cannot ask during the interview, as well as, the documentation that should be obtained. Also, outlined are the company policies that should be reviewed during the interview. Review of these policies will eliminate surprises for the candidate at the time of hire.

 

1. What can and cannot be asked
1. Cannot ask

                                                               i.      If the candidate is a native born or naturalized citizen

                                                             ii.      The candidate’s marital status

                                                            iii.      If the candidate has children

                                                           iv.      The candidate’s political affiliations

                                                             v.      The candidate’s religious affiliation

                                                           vi.      Any questions regarding age other than if the candidate’s racial, ethnic, or national origin

                                                          vii.      Any questions regarding age other than if the candidate is over the age of 18

                                                        viii.      If the candidate has ever collected unemployment, worker’s compensation, or disability benefits

                                                           ix.      If the candidate has ever been arrested

                                                             x.      Who to contact in case of emergency (until after hire)

2. Can ask

                                                               i.      The candidate’s Educational background

                                                             ii.      The candidate’s employment experience

                                                            iii.      The candidate’s availability to work

                                                           iv.      If the candidate has ever been convicted of a crime

                                                             v.      If the candidate has ever been refused bonding

2. What documentation should be requested
1. I-9 and supporting documentation for the I-9 ( listed on the I-9)

Working papers if the candidate is under the age 18

2. A properly completed employee folder (including W4 section
2. What policies should be discussed
1. Policies contained on the Policy Notice checklist
2. Appearance Policies related to jewelry, facial hair and tattoos
3. Work Availability Policy
4. Attendance Policy & Call Out Log

 

 

 

 

 

 

 

 

 

Hiring

It is the goal of The Dean Colley Organization to create and maintain a positive, professional work environment. To do so, it is essential we hire, promote & retain quality personnel to staff our restaurants. We are committed to using the Hiring to Win system to identify potential team members.

 

Hiring to Win is a user-friendly restaurant management and crew selection system that accurately identifies external applicants and internal candidates for promotion who are customer-focused and a fit with our culture, and who will help deliver stronger financial results. Hiring to Win contains both the “Hiring Winning Managers” (external hires and internal promotion) and “Hiring Winning Crew” systems. The Hiring to Win program will hire and promote the best candidates, save management time by focusing interviews on high potential candidates, engage applicants through web-based tools for submitting an application, previewing the job and scheduling an interview, and provide a comprehensive candidate profile and legally defensible process.

1. Hiring Criteria

As an equal opportunity employer, The Dean Colley Organization does not discriminate on the basis of age, sex, race, religion, ethic or national origin, handicap or sexual orientation. None of these issues should be used as a basis for hiring or not hiring a candidate. A candidate’s prior work experience, educational experience, and perceived ability and willingness to perform the job are the type of criteria that should be utilized in making the hiring decision.

2. Employee Limitations

At the time of hire is the time to determine any limitations a candidate may have particularly in the area of availability to work. A work schedule should be devised at this time that meets the needs of your operation and keeps any limitations in mind. The candidate’s ability and willingness to modify their availability to meet the changing needs of your operation should also be determined at the time of hire.

Any physical limitations the candidate may have that would make a particular job task difficult should, also, be determined at the time of hire. Federal Law requires reasonable accommodations be made to address any physical limitations the candidate may have.

3. Company Policies

Ensure the candidate has a clear understanding of all expectations. Ensure policy page is signed & dated by both orientation manager & new employee.

 

Orientation

A complete orientation session should be conducted for each new hire prior to their first day of work.  Orientation should be engaging, informative and most importantly, FUN!            

The orientation is an opportunity to ensure a new hire has a clear understanding of our company policies and goals.  Take the time to review thoroughly with them all Company policies, procedures, standards, and expectations.  Ensure they have a full understanding of what is expected of them and what they can expect to receive.  Review crew/management wage scale. In addition, ensure they understand the possible consequences should they not adhere to Company policies or standards.

All orientation materials including the orientation schedule should be prepared prior to the session.  The following areas should be covered and forms completed.

Review and Complete Necessary Forms and Documentation

Make certain the new hire has two valid forms of identification and a pen prior to beginning the orientation.  Review application for accuracy and have new hire make any necessary corrections.  Review employee file folder.  Ensure that W4 section is filled out properly.  Ensure I-9 is legible, accurate and contains no mistakes. Contact the WOTC company with the new hires information.   

Review Company General Policies

Review Policy Notice checklist with new hire having them initial next to each policy statement.  Make sure they understand each policy and the potential ramifications if a policy is violated.  Have the form signed and date by the new hire & orientation manager.  The signed form should be placed in their personnel file.

Review Company Policies Regarding Harassment and Discrimination

Review Notice of Company Policy and Warning with the new hire.  Make certain they understand what constitutes each and what conduct is considered inappropriate.  Review the procedure for reporting such conduct should they observe or become a victim of it. Have them sign the form and place it in their personnel file.

Review Company Structure

Review hierarchy within restaurant and overall company structure.

 

Review Wage Scale & Job Responsibilities

Describe the advancement/promotion process and all necessary prerequisites

Review Attendance Rules

Review Rules regarding attendance and requirements for calling in if they are unable to work their shift.  Ensure they understand to whom they must report and how far in advance of their scheduled shift they must call. Discuss the call-out log and the ramifications of continuous appearance in the log book.

Review Appearance Policy

Review Company Policy regarding jewelry, facial hair, and tattoos.  The new hire should be provided with their uniform and the uniform policy on the back of employee folder must be signed and dated. Review any Company policies or standards regarding personal appearance such as hygiene & grooming.

Review Training Process

Provide explanation of how training will be conducted, by whom and for what duration. Remember that e-learning is not a substitute for on-the-floor training.  E-learning is used as preliminary training.  Afterwards, employees must still be verified with the station observation checklists and have adequate side by side, shoulder to shoulder training.

Review Conduct While Working  

Review Policies Regarding drugs, alcohol, and weapons.  Review making and receiving phone calls, proper entrance and exiting work, use and care of Company property, eating while working, conduct towards customers and co workers, smoking, gambling, and horseplay.

Give a Store Tour

Important Points should be emphasized.  Review Manager’s Office access, smoking, and break area, Walk-In refrigerator emergency exit procedures, Walk-In Refrigerator & Freezer “always locked” procedure, back door access, placement of coats and purses during work. 

 

     

 

Orientation Checklist

____ Prepare All Orientation materials

____Set up employee file folder

____Introduce yourself and welcome the new employee to the team

____Make sure the employee has two forms of identification before the orientation begins

____ Review application for completeness and accuracy. Have employee complete/correct any necessary information

____Have employee complete entire employee folder

____Review company general policies and have signed

____Review Company Policies regarding Harassment and Discrimination and have signed

____Explanation of Company Structure

____Review Wage Scale/Job Responsibilities

____Review Attendance Rules & Call Out Policy/Log

____Review Appearance Policy

____Issue Uniform and have uniform section signed on back of employee folder

____Review Training Process

____Review Pay & Benefits Policy

____Review Conduct While Working

____Review Policies regarding Overtime & Shift Changes

____Contact Maximus for WOTC @ 1-800-841-9700  

 

 

 

Training

The foundation of The Dean Colley Organization’s training system is providing training when and where it is needed. Through effective training, team members at McDonald’s can become proficient and focused on the system’s specific procedures and policies.  Whether in a first job or throughout a career, McDonald’s training provides life skills that may be useful in many different situations. The more we invest in our team members, the greater our return. And the rewards are plenty—loyal and committed crew members, happy customers, increased sales, and a safe, smooth-running operation.

In addition to the restaurant manager, the training team includes the owner/operator, area supervisor, the store training manager, the entire management team, and crew trainers. Your team is supported by training departments at the regional, divisional, and country level, and by the McDonald’s Training, Learning, & Development Department.

