Introduction. Job Duties and Responsibilities. Skills

Transcription

1 MANAGEMENT MANUAL

2 Page 2 Introduction Your role as a manager is vital because you will take on the responsibilities of maintaining your store and staff and to be a role model for your fellow employees. You will relay information and your skills to other employees and help to ensure that your store and fellow employees are meeting expectations. You must always act friendly and professional towards customers and employees to create the warm and welcoming environment of Waves for everyone. Job Duties and Responsibilities Provide friendly, prompt customer service. Continually learn about our products and provide good quality foods at all times. Master the art of beverage preparation. Foster a good working environment. Welcome and encourage new staff members and act as a role model. Assist in training, supervising, and supporting staff. Conduct creative staff meetings. Maintain cleanliness in the coffee house at all times. Conduct daily cash handling duties accurately and receive reports by the Shift Supervisor of any errors. Follow company policies and procedures. Create action plans and follow through in a timely manner. Place and verify vendor orders and dealing with daily issues. Resolve customer concerns. Sales and financial accountability. Skills Retail management experience. Exceptional leadership skills. Exceptional level of communication skills. Ability to meet budgeted sales and profit goals.

3 Your Team Page 3 You are the leader of your team and your staff will look to you for what is expected of them. Lead by example and always make yourself open and available for staff questions. It will be your responsibility to not only manage, but hire, train, and promote your staff. Hiring Select your staff carefully and make sure that not only do they possess the ability to learn and expand their knowledge, but provide amazing customer service and work well with your team. When you receive resumes, make sure to take note of what their availability is, whether they want full or part time, the date it was received, and any notes about your first impression of them. When reviewing resumes, look for the following: - Candidate s Address: Since most Waves coffee House are open early mornings and late nights, you want to make sure that it will not be an issue for your potential new staff member to make it to and from work efficiently. - Previous Work Experience: A clear description of what applicants have done in the past. A resume should give enough information to imagine an applicant at work in a previous organization. Resumes that are worded in a way to match the job description should be given a higher ranking. - Length of employment: The length of employment in previous jobs is a good indicator how long they will remain. This is not always indicative of how long they will stay with you, but is a solid measure of predicting future behavior. - Education History: A clear timeline and any gaps in the applicant s curriculum should be questioned. - Awards in school, a work setting, and other examples of success: Even grades or sports activities will tell you the likelihood of a candidate s success as your employee. People who achieve success in some areas of their life, typically desire to achieve success in other parts of their life.

4 Page 4 Interview Questions Once a resume seems suitable, contact the candidate to schedule an interview with them. Make sure to be prepared by having their resume and interview questions with you. You should also make sure you have enough staff to cover you while you are interviewing and let staff know to offer interviewees a tea or coffee while they wait. You may want to add more of your own or questions that relate to your location specifically but below is an outline of interview questions to ask. 1. Tell me a bit about yourself, what are your hobbies and interests? 2. What interests you about coffee and working in a coffee shop? 3. Why is customer service important and can you give examples of what good customer service is to you? 4. Do you work well in a team and what skills make for a good team player? 5. When you have to work independently, how do you manage your time? 6. What are some strengths you have that would be an asset to this job? 7. What are some of your weaknesses and how would you improve on them at work? 8. Describe a time when you went above and beyond and gave a customer excellent customer service. 9. Describe a situation where you had to deal with an unhappy customer. How did you make their experience positive again? 10. What are your plans in the next year? Next 5 years? 11. What are the restrictions in your availability in the next 3-6 months? 12. How will you be transporting yourself to and from work? 13. Do you have a wage in mind that you are looking to achieve?

5 Page 5 Training As a manager, you will be a role model that others look to for more knowledge and it is your job to pass on the skills and information you have learned. This may involve simple coaching tips or full on training. Below are some tips on training and coaching and should you need more information, follow the training schedule for new employees or reference the Barista Manual for more information. Lead by example Other staff look to you as a leader, so be aware that everything you do is setting a standard for them to learn from. By simply working to the best of your abilities, other staff members will be able to observe and learn from you. Constructive criticism Everyone will take constructive criticism differently but to make it an easier communication for them, also tell them what they are doing right along with the things they need to work on. Follow up with them and ask them questions, Are you having any trouble with the POS still?, How is your latte art coming along?. Supervision Do not over teach and take over when a new employee is needing to learn. Show and explain once how to do something and then let them try. Ask questions and supervise tasks and make sure to let them think to see if they can figure it out before you need to step in.