Training responsibilities are handled by several training team members. At the highest level, the owner/operator is accountable for crew training results. The area supervisor shares this responsibility and is also responsible for creating the annual crew training plan. Both are involved in allocating resources for training tools.

Other team members in the restaurant have additional responsibilities. To obtain optimal results, training is designed to involve the crew member’s manager as well.

Basic Principles

	People remember best what they learn first. Remember the expression, “Bad habits are the hardest to break.” Studies show that it takes five times longer to learn the right method if the participant learns the wrong one first.
	People learn best through a variety of techniques. McDonald’s training combines a variety of ways to acquire information, including demonstration, simulation, and hands-on practice.
	People need reinforcement to encourage learning. Reward and recognition is an integral part of the curricula because it allows team members to develop skills to give and receive feedback. ·         To reinforce learning, people need appreciative and constructive feedback that tells them how well they are doing. In both crew and management curricula, feedback can include customer feedback, coach feedback, verifications, and recognition systems. Feedback should be appreciative and constructive; it should also be delivered in a fair and respectful manner.
	People understand and retain information more effectively if there are clear learner objectives.

Learning Strategies

• The self-study operations training strategy allows participants to work independently using a standard curriculum to learn the important operational standards.
• On-the-job coaching gives the participant the opportunity to work shoulder-to-shoulder with a coach, which builds on-the-job practical restaurant skills and shows how the concepts work in real life.

Training SOCs and e-Learning modules enable consistent messages to be delivered.

Classroom training is a planned, instructor-facilitated event, held either in or out of the restaurant. Classroom activities include real restaurant experiences.

Store Manager Responsibilities

As the restaurant manager, you are ultimately accountable for the results in the restaurant. You set the standards for success, so crew development must take priority on your agenda. Developing a crew that is competent, confident, and motivated will bring considerable return on your investment.

Make sure there are enough crew trainers to cover all areas in the restaurant for all day parts—breakfast, lunch, dinner, closing, and weekends. Depending on their levels of experience, some crew trainers may be able to train on all stations. Others may be specialists in one area. Select crew trainers who meet the needs of your restaurant.

To be successful in your training responsibilities, you should be proficient in the Crew Development Program (CDP), the Crew Trainer Development Program (CTDP), and the Management Development Program (MDP).

Training Manager Responsibilities

Training managers are responsible for day-to-day administration, organization, and planning of the restaurant training program. Training manager responsibilities include the following tasks:

	Develop, execute, and evaluate the training plan.
	Manage the training budget.
	Conduct crew training.
	Maintain crew training records, including crew recognition.
	Select and train crew trainers who excel at the crew competencies.
	Provide feedback and communication to the training team.

A strong training manager is important to the success of training in your restaurant. Training managers must know every aspect of the curriculum they are using and must be able to use the tools for training to be successful. Training managers must be able to use the scheduling tools to be sure the right crew person is being trained on the right station. They must also be able to train competent crew members to be crew trainers.

Management Team Responsibilities

As a member of the management team it is your responsibility to ensure that training is occurring on every shift. The management team must correct incorrect procedures, immediately, with constructive feedback, to ensure bad habits are not formed. They must also be actively involved in the SOC verification process.

To be successful in your training responsibilities, you should be proficient in the CDP, CTDP, and have a thorough understanding of all crew stations.

Crew Trainer Responsibilities

The crew trainer plays four important roles—an expert in station procedures and responsibilities, a role model for other crew members to emulate, a teacher who trains crew members in proper procedures, and a coach who encourages and guides other crew members.

Crew trainers should be selected from those crew members who would make excellent role models. It is their responsibility to do the following tasks:

	Strive to satisfy customers.
	Take initiative and ownership.
	Consistently follow standards.
	Demonstrate and promote teamwork.
	Communicate and provide feedback regularly.

Crew Development Program

The Crew Development Program is used worldwide to train crew members. Tools in this program allow the training experience to take place both on and off the floor. In addition to conducting crew training with the CDP, trainers need to understand how to create training plans, lead orientation for new crew members, use measurement tools, and reward and recognize trainees.

The process of working shoulder-to-shoulder, coaching, and verifying skills have proven highly effective. The personal attention and recognition team members obtain in training can improve performance significantly.

Management Development Program

The Restaurant Management Curriculum is a planned course of study geared toward developing the participant’s potential, enabling every manager to deliver restaurant results. It encompasses on-the-job instruction, self-study, classroom experience, and verification. On-the-job instruction focuses on shoulder-to-shoulder experiences with a coach, giving the participant opportunities for guided, hands-on practice. Self-study includes a series of self-directed readings, exercises, and activities in the restaurant. Self-study is reinforced by interactive classroom experiences. At key times throughout the learning process, a coach administers verifications.

Participants build competencies in four areas, which are collectively known as the Management Development Program (MDP): Shift Management (MDP 1), Systems Management (MDP 2), Restaurant Management (MDP 3), and Business Management (MDP 4). By acquiring skills in these areas, participants are able to achieve strong business results in QSC&V, customer satisfaction, sales-building, and profit growth.

 

 

 

 

 

 

 

 

 

 

 

 

Benefits

Health, Dental, & Pharmaceutical Coverage

 

Eligibility

An eligible, full-time employee, working at least 32 hours per week, and his/her dependents may enroll in the Company Plan by completing an enrollment form for himself/herself and his/her dependents. Upon completion of the waiting period, the first of the month following 90 days of continuous full-time employment, and paying any contributions (if any), the eligible employee and his/her dependants shall be entitled to coverage as defined by the Plan. Coverage for individuals enrolling “at will”, i.e. without a life event, will be deferred until the Plan’s next open enrollment period.

If enrollment forms are not completed and returned to management within 31 days of the completion of the “Waiting period”, “Open Enrollment Period”, or “Special Enrollment Period”, you will be deferred until the Plan’s next open enrollment period.

 

Open Enrollment

If an eligible employee enrolls himself/herself and/or any eligible dependent for coverage during an open enrolment period, coverage will become effective on the first day of the following month. An open enrollment period will be held annually during the month of October.

 

Special Enrollment

If “life events” such as a marriage, birth, adoption, divorce, death, or loss of other coverage occur, the employee must request enrollment within thirty-one (31) days after the coverage ends, or life event occurred. Coverage would then become effective the first day of the first calendar month following the event.

 

Benefits Summary

A complete listing of coverage, co-pay amounts, deductibles, & contributions can be located in the Employees’ Welfare Benefit Plan.

 

Termination of Coverage

Coverage will terminate at the earliest time stated below:

·         The day your employment terminates

·         The day the Plan is discontinued

·         The end of the period for which you last made the required contribution to the Plan.

·         The end of the fourth (4^th) consecutive week in which the minimum thirty-two (32) hours have been worked

 

GPA Recognition Program

 

 

The Dean Colley Organization’s GPA Recognition Program is one of many examples of our organization’s commitment to employee development and opportunity. The program recognizes and rewards the accomplishments of McDonald's student-employees who excel in their studies, serve their communities, and work hard to deliver an outstanding experience for our customers.

Award

Every academic year, we will reward outstanding student-employees from all of Dean Colley’s Restaurants. They will each receive up to $200 to invest in future scholastic endeavors. The student must obtain a GPA of at least a 3.2 for the previous academic year. A 3.2 GPA will entitle the student to $100. For every .2 increase in GPA the student will receive an additional $25.


Eligibility

The GPA Recognition Program recognizes the accomplishments of outstanding students in the course of their employment at McDonald's. The following eligibility requirements apply for the program:

*Must be currently employed at a Dean Colley McDonald's restaurant and have at least six months of employment.
*Must work during summer vacation breaks at a Dean Colley McDonald’s.
*Must be a full-time college student attending an accredited institution offering post-secondary education, with a minimum of 12 credits

Competitive Pay

 

Pay Increase Administration

 

Merit Increase

• A merit increase is an increase based on an employee’s performance. Higher performers receive the biggest merit increases, while poor performers receive smaller or no merit increases.

• If an employee is already at the maximum of the salary range, a lump sum amount can be awarded, rather than increasing base pay.

 

Promotional Increase

• A promotional increase is granted to an employee who is promoted to a new job with increased responsibilities.

• Typical promotional increases range from 5% to 15% of base pay, depending on the relative increase in responsibilities and mastery of new skills.

 

Equity Adjustment

• An internal equity adjustment is when an employee receives an increase to bring base pay more in line with that of other McDonald’s employees in comparable jobs with similar job experience, skills and performance levels. This type of adjustment can be used to address wage compression issues that may result from new minimum hourly wage legislation.

• An external equity adjustment is when an employee receives an increase to bring base pay more in line with comparable positions in the competitive marketplace.

 

Skill-Based Pay Adjustment

• A skill-based pay adjustment is granted upon the attainment of specific skills.

• For instance, if a Crew member masters both the cash register function and the grill function; his or her base pay could be increased by $.25 per hour.

• Skill-based adjustments require skill testing, regular training opportunities and the ability to administer increases at various times.

 

 

 

 

 

 

 

 

Summer Outings & Christmas Party

“We value you, your growth, & your contribution” and at McDonald’s it’s all about you!!!

You represent Brand McDonald’s and you make it possible to delight our customers, everyday. In addition to the numerous individual store events and incentives we also conduct an annual summer outing, a crew Christmas party, and a store manager Christmas party.

 

Quarterly People Days & National People Week

Quarterly, we celebrate our people’s dedication, with themed “People Days”. The last week in September is “People Week” wherein we celebrate you with daily programs and activities.

 

401(k) Benefits

A 401(k) plan allows you to save money on a tax-deferred basis for the future. On top of the money you contribute, McDonald’s will also match a portion of your contributions. You can contribute 1% to 6% of your pay to the 401(k).

You are eligible to participate in the 401(k) plan on the first of the month following graduation from Hamburger University, as long as you are at least 21 years old. Once you’re eligible you can get information about the funds you can invest in and information on how to enroll online or by phone.

Scholarship Program

McDonald’s is committed to our employee’s education. As part of that commitment, we have a McDonald’s National Employee Scholarship Program. Each year, McDonald’s selects one crew employee from each state to receive a $1,000 scholarship. The McDonald’s crew employee exemplifying the highest commitment to school, work and volunteer activities is names the McScholar of the Year and receives a $5,000 scholarship.

 

McDirect Shares

McDirect Shares is a direct stock purchase plan that lets you build ownership in McDonald’s and reinvest dividends in the company. You can purchase shares of McDonald’s common stock through payroll deductions, withdrawals from a bank account, or by check.

 

BeyondWork

BeyondWork is an internet discount program for recreational products and services. McDonald’s U.S. employees can go online 24 hours a day, seven days a week to www.beyondwork.com and find valuable resources and savings on products and services. You can register with your personal email address and our company code – NTB02. If you don’t have internet access, you can fax in an order using BeyondWork’s fax order sheet (available through your local HR representative) or by calling BeyondWork at 1-877-319-8282.

 

 

 

 

 

 

 

 

 

 

Zero Tolerance Policy Regarding Discrimination and Sexual Harassment for Employees of this Independent McDonald’s Franchisee

 

This Independent McDonald’s Franchisee has zero tolerance for unlawful discrimination, including harassment and sexual harassment. Employees who violate this policy will be disciplined up to and including termination.

This Independent McDonald’s Franchisee Prohibits Discrimination

            This Independent McDonald’s Franchisee strongly believes that employees and applicants for employment should be treated fairly and without regard to race, color, sex, religion, national origin, age, disability, veteran status or any other prohibited basis. This applies to all employment practices, including recruiting, hiring, pay, performance reviews, training and development, promotions and other terms and conditions of employment. Discrimination or harassment of an employee of this Independent McDonald’s Franchisee, whether by another employee, supplier, vendor, consultant or customer, will not be tolerated.

This Independent McDonald’s Franchisee Prohibits Harassment

            This Independent McDonald’s Franchisee will not tolerate any form of harassment, joking remarks or other abusive conduct (including verbal, non-verbal, or physical conduct) that demeans or shows hostility toward an individual because of his/her race, color, sex, religion, national origin, age, disability, veteran status or any other prohibited basis that creates an intimidating, hostile or offensive work environment, unreasonably interferes with an individual’s work performance or otherwise adversely affects an individual’s employment opportunities.

This Independent McDonald’s Franchisee Prohibits Sexual Harassment

            This Independent McDonald’s Franchisee has zero tolerance for any form of sexual harassment of any employee, whether male or female. Sexual harassment is prohibited because it may be intimidating, an abuse of power, and is inconsistent with the policies, practices and management philosophy of this Independent McDonald’s Franchisee.

            Sexual harassment is defined as unwelcome sexual advances, requests for sexual favors and certain other verbal, non-verbal or physical conduct which is sexual or based on gender if that conduct can reasonably offend another person, whether or not such conduct was intended to offend.

Examples of sexual harassment can include the following:

• Verbal harassment, including joking, comments or threats relating to sexual activity, body parts, or other matters of a sexual nature.
• Non-verbal harassment, including staring at a person’s body in a sexually suggestive manner, sexually related gestures or motions and/or circulating sexually suggestive material.
• Physical conduct, including grabbing, holding, kissing, massaging, displaying private body parts, unnecessary touching or other unwelcome physical conduct.
• An employment decision (including promotion, demotion, compensation, scheduling) made by a supervisor based on the employee’s submission to or rejection of sexual conduct.
• Submission to sexual conduct as an implicit or explicit condition of getting or keeping a job.
• Conduct that denigrates or shows hostility or aversion to a person because of his/her gender and creates an intimidating, hostile or offensive work environment.
• Any sexual conduct that unreasonably interferes with another person’s work performance or creates an intimidating, hostile or offensive work environment or adversely affects another person’s employment opportunities.

Application of the Zero Tolerance Policy

All employees are required to adhere to this Independent McDonald’s Franchisee’s policy prohibiting discrimination and harassment while on this Franchisee’s premises, engaging in work-related activities, company sponsored training or other functions and at non-company activities when conduct at these activities would affect the work environment.

Employee Recourse

Every employee has the right, and is encouraged to tell any employee of this Independent McDonald’s Franchisee in a professional manner to stop behavior towards him/her that the employee believes to be discriminatory, harassing and/or offensive. Any employee who feels subject to discrimination or harassment should immediately report it to the Human Resources representative for their Independent McDonald’s Franchisee. As an alternative to Human Resources, employees may report their complaint to their Owner/Operator. This Independent McDonald’s Franchisee will investigate any report thoroughly, with sensitivity towards confidentiality. If the report has merit, This Independent McDonald’s Franchisee will take corrective action, including, but not limited to, disciplinary action against the offender ranging from warning to termination.

Management’s Responsibility

It is the responsibility of every employee to prevent discrimination and harassment. Management employees who witness or receive reports of discriminatory or harassing behavior are required to take appropriate action, including immediately reporting such behavior to the Human Resources representative for this Independent McDonald’s Franchisee or directly to the Owner/Operator. Management employees who fail to promptly report such behavior may be subject to discipline.

This Independent McDonald’s Franchisee Prohibits Retaliation

Independent McDonald’s Franchisee encourages employees to freely report incidents of discrimination or harassment without fear of reprisal. This Independent McDonald’s Franchisee prohibits retaliation against any employee who has made a complaint about harassment or discrimination or has cooperated in the investigation of such a complaint. Retaliation includes any employment decision or other conduct made with the intent to punish an employee for complaining about or assisting in the investigation of discrimination or harassment.