6 Page 6 Staff Management As the leader of your team, you will be the one making sure every task necessary is completed, staff have adequate training and performance reviews, and that there is a safe and efficient environment for them to work in. Delegation It is your job to ensure that your store remains clean and maintained. Staff should have a general idea of what needs to be done but if certain tasks are specifically delegated to them, they will be held responsible for making sure it is completed. As manager you may also be able to prioritize what needs to be done by staff. When delegating a bigger task this will also give staff the opportunity to ask questions so the job is done correctly Reviews Employee reviews should be done at consistent intervals (3 months, 6 months, 1 year) in order to have a discussion with your staff members about what they are doing well and what they need to improve on. This is an opportunity to discuss their options for promotion, ideas and input they may have, or if they are in need of more improvement and training. Fill out a review form and keep in your employee records. Counselling If a staff member is not performing to standards, have a conversation with them and verbally warn them of unacceptable work or behaviour. Let them know what is expected of them and that improvements need to be made or a written warning will be issued. Fill out a Counselling Record form should the behaviour continue and give them a copy, as well as keeping one for your records. Firing Should and employee continue to fail to make improvements on Waves policies and standards, is absent for more than 3 days with no notice, or has not worked with the company for more than 3 months, they can be let go from employment with Waves. They should be given a written letter of termination signed by you, stating the reason for their termination.

7 Page 7 Scheduling Scheduling should be done at least a week in advance in order to allow for any changes to be made. Keep track of staff availabilities to make scheduling quick and easy. Depending on your store and how busy it is you will need to make sure enough staff are always available to not only serve customers but to also maintain your store. Employee Monday Manager 9-5pm Total Hours 8 Supervisor Total Hours OFF Supervisor pm Total Hours 8 Supervisor pm Total Hours 8 Barista Total Hours 6 Barista Total Hours Barista Total Hours OFF OFF Barista pm Total Hours 8 Barista Total Hours OFF Daily Total 38 Managers should be available during typical business hours (9-5, 8-4 or 7-3) and Monday to Friday Depending on how many Supervisors you have in your team, schedule at least one of them to be working when you are not so there is someone to delegate, communicate and handle any issues Keep track of who has a Food Safe certificate as there should be at least one certified staff member working at all times Make sure to have adequate overlap between staff to ensure there is enough coverage for team members to take breaks Allowing for overlap between shift changes (30min to 1hr) is ideal for allowing some time to get larger or detailed cleaning tasks done, or to catch up on busy days Should an employee want to change a shift, it is their responsibility to discuss changes with other coworkers and ask for approval from the manager. Once approved, make sure the changes are written on the schedule so everyone is aware

8 Page 8 Store Maintenance Store maintenance is a very important facet of providing an amazing experience to customers but also a healthy working environment for everyone and ensuring that store equipment is maintained. There are multiple cleaning schedules and task lists to help you maintain your store and let you and your staff know what needs to be done. GSRs and CSRs are conducted every month to give you feedback on areas in your store that need improvement and let you know how your store is doing. CSR Coffee Standard Reviews are conducted periodically to ensure that coffee and espresso standards are being maintained so that quality products are served. The review will go over proper product rotation and storage, machine and equipment maintenance, cleanliness. GSR Gold Standard Reviews are an inspection of everything in your store and the report is broken down in to sections Outside Area Patio, Signage, Windows Inside Area Furniture, Washroom, Atmosphere Staff Dress code, customer service Equipment Fridges, Espresso Machine, Coffee Brewer Health & Safety Food Quality Reference Books Record Keeping & Sales Report Espresso Checks Espresso checks should be done twice a day in the morning and afternoon to ensure that correct espresso parameters are in place. Should the perfect shot not be poured, you will need to adjust either your grinder or espresso machine to correct this. It is suggested that only managers and supervisors who know enough about espresso to make adjustments have the knowledge to make changes. There is a sheet to keep track of espresso checks so that you and your staff do not lose track. Temperature Checks Temperature checks are also done twice a day in the morning and evening but are done not only for the sake of quality but for the health safety of customers. Check all fridges and freezers and if any temperatures seem too low, make adjustments and call a technician if necessary.

9 Ordering Page 9 Ordering should be done twice a week and it is up to you whether you order different groups of items for each order or some of everything every order. Creating and using a tracking sheet will help you keep track of what your store goes through and how much needs to be ordered. This sheet makes it easy to pass on to a supervisor as well so that you can fill out the order sheet according to what they have written. Waves has two different companies that you will order from, one of them being GFS who provide most of our products, and Bruce & Clark, which provide our syrups, smoothies, and various paper products. Check through your store inventory before ordering to be sure of what you need Bruce & Clark You will have a list of the items available through Bruce & Clark and when placing an order with them you will need to order a minimum of $200. Create your list beforehand and call Bruce & Clark at or them a list at CSR1@bruceandclark.com. No order days are specified and orders are typically in your store the following day however, they do not deliver on weekends. GFS You will have a login ID for your store specifically to access the Waves order guide on GFS Connect. Once logged in you will be able to find information on orders that have been placed, special order item status, and placing new orders. New Orders 1. Click green New Order button 2. Select Start Order and hit OK for a new order or, select Pending Orders to return to a previously in progress order 3. Each item listed has an item number and case size on the left, and on the right cost, date when last ordered, and how many were last ordered. 4. Some items have the option to order Each which is each item individually instead of a full case. Select this box when ordering items individually. 5. Fill each item box with the quantity you wish to order and then navigate through the pages near the top 6. Once the last page is reached, press the green Review Order button 7. Carefully review everything you have ordered to ensure that everything is being ordered correctly 8. When you are sure your order is complete, press Submit Order 9. After placing an order you will come to a placed orders page. Ensure your order is noted as confirmed and that the same amount of items ordered is what you will be receiving. If not you can click on the order to see a status on which items you will not receive and why 10. Should you have any issues, need to add items to an order, or have any other questions, contact GFS from the number on the top of your GFS invoice. You will need your merchant ID number which is also stated on your GFS invoices.

10 Page 10 Item Number Enter Item Amount Item Search Page Navigation Each

11 Page 11 Order Number # Items Ordered #Items Being Shipped If Quantity Shipped is indicated as red, there are items that will not be sent. Click the order number to find more information on which items will not be shipped and why.

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13 Page 13 Back Office Back office is a program that is connected to the POS system and should be accessible to only you. This program allows you to add and edit employee logins and to keep track of, and make changes to, their hours worked. New Employee 1. Login into Back Office and select Employee tab from the top 2. In employee tab select Employee (0-9) 3. Select the magnifying glass next to Employee ID and then choose a number slot to put your new employee into. It may be an old employee or an empty slot. 4. Input the employee name 5. Input a login ID and password for this employee. It should be unique and easy for them to remember 6. Select the Status menu and put the employee to Active. When an ID is no longer in use, put it back to Inactive so that an old employee will not be able to log on 7. Click Save. Information on the rest of the page does not need to be filled out Hour Adjustments 1. Select Scheduling from the top menu and click on Modify Work Hours By Employee. 2. Select the day or week you wish to edit the hours for 3. Click the magnifying glass and select the employee at the top of the list 4. Double click the time you wish to edit and adjust the times in the Time In and Time Out boxes. Do not include the time for breaks, only the time that will be paid 5. Click Save and continue to the next time for the same employee, OR Click Next to go to the next employee

14 Page 14 Payroll Payroll should be done typically on Mondays the week of each pay period and hours are kept track of in the Back Office program and referenced from the schedule. Double check all hours before inputting them. PAYROLL SUBMISSION Store Name: Pay Period: Schedule Hours Actual Hours Over/Short No Employee Regular Training Regular Training Name Wk Wk Wk Wk Total Wk Wk Wk Wk Total hours % #1 #2 #1 #2 #1 #2 #1 # Notes: (e.g., new hires, termination, resignation, promoted, wage increase, ROE, vacation, short/over pay adjustment, special request) Type Employee Name Action Taken