 

 

 

Zero Tolerance Policy of This Independent McDonald’s Franchisee Regarding Employee Treatment of Customers, Suppliers and Vendors.

The employees of this Independent McDonald’s Franchisee are prohibited from discriminating against or harassing customers, suppliers and vendors based on race, color, sex, religion, national origin, age, disability, or any other unlawful reason, both in the course of work-related activities and at company-sponsored training or functions. Management employees who witness or receive reports of discriminatory or harassing behavior are required to take appropriate action, including immediately reporting such behavior to the Human Resources representative for this Independent McDonald’s Franchisee or directly to the Owner/Operator.

Violating any of these policies will lead to disciplinary action up to and including discharge.

These policies create no contractual rights on the part of any person.

This Independent McDonald’s Franchisee believes in the value of a diverse workforce, equal opportunity and a workforce free of discrimination and all forms of unlawful harassment because these values make good business sense and they are the right things to do.

Any worker observing such conduct or being subject of such conduct should report it immediately to:

Director of Operations

JoAnn Seymour (914) 804-9173

Or

Area Supervisors  

Barbara Quinn (914) 804-9555

Heidi Rightmeyer (914) 804-4744

Tia Robinson (845) 283-6385

Dan Hickey (845) 728-1124

Clarence Dixon (914) 805-6955

John Crotts (607) 435-5507

Tatiana Rich (845) 527-4393

Notice of Zero Tolerance Policy and Warning

 

The Dean Colley Organization policy and practice is to have a work place with the most professional atmosphere possible. As a part of this, The Dean Colley Organization requires that employees do not engage in verbal or physical horseplay or jokes. This prohibits the telling of ethnic, racial or sexual jokes, the use of nicknames of an ethnic, racial, or sexual nature and the poking fun at someone’s name, heritage, sex or appearance. The fact that this type of conduct may occur outside of work between co-workers or that the co-workers may be friends is not relevant. This type of conduct will not be tolerated by The Dean Colley Organization. Anyone found in violation of this rule will be subject to severe disciplinary action, which may include immediate termination. Any worker observing such conduct or being subject of such conduct should report it immediately to:

Director of Operations

JoAnn Seymour (914) 804-9173

Or

Area Supervisors

Barbara Quinn (914) 804-9555

Heidi Rightmeyer (914) 804-4744

Tia Robinson (845) 283-6385

Dan Hickey (845) 728-1124

Clarence Dixon (914) 805-6955

John Crotts (607) 435-5507

Tatiana Rich (845) 527-4393

 

 

 

Company Policy on Drugs, Alcohol, & Controlled Substances

 

Any individual reporting to work under the influence of alcohol or drugs will be subject to severe disciplinary action including possible discharge.

The use of drugs or alcohol during working hours will result in severe disciplinary action including possible discharge.

Possession of drugs or controlled substance on company property will result in severe disciplinary action including possible discharge.

 

 

 

 

 

 

 

 

 

 

 

 

 

Grooming & Appearance Policy

 

Our image depends in part, on how our employees present themselves to our customers. The Dean Colley Organization stresses the importance of maintaining the highest standards possible in all phases of our operation, including standards regarding cleanliness and neatness of all McDonald's employees. 

 

Personal Hygiene

Keeping good personal hygiene is one of the ways to help make sure that our food is safe. These are some of the things employees need to do:

·         Keep clean by bathing or showering and brushing your teeth every day.

·         Stay neat by wearing a clean uniform and keeping fingernails short.

·         If you have an infectious or contagious illness that may prevent you from serving food or handling food equipment in a sanitary manner contact your restaurant manager.

 

Hand Washing

Washing hands properly probably is the most important thing an employee can do to help ensure that our customers receive safe food. Employees must wash their hands:

·         before entering the kitchen and touching food.

·         after using the restroom.

·         after taking a break.

·         after handling garbage or cleaning supplies.

·         after touching the face, hair, or body.

 

As part of orientation, the manager should demonstrate how to properly wash hands.

 

 

 

Uniforms

Employees must wear McDonald's uniform whenever on the job, including during training sessions. The entire uniform should always be clean and neat.

McDonald’s crew uniform including hat/visor, shirt, pants, dark slip-resistant shoes, dark socks or neutral hose and name badge must be worn in the restaurants at all times. As a minimum, each crew member should have one complete uniform (i.e. one shirt, one pant and a hat.)  If they work more than 12 hours per week, they should have two shirts and two pants.

During colder weather months, only McDonald’s uniform jackets, sweaters, and sweatshirts may be worn. Also turtlenecks need to be either black or white; each restaurant will make this decision.

To extend the life of the uniform, proper care must be taken. If uniforms need to be replaced after time or if additional uniforms are needed, it should be discussed with the restaurant manager.

 

Nails

Ensure that nails are short, clean, neat, and manicured.  Artificial nails are not appropriate because they may fall off into any food product or the food preparation area.

 

Hair

Hair must be clean, restrained, off the face, and pinned back or up. Men’s hair must be neatly trimmed and it must not be a distraction.

 

Facial Hair

Men must shave before coming to work. Mustaches, beards, or goatees must be neatly trimmed.

 

Cosmetics

Cosmetics must be subtle, moderate and within the natural color spectrum.  This includes hair coloring and colognes.

Jewelry

Loose dangling bracelets, earrings, hanging necklaces, and excessive amounts of jewelry can be a safety hazard while preparing and serving our food.  Therefore, we must limit the amount and type of jewelry worn.  No visible chains or non-McDonald’s pins should be worn.  Small or stud earrings can be worn.  Jewelry should be moderate, in good taste and not excessive. Only one pair of earrings should be worn at a time and they should not exceed the size of a quarter. Males are permitted one (1) small earring in the ear lobe. Facial, nose, tongue and other visible body piercing are prohibited.

 

Shoes

Shoes must be leather, with "slip resistant" soles and, for obvious reasons, flat and comfortable. Canvas shoes or open-toed footwear are a safety risk and therefore cannot be worn while working. Multi-colored shoes are not permitted.  Socks or hose must be worn at all times.

 

Miscellaneous

In general, tattoos and body markings, such as hickeys, should not be visible to our customers.

 

Electronic Devices

Employees should not wear or carry electronic devices, such as cell phones, handheld devices, or beepers, while on duty. Any emergency calls that the employee receives should come through the restaurant's telephone.

 

Accommodations to the Grooming Guidelines for Religious Beliefs and/or Disability Needs

Federal and state anti-discrimination laws involving disability and religious discrimination may require McDonald's to make a reasonable accommodation to their grooming policies to accommodate an employee's religious beliefs or medical restrictions. Thus, for example, McDonald’s may be required to allow males to wear a beard if their religious beliefs encourage wearing beards or if a medical condition precludes shaving. Similarly, grooming policies may need to be modified to allow individuals to wear head scarves, other religious headgear, or long-sleeved shirts or skirt if the employees' religious beliefs require this.

 

 

Cash Register Policy

 

 

·                    Window Person is to use only the drawer assigned to him/her.  They are not to use any other drawer nor permit any other employee to use their drawer.

·                    Overrings or errors are to be handled as follows:

a.     Stop the Transaction as soon as possible and call for a manager to correct the mistake.

b.     Ask a manager to perform a refund.

·                    Employees are not to make change between drawers, nor give change to customers.  Call a manager for all change making.

·                    If your drawer is more than $2.00 over or short:

a.     1^st offense – written warning

b.     2^nd offense- suspension

c.      3^rd offense- termination

·                    Large and unusual discrepancies may lead to immediate termination without warning or suspension.

·                    If a mistake is made when dispensing change, get a manager involved immediately.

·                    Employees cannot accept bills larger than $20.00; a manager must check them.

·                     Any incident of undercharging or stealing food will result in immediate termination and leave the employee liable to prosecution.