15 Page 15 Daily Sales and Labour The Daily Sales & Labour sheet is a spreadsheet used to keep track of daily and weekly sales, labour costs, and inventory costs. SALES Monday Tuesday Wednesday Thursday Friday Saturday Sunday Totals Last Year $0 Budget Sales* $0 Projected Sales $0 Actual Sales $9,400 Daily Variance $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 WTD Variance $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Insert the daily sales amount given on the Daily Close print out for each day. A total weekly sales will be added up in the yellow box. LABOUR Monday Tuesday Wednesday Thursday Friday Saturday Sunday Totals $0 $0 $0 $0 $0 $0 $0 $0 Scheduled Labor $400 $400 $380 $380 $380 $380 $330 $2,650 ACTUAL Labor $380 $400 $380 $380 $380 $380 $320 $2,620 Variance -$20 $0 $0 $0 $0 $0 -$10 -$30 Scheduled Labor #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! ACTUAL Labor 31.7% 28.6% 27.1% 27.1% 27.1% 27.1% 26.7% 27.9% Variance #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Calculate daily labour by multiplying the number of hours worked by the average amount being paid to the employees working that day. For example: $12 (average wage) X 32 (hours scheduled) = $384. Labour percentages should be kept around 28% or less, indicated in the yellow box.

16 Page 16 COST OF SALES Monday Tuesday Wednesday Thursday Friday Saturday Sunday TOTAL Waste Foods Promos/Owner 0 BEGINNING PURCHASES ENDING USAGE COGs Theo % Variance Food Inventory $3, $1, $3, $1, % 14.22% $ % 0.00% Beverage Inventory $4, $1, $4, $1, % 19.23% $ % 0.00% Merchandise Inv $ $0.00 $ $ % 1.97% $ % 0.00% Paper $1, $ $1, $ % 1.99% $ % 0.00% Cleaning $ $ $ $ % 1.42% $ % 0.00% TOTAL $11, $3, $10, $3, % 38.8% Previous Weeks Inventory GFS/Bruce & Clark Purchases Current Weeks Inventory Daily Total Wastage Inventory Must be completed weekly before Sales & Labour is done Food Inventory 0 $ 3, Beverage Inventory 0 $ 4, Merchandise Inventory 0 $ Paper Inventory 0 $ 1, Cleaning Supplies 0 $

17 Page 17 Sales Targets As a manager, it is your job to encourage and motivate staff to make improvements in their skills, customer service, and sales. Sales targets can be calculated by looking at the sales for the previous year in your stores Profitek Webreporting. A 10% increase over the previous year, every month should be the goal for your team. Find the sales for the previous year by going to the History Reports section and looking at the Hourly Comparison Report. Choose a week at a time for the month, and report the Net Sales by day. This will give you a break down of sales per day and the weekly total so that a goal can be calculated. Multiply the weekly total by 10% and add this number to the weekly total, this will be your overall goal for the week. You may also want to use this number to calculate a daily average goal to help you achieve this goal. Example: weekly total (from previous year) X 10% = weekly sale increase + weekly total = goal for the week OR $9, X 0.1 = $ $9, = $10, (goal for the week)

18 Page 18 Keep track of your targets by putting them into your sales and labour sheet. Calculate an average daily goal to put into the Projected Sales section. Weekly Sales Goal 7 days = Daily Average Goal $10, = $1, SALES Monday Tuesday Wednesday Thursday Friday Saturday Sunday Totals Last Year $1, $1, $1, $1, $1, $1, $1, $9, Budget Sales* $0 Projected Sales $0 Actual Sales $1, $1, $1, $1, $1, $1, $1, $10, Daily Variance $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 WTD Variance $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Achieving your goals - Upselling Staff participation is the key to being successful with your sales goals and it is up to you to motivate your team to help you achieve this. o Lead by example to set the standard for staff and show them how you expect them to work o Ensure staff follow important steps and ask upselling questions such as: Is there anything else for you? Would you like to try (promotional item) with that? Is there anything drinks with your food/any food with your drink? o When a drink size is not specified, offer the larger Waves size o Suggest drink modifications such as coconut milk or added flavours o Promote different drink ideas that have added flavours already (Ex. Raspberry Mocha)