·                    Total Reductions (T-Reds) must not exceed the guideline of 1 per $1000 or 1% of drawer sales, or the employee will face disciplinary action.

 

 

Store Security Procedures

·        There must be only one (1) employee per register

·        Managers must not use another employee’s register

·        No manager can count their own register

·        The shift manager keys are to only be in the possession of the shift manager

·        The shift manager is the only manager allowed in the safe

·        During a shift change both managers must count the safe together; any discrepancies must be reported to your supervisor immediately.

·        When completing a coin order, there must be a second manager verification of the amount going to the bank for change

·        The safe must be dial locked every night by the closing manager; the overnight manager is not to touch the safe contents or count any drawers.

·        The opening manager must count all safe contents, including gift certificates redeemed and to be sold

·        Checks are not to be dispersed during peaks; they may be kept in a secure location

·        No store funds are to go into anyone’s pockets, all money must remain visible in your hands

·        A denomination breakdown must be completed for all deposits; the amounts must be placed on the yellow copy of the deposit ticket and remain in the store.

·        The back door must be locked at all times, the shift manager must be present for all trash removal

·        All deposits must be verified by a second manager

·        If a register is short/over, that drawer must remain over/short even if the money is found in another drawer

 

 

 

Extended Hours and 24-Hour Security Procedures

 

These procedures have been developed to ensure good cash/deposit controls, safety, and security of customers, crew, and managers. Safety is of paramount importance in late night operations. Please review the security section of the O&T with all salaried and swing managers in your restaurant.

• The rule of three must be followed during all hours of operation.

• If the restaurant has an alarm, restaurant alarm procedures must be explained and reviewed with all crew and management staff.

• The manager, drive-thru person, & production person must wear headsets during late night and overnight hours.

• Ensure all security equipment is functioning and operational.

• All deposits must be secured in the dial locked safe.

• Back doors and basement doors will not be opened during nighttime hours (unless for delivery from distribution centers).

• Trash will be taken out through the side lobby doors before closing – any additional trash after 10:00 pm is to be stored inside until open.

• Final lot pick-up must be completed by 9:00 p.m.

• Ensure lot lighting is bright enough to enhance security.

• Manager on duty must be up front near the front counter to monitor customers and potential problems.

• Manager will report to the police any suspicious persons or cars loitering on or around the restaurant and its parking lot.

• No cash drawers will be left unattended up front for any reason.

• The manager must maintain control of the store keys at all times.

• When employees are scheduled to leave the restaurant after work or arrive for work when the lobby doors are locked the manager will first place an employee on the restaurant’s land line telephone, to dial 911 in case of an emergency and only the manager will unlock and open the door to allow entry or exit from the restaurant.

 

24-Hour Operations

• Notify local police of extended hours and request increased patrol of restaurant. Close off parts of lobby to keep customers out front where we can better serve them, i.e. side lobbies.

• Install and/or utilize convex mirrors so that the manager can see into the side lobby area from the front counter.

• As situations arise, washrooms may need to be locked to prevent vandalism and loitering. Customers will obtain key from manager or manager will open washrooms (employee on phone to dial 911), as necessary.

 

Lobby Closed / Drive-thru Open

• No one goes out the backdoor or lobby doors after lobby close.

• Cash registers must be closed and locked when not in use. Non DT registers must be removed at lobby close.

• Drive-thru window must be locked anytime it is left unattended. Walk-up customers will not be served at the drive-thru window. Do not park cars. No orders will be taken out after lobby close.

• Utilize the staggered method of checking outside and having someone on a land line telephone, when it is necessary to allow crew to enter or exit the restaurant after lobby close. The manager must be attentive to when employees are exiting and entering. It is recommended that schedules be written which does not necessitate opening the doors after lobby close.

 

Safe Control

• Each Shift Manager must complete a full inventory of the safe prior to taking or accepting safe control.

• The combination must be changed quarterly and anytime there is a management termination, transfer, suspension, demotion, vacation, sabbatical, etc.

• All cash drawers, back up, deposits, gift certificates, and any other monies, must be counted at the beginning and end of each manager’s shift.

• Only the manager who has signed for the safe should go into the safe. The manager will be held accountable for all monies during his or her shift.

• All shortages should be reported immediately to the Restaurant Manager

• Each safe count will be recorded in the ISP.

 

Deposit Procedures

• The Closing Manager will be responsible for the closing deposit being prepared and entered on the ISP.

• The Opening Manager will be responsible for preparing the overnight deposit and entering into the ISP.

• At the start of the shift, the Opening Manager is responsible for conducting a full inventory of the safe’s contents. This specifically includes confirming that the previous night deposit(s) is(are) still in the safe.

• Taking multiple bank deposit to the bank is prohibited. Any deposit receipts from prior deposits should be collected at the bank and returned to the restaurant.

• The Midday Manager is responsible for preparing the day deposit and delivering it to the bank before 5pm or dark, whichever comes first.

• It is the responsibility of all opening and midshift managers when taking store deposits to the bank to collect from the bank teller a validated bank receipt.

• Prior to placing a completed deposit into the safe the preparing manager must have a second employee verify the deposit being placed into the safe.

Deposits (Three deposit counts per day):

1^st –Day, 2^nd –Mid, 3^rd-Overnight

Offenses/Conduct While Working

 

Violation of the policies listed below will result in severe disciplinary action including possible immediate discharge:

 

• Insubordination or failure to obey instructions or perform your work as required or assigned
• Neglect, carelessness, or mischief which results in loss, damage, or destruction of store property, the property of customers, or the property of fellow employees
• Failure to notify a manager of inability to work at least four hours prior to scheduled shift time
• Punching in or out for another employee, or altering or falsifying a time punch in any manner
• Leaving your job without permission, or conducting personal business without authorization while punched in
• Loitering in the store or on the lot while not on the clock
• Entering or exiting the restaurant through the back door.
• Abuse of meal policy and rest periods, and taking additional time without permission.
• Falsification of application for employment or employment record
• Failure to report chronic ailments or communicable diseases
• Failure to report breakage or mechanical failure of equipment
• Failure to report personal injuries at once to the shift manager
• Drunkenness or use of intoxicating substances on company property, on or off- hours
• Deliberately creating or contributing to unsanitary conditions
• Continued untidy appearance, being unshaven, wearing soiled clothing, failure to observe rules of personal hygiene.
• Failure to wear prescribed clothing without permission, including shoes
• Littering on company premises
• Failure to comply with the no soliciting, no loitering rules
• Holding unauthorized meetings on company property
• Use of narcotics, or illegal drugs of any kind.
• Use of profane, obscene, vile, or abusive language on the premises
• Using company equipment without permission for purpose other than company business
• Carrying weapons of any type while in the work area or on company property
• Fighting, threatening or attempting bodily injury to another employee. Engaging in horseplay, throwing things, or causing confusion by shouting or demonstrations
• Posting, defacing, or removing notice signs, or writings on our bullet boards without authorization
• Striking a supervisor, manager, co-worker or customer
• Receiving excessive phone calls while working, that are not emergencies
• Use of a cell phone while working
• Interfering with the rights of others on company premises during working hours
• Making a false, vicious, profane, or malicious statement concerning any employee, the company, its products, or its customers.
• Discourtesy to customers
• Giving away food or other company products including equipment, supplies, or merchandise
• Extreme cash shortages, in excess of $20.00 indicates an inability to perform the job required and is grounds for immediate dismissal

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Crew/Crew Trainer Meal Policy

 

Balanced, Active Lifestyles ... it's what i eat and what i do … i’m lovn’ it.

In 2004, McDonald’s pioneered Balanced Active Lifestyles, a multi-year commitment to help our employees and customers achieve their physical activity and nutritional goals. In 2005, we built upon that commitment with a new worldwide initiative known as “it’s what i eat and what i do . . . i’m lovin’ it.” This new initiative underscores the important interplay between eating right and staying active. Over the years, McDonald’s has stressed physical activity and fitness while creating a menu of delicious products that promote balanced eating. So enjoy our great food as you continue creating a lifestyle that’s right for you.

One of the best benefits about working at McDonald’s is our food products.  As a valued employee, you are entitled to one discounted (50%) meal for each shift that you work. This meal must be consumed during a half hour (30 minutes) meal break and must not be placed in company equipment for refrigeration or heating.

 

The total for discounted meal cannot exceed $7.50, before the discount.

Any extra items will be charged for including, cheese, bacon, tomato, and sauces.

Drinks during your shift are available upon request and with the permission of a member of the management team.  These drinks (soft drinks or water) must be used in a “courtesy cup”.  The health department prohibits drinks in all work areas.

All food received under this policy is for the employee's personal consumption only and must be consumed in the restaurant.  Crew food is to be ordered by the employee on the "customer side" of the counter, and entered into the cash register system as any customer transaction.  Crew food also needs to be approved by a manager, and all employee meals are to be assembled and presented by the employee working behind the counter.  Under no circumstances will employees be allowed to prepare or assemble their own meals.

 

 

 

 

Management/Maintenance Meal Policy

 

As a valued member of our management team, you are entitled to one free meal for each shift that you work. This meal must be consumed during a half hour (30 minute) meal break and cannot be placed in company equipment for refrigeration or heating.

 

The total for discounted meal cannot exceed $7.50, before the discount.

Any extra items will be charged for including, cheese, bacon, tomato, and sauces.

Drinks during your shift, must be consumed in a “courtesy cup”.  The health department prohibits drinks in all work areas.

All food received under this policy is for the employee's personal consumption only and must be consumed in the restaurant.  Food is to be ordered by the manager on the "customer side" of the counter, and entered into the cash register system as any customer transaction.  All manager meals are to be assembled and presented by the employee working behind the counter.  Under no circumstances will employees be allowed to prepare or assemble their own meals.

 

 

 

 

 

 

 

 

 

                                          

Crew Attendance Policy

 

All employees are expected to work all shifts for which they are scheduled. If an employee is unable to work due to illness or other emergencies, the following procedures apply:

1.      Failure to communicate an absence will result in severe disciplinary action including immediate termination.

2.      An employee must call the restaurant when absent at least 4 hours prior to the scheduled start of their shift.

3.      An employee must call the restaurant for themselves.

4.      An employee must speak to the on shift manager or the store manager when calling-in, communicating to a co-worker will result in an unexcused absence.

5.      An employee must call the restaurant when going to be late.

6.      An employee cannot switch hours with anyone without requesting and receiving the approval of the store manager.

Failure to follow these procedures can be cause for severe disciplinary action including possible immediate termination. Repeated absenteeism or tardiness can, also result in disciplinary action or termination.

 

 

 

 

 

 

 

Management Attendance Policy

 

All managers are expected to work all shifts for which they are scheduled. If an manager is unable to work due to illness or other emergencies, the following procedures apply:

1.      Failure to communicate an absence will result in severe disciplinary action including immediate termination.

2.      A manager must call the restaurant manager when absent at least 8 hours prior to the scheduled start of their shift.

3.      A manager must contact the restaurant manager for themselves.

4.      A manager must call the restaurant when going to be late.

5.      A manager cannot switch hours with anyone without requesting and receiving the approval of the restaurant manager.

Failure to follow these procedures can be cause for severe disciplinary action including possible immediate termination. Repeated absenteeism or tardiness can, also result in disciplinary action or termination.

Store Manager Attendance Policy

 

1.      The store manager must notify their supervisor, within a reasonable amount of time, if unable to work for family or medical emergencies.

2.      The store manager must notify their supervisor when arriving later than their scheduled shift.

3.      If the store manager forgets to punch in or out properly they must immediately notify their supervisor to rectify the punches.

4.      Any changes to the store manager’s schedule must be immediately communicated to their supervisor.

 

Change of Availability & Overtime Policy

At the time of initial hire, a work schedule should be devised for the new employee that takes into consideration their personal needs and the needs of the restaurant, in which they are employed.

 An employee’s availability to work is a condition of employment. Availability should be reviewed with each employee throughout the year to determine if there are potential changes in availability. The employee should report any change in availability to the store manager at least two weeks in advance of the needed change.

An effort should be made to accommodate changes in work schedules, however, the needs of the restaurant and other employees should be considered prior to granting the request.

Our standard work week is Monday to Sunday. A non-salary employee becomes eligible for overtime at a rate of time and a half once they exceed 40 actual hours worked in a calendar week.

Overtime is unacceptable, and it must be avoided whenever possible.

 

 

 

 

 

 

 

 

 

 

 

Vacation Accrual Policy

 

 

Restaurant Managers, 1^st Assistants, & Maintenance Person

 

 

4 Weeks of Vacation – Following 25 Years of Service

 

3 Weeks of Vacation – Following 5 Years of Service

 

 

 

 

2^nd Assistants, 3^rd Assistants, Shift/Swing Managers & Crew Trainers

 

 

2 Weeks of Vacation – Following 2 Years of Service

 

1 Week of Vacation – Following 1 Year of Service

 

 

 

All vacation time must be taken within the year in which it is obtained, there is no rollover.

 

All vacation is subject to the approval of your supervisor. Supervisors should be provided with as much advance notice as possible. Ideally, vacation request should be requested six months in advance. A minimum notice of 1 month is required for vacation requests to be considered.

 

If employment is terminated or an employee resigns, prior to vacation time being used, any accrued time will be forfeited.

 

 

 

 

 

60 Day Evaluation

All new employees will be placed on a 60 day training probation. Employees must exhibit performance and behavior standards that meet or exceed that of McDonald’s expectations. If at the end of this probationary period, the employee is performing well, has had no unresolved performance issues and has had a good attendance record, the employee will be welcomed as a permanent employee. The expectations are as follows:

Service: Employees must show that they are able to perform precisely and accurately on register.  Employees must show that they understand how to use your register, how to serve orders, and be courteous to customers.  Employees must be able to take and serve an order in 60 seconds.  Employees must not have shortages/overages in their register and show that they have an understanding of what to do in case of any customer incidents.

Production: Employees must show that they understand and can perform at all production stations.  Employees must show a “clean as you go” attitude and they must only serve 100% quality food to our customers.

All:  Employees must have excellent personal hygiene and appearance.  They must act professionally and show proper lobby and behind the counter cleaning skills.  Employees must always be on time for work, always present, and any scheduling problems must immediately be communicated to the scheduling manager.

All employees must respect and listen to management at all times and do as they are directed, providing it does not put their safety in jeopardy.

Employees must always be friendly and courteous with customers, fellow crew, and management.

 

 

 

 

 

Performance & Wage Review Policy

Crew/Crew Trainers

Performance Review: The performance review will occur once a year. The performance review is an evaluation of an individual employee’s performance in the areas of QSC, Teamwork, and Job Fit. There will be no monetary increases during the performance review.

Wage Review:  The wage review will occur once a year. The wage review is an evaluation of an individual employee’s station performance and contribution to the company. There will be a specific monetary increase for each area. The breakdown for the wage review is described on the following page.

All individual performance criteria are explained on the performance review form.

Performance or merit based wage increases can be awarded at any time.

 

Crew Trainers

 Crew Trainer Responsibilities

• Verified on all crew positions and capable of training on all crew positions
• Completion of crew trainer workbook
• Responsible for the maintenance of the Restaurant Training Tracking
• Assists store manager in the orientation process
• Schedule and conduct crew trainer meetings
• Assist with planning people events
• Crew room communication

 

				Crew Pay Scale
								Management
						$0.50		Positions
	Rate Increases				$0.20	Crew Trainer
				$0.10	Production	$8.85
			$0.10	Drive Thru
		$0.10	Front Counter
	$0.05	Fries
$7.15	Lobby			Crew Pay Cap: $8.50
New Hire

Performance & Wage Review Policy

Management

Performance Review: The performance review will occur once a year. The performance review is an evaluation of your individual performance in the areas of Q.S.C., shift control, people development, coursework, and administrative duties. Individual manager’s contributions to the overall business results will also be discussed. There will be no monetary increases during the performance review.

Wage Review:  The wage review will occur once a year, so that business results can be reviewed. The wage review is an evaluation of your individual performance, as well as, overall business goals. Depending on the position held within the restaurant, managers will be held accountable for different responsibilities. There will be a specific monetary increase for each area. The breakdown for the wage review topics are as follows:

• QSC
• Shift Control
• People
• Administrative Tasks
• Management Responsibilities

 

All individual performance criteria are explained on the management performance review form.

The wage scale for management positions, in the restaurant, is located on the following page.

 

 

 

 

 

Management Pay Scale

*Weekly salary, based on a 50 hour work week, excluding bonuses

**Store Managers In Training rate cannot exceed those of the 1^st Assistant and is determined by the Director of Operations 

Restaurant Management Responsibilities

Swing Manager

·         Verified on all crew positions and capable of training on all crew positions

·         Manages shifts with additional supervision

·         Completes drawer cash outs

·         Completes deposits

·         Maintains highest standards of QSC

·         Abides by all federal, state, & local labor and minor laws

·         Abides by all company policies

·         Monitors/controls food and labor costs during shifts

·         Insures all store safety/security procedures are followed

·         Possess proper communication skills

·         Proficient in customer recovery

Certified Shift Manager

·         All swing manager responsibilities

·         Manages shifts without supervision

·         ServSafe certified

·         BSM certified

·         All swing manager job profile competencies met or exceeded

3^rd Assistant

·         All shift manager responsibilities

·         ASM certified

·         Managing at least  1 management  system effectively

·         MDP 2 has been initiated

·         Open availability, which includes Holidays, weekends & late nights

·         Basic understanding of all restaurant equipment and PM tasks

·         All shift management job profile competencies met or exceeded

2^nd Assistant

·         All 3^rd assistant responsibilities

·         Managing at least 2 management systems effectively

·         MDP 2 has been completed

·         Completes weekly crew schedules

·         Advanced understanding of all restaurant equipment and PM tasks

·         Open availability, which includes Holidays, weekends & late nights

·         EMP certified

·         Thorough understanding of the food cost system

·         All 3^rd assistant job profile competencies met or exceeded

 

1^st Assistant

·         All 2^nd assistant responsibilities

·         Oversees the effective management of all 12 systems of the restaurant

·         Plans and conducts crew performance and wage reviews

·         Conducts opinion surveys and crew meetings

·         Oversees the training and people practices systems

·         Assists in implementation of new products and procedures

·         Open availability, which includes Holidays, weekends & late nights

·         Thorough understanding of P & L line items

·         Assists store manager in holding controllable P&L line items within budget

·         ROLP certified

·         All 2^nd assistant job profile competencies met or exceeded

 

 

 

Store Manager

·         Responsible for the QSC level of the restaurant at all times

·         Insures that labor laws, EOE, and sexual harassment policies are enforced

·         Verifies that all deposits have been received by the bank in the correct amount and on a timely basis and validates daily or immediately following a day off.

·         Responsible for staffing and retention of  crew and swing management

·         Responsible for holding controllable P&L line items within budget

·         Responsible for store Management Development Program

·         Completes the restaurant management schedule

·         Conducts store management team meetings

·         Insures employee benefit programs are properly administered

·         Executes local store marketing activities and in store extension of the Co-Op and national promotions

·         Reviews all daily/weekly/monthly store reports for areas of opportunity

·         Reconciles monthly P&L with supervisor

·         Suspends or terminates crew according to correct personnel practices with documentation

·         Hires, trains, and completes performance evaluations for maintenance person

·         Insures all store security procedures are followed

·         Insures timely and thorough processing of all insurance claims

·         Trains the First Assistant

·         Conducts opinion surveys and crew meetings

·         Conducts performance appraisals of all managers

·         Plans, schedules and approves crew performance and wage reviews

·         Responsible for store implementation of new products and procedures

·         Identifies management for promotion. Assists in management recruitment

·         Projects annual sales and profit plan

·         Manages fixed asset inventory

·         Creates long term store objectives and action plans for QSC, Sales, Profit, and People Development

·         Defines trading area, major competitors and traffic generators to maximize sales opportunities

Fraternization Policy

It is policy of The Dean Colley Organization that management, at all levels, refrain from personal relationships with individuals under their supervision. Personal relationships can be described as dating, developing close personal friendships and/or engaging in social activities outside the scope of normal business functions (i.e. Christmas parties, company picnics, etc.). This prohibition is especially important with respect to minor employees.

Fraternization can, also, include the use of nicknames, jokes of a personal nature, horseplay of any kind and conduct of an overly familiar nature (i.e. giving advice in areas such as family problems, personal relations or other problems of a personal nature that do not directly affect performance of their job).

Remember management’s responsibility is to supervise or manage; management should not be friends or companions. Management’s conduct towards fellow employees, both subordinates and co-workers, should always be professional in nature.

Disciplinary Process

The policies and standards developed by the Company were established to ensure a positive, professional work environment that provides the level of service and quality our customers expect and deserve. It is also essential that failure to meet these standards or violation of these policies be addressed immediately. Failure to intervene promptly could lead to the employee developing conduct that could negatively impact the efficiency of the operation and the level of customer service provided. The goal of the disciplinary process is to assist the employee in correcting inappropriate behavior or performance.

The first step in the disciplinary process is the written warning. The employee should be advised of the inappropriate behavior in which they were engaged, the policy they violated or the standard that they failed to meet. The employee should be made aware of the impact such behavior has on the operation. A plan of action should be mutually agreed upon to correct the behavior or performance. The discussion must be immediately documented. The notice should be signed and dated by both parties and placed in the employee’s personnel file.

If the behavior continues or recurs, the next step in the disciplinary process is the final written warning. A notice to the employee should be prepared detailing the incident of inappropriate behavior or performance. The notice should include the date the employee was previously warned. The employee should be advised of the gravity of the situation and advised that failure to correct the behavior or performance will result in termination of employment. A plan of action should be mutually agreed upon to correct the behavior or performance. Management should advise the employee that any assistance necessary for their improvement should be communicated. The notice should be signed and dated by both parties and placed in the employee’s personnel file. The employee’s refusal to sign the document does not invalidate it.

If the necessary improvement is not made in the timeframe allotted, the final step in the disciplinary process is termination of employment. A document stating the employee’s continued violation or performance has resulted in termination must be produced and discussed with the employee. This document should be signed and dated by both parties involved and placed in the employee’s personnel file.

Exceptions that result in immediate termination and possible prosecution are theft and assault.

 

 

 

 

 

                                                               

 

 

 

 

 

 

 

 

TYPE DATE LETTER TYPED

 

DATERestaurant Manager: Letter of Employment

 

For part-time & casual employees the entitlements within the offer may need to be varied. Please contact the People Resources Department if you need assistance.

 

Please also attach a superannuation choice of fund form for the employee to complete. Please issue a copy of the Standards of Business Conduct booklet and certification for

EMPLOYEE NAME

EMPLOYEE ADDRESS

 

Dear SALUTATION,

 

RE: OFFER OF EMPLOYMENT

It is with great pleasure that we appoint you to the position of Restaurant Management at McDonald’s INSERT RESTAURANT NAME for the Dean Colley Organization, commencing DATE.

We know that the growth and success of McDonald’s is largely dependent on having strong and capable employees, such as yourself, and recognize the contribution you will continue to make in helping us maintain the position we enjoy in the industry.

In turn, we feel that we have a great deal to offer you in terms of career opportunities, training and development, reward and recognition programmes, and benefits.

In this position, you will report to a POSITION and perform the duties and responsibilities required by McDonald’s. From time to time this may also include additional duties, which are in line with your skills and competence.

 

Your terms and conditions of employment are as follows:

Salary

Your starting annual salary is $SALARY. This annual salary will be used for superannuation purposes and for the calculation of paid entitlements. Your salary will be paid weekly.

Your salary is based on performing the requirements of your role which we expect will be for a minimum of 50 hours per week. You will be required to work any additional hours that are necessary to meet the requirements of your position and the business needs of the organization. In accepting this offer you agree to the averaging of hours over a twelve month period for the purposes of pay and statutory obligations.

Your salary and benefits package is inclusive of any payments for overtime, shift loadings, weekend shifts, and any other applicable penalties and allowances.

Performance Review

Your performance will be reviewed approximately annually. Such assessments are designed to let you know how you are performing in your position by reviewing your pre-determined goals and objectives. Salaries may be reviewed based on promotions, completion of training courses, growth and development in a position and increased contribution by the individual.

Location

You will initially commence as a Restaurant Manager at McDonald's RESTAURANT NAME however restaurant transfers will take place from time to time to facilitate your training, career development and operational requirements. In this respect, private transportation (which is your own responsibility) may be a necessity.

Hours of Work

Given the nature of our business, day, mid-day, night, over-night, weekend and public holiday work is required of all management staff. Your hours of work will be in accordance with the roster which will be posted in advance.

You will be required to work a minimum of 4 close shifts per month and weekend work in accordance with the Management Rostering Principles as varied from time to time.

Public Holidays

Due to the nature of our business it is reasonable to expect that you may be required to work on each of the gazetted public holidays. This is to ensure that we can meet our operational requirements. In accepting this position, you acknowledge that this is a reasonable requirement.

Personal Leave

In the event that you will be absent from work you must notify the Area Supervisor as soon as possible, preferably with one day’s notice, but no later than 8 hours before your shift is due to commence.

Where you intend to claim personal leave, you must provide a medical certificate from a duly qualified medical practitioner for any absence.

Uniforms and Appearance

McDonald’s will supply you with uniforms comprising nametag, trousers, shirts and ties. You must comply with your restaurant’s uniform standards and it is your responsibility to keep these items clean and in good repair. Uniforms shall remain the property of the McDonald’s and are to be returned clean and in good repair should you leave our employment.

Shoes to be worn should be dark in colour (preferably black), non-skid, low heeled and in good repair. No open heels or toes and no crepe soles or jogging/running shoes are allowed.

You must comply with McDonald’s Appearance Policy as varied from time to time.

Termination of Employment

(Optional Paragraph: can only include for NEW employees to McDonald’s System.)

Your employment with McDonald’s is on a probationary/qualifying basis for the first six (6) months. As such, your performance will be monitored during this period. During the probationary period, either party may terminate this contract of employment by providing the other party with one week’s notice. On or before the expiry date of your six (6) month probationary/qualifying period, your suitability for the above permanent position will be assessed. At that time, McDonald’s will either confirm your permanent employment status or terminate your employment with one (1) weeks notice.

(Mandatory Paragraph)

Except in the case of instant dismissal, either party may terminate this contract of employment by providing notice in accordance with the following table:

Period of Continuous Service as a permanent employee	Notice *
Less than 1 year	1 week
1 year but less than 3 years	2 weeks
3 years but less than 5 years	3 weeks

McDonald’s Policies

You are required to comply with all McDonald’s Polices and introduced and varied from time to time. Failure to comply with McDonald’s Policy may result in dismissal. McDonald’s has the right to review and amend McDonald’s Policies and conditions of employment from time to time at our discretion and as required.

McDonald’s Policies and conditions related to this position, which you are required to read through carefully, understand and follow, are available from your Operations Manager. Please feel free to discuss any queries with your Operations Consultant concerning this offer of employment, Policies and/or conditions of employment.

While all Policies must be complied with, for restaurant security, safety and morale reasons, the following policies must be clearly understood and followed:

 

 

Cash handling

You will be trained in McDonald's cash handling, banking and security procedures and strict adherence to such policies and procedures is required at all times. Please sign the attached Cash Policy Agreement in duplicate while the Supervisor is present. Kindly return a signed copy to the Supervisor and keep the other signed copy for your records.

Food Safety

The issues of hygiene and food safety are of critical importance in our operations. Policies and procedures in this area must be strictly adhered to and enforced at all times.

No-Fraternization

You will be expected to assist in maintaining a friendly restaurant atmosphere and to participate in occasional restaurant sponsored activities. The highest standard of professional conduct must be maintained at all times and in this regard personal involvement between you and members of your restaurant is strongly discouraged. Obvious problems we wish to avoid are claims of favouritism, double standards, harassment and inconsistent application of disciplinary action.

Confidentiality:

All “McDonald’s information” which is communicated to you during the course of your employment shall remain, at all times (during and after your employment), secret and confidential and shall not be disclosed, or caused to be disclosed (either whole or in part), to any other person or organization. “McDonald’s information” means all projections, formulas, recipes, drawings, plans, specification, operations methods, procedures, know-how, techniques, manuals, intellectual property (both written and unwritten), whether contained in computer software or otherwise stored by or on electronic means or media.

Respectful Workplace:

McDonald’s is committed to providing all employees with an enjoyable and harmonious work environment. Right from your first day with McDonald’s you are entitled to a workplace which is fair, safe and free from any form of harassment, including sexual harassment. Every employee is responsible for creating and maintaining respectful working relationships. You should not hesitate to raise any concerns you may have regarding maintaining a respectful workplace with your Manager or the People Resources Department. A copy of the McDonald’s “Equal Employment for All Policy” is contained within the employee handbook.

Workplace Safety:

The health and safety of all personnel is of the utmost importance to McDonald’s. Our policy is to protect our employees and others at work from work-related injury and ill heath and to comply with relevant safety legislation. In fulfilling this aim, we are committed to regular consultation with workers and our customers on health and safety issues.

As a McDonald’s employee you must take care of your own health and safety and that of your fellow workers at all times. This must be done to the extent of your capability, by following all safety rules, procedures and instructions as given by McDonald’s.

Employees will not take shortcuts likely to cause injury or illness to themselves or others in the workplace. You will not bypass or misuse systems or equipment provided for safety or health reasons and must undertake to report all hazards and injuries or ill health caused by work to your supervisor.

Non-Competition:

You must not during your employment undertake any work for reward (whether as an employee, contractor, business owner or otherwise) on your own account or for any other person, firm, corporation or other organization which operates in direct or indirect competition to McDonald’s without the prior written consent of the Company.

Please sign and return to me the enclosed copy of this letter to indicate your acceptance of this offer within the next ten (10) days. This offer will be deemed to have lapsed if we do not receive your reply within the ten (10) days from the date of this letter.

Should you be unclear on anything contained in these documents, please contact me (914) 804-9173 so that we can discuss it prior to your signing and returning the documents to me.

Please accept our best wishes for your success in your new position. We look forward to your acceptance of this offer and to our mutual growth and benefit.

Yours faithfully,

 

The Dean Colley Organization

 

Jo Ann Seymour

Director of Operations

 

YOUR NAME

 

 

 

 

I,                                                                                  , have read, understand and accept the terms and conditions of employment contained in this offer of employment and the Policies and Procedures of McDonald’s and I accept them.

 

 

Signed:                                                                                    Dated:                       

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People Team

 

The Organization People Person (OPP) is the point person and subject matter expert who will assist in the quality execution of all people initiatives.