Shift Manager Individual Performance Plan (IPP) - US Restaurant Scorec Information about Me (EMPLOYEE COMPLETES)

Transcription

1 Restaurant Scorec Information about Me (EMPLOYEE COMPLETES) Name: Restaurant Number: Date of mid-year review: Region/Market: Your Boss: Date of year-end review:. My Business Targets, Performance Objectives and Accomplishments Write objectives that are Specific, Measurable, Achievable, Relevant, and Time-bound (SMART). You and your manager should work together to develop targets, performance objectives, dates for completion, and success measures for each of your objectives. Track and monitor progress on business targets monthly. For the mid-year and year-end review, enter accomplishments for each of your objectives. Objectives that support your restaurant s business targets Date to complete Measurement Accomplishments / Select Results People Drivers 90 Day Crew Turnover: 90 day turnover has a high correlation to employee commitment and restaurant performance. Develop a SMART objective that will contribute to achieving the 90 Day T/O target for your restaurant. 90 Day T/O% - Current TTM: Year-end Target: Objective: QSC CSO Trends: CSO is a key measure of the customer experience. Develop a SMART objective that will contribute to achieving the CSO target for your restaurant. CSO Score TTM: Year-end Target: Objective: Sales/Guest Count Drivers Guest Counts represent a key measure of business growth. Develop a comparable GC taret and SMART objective(s) based on targeted day-part, shift operations or Local Store Marketing opportunities: Comp GC Current YTD: Year-end Target: Objective: Profit Drivers Objective: Profit (PAC): Review annual P&L projected vs. actual results. Develop a year-end PAC target and SMART objective(s) to address specific restaurant profit (P&L line item) opportunities. Current YTD PAC %: Year-end Target: Objectives that support the individual development of another employee (can be direct reports or others) Date to complete Measurement Accomplishments / Select Results Page 1 of 10

2 Results Achieved Rating (BOSS COMPLETES) The results achieved rating is given at mid-year and finalized at year-end. It is a reflection of results achieved against restaurant scorecard objectives. Note: Results achieved ratings influence 75% of employee s overall performance rating. What the Ratings Mean 4 Exceptional Results Accomplishments were significantly beyond target performance levels. Contributions to business unit/team and department results were exceptional. 3 Significant Results Accomplishments met and sometimes exceeded target performance levels. All requirements and expectations of the job were fulfilled. 2 Some Improvement Required Accomplishments met some but not all performance levels and/or basic job requirements were not consistently met. Performance is unsatisfactory and improvement is required. 1 Unacceptable Results Few performance targets were met and basic job requirements were not maintained. Performance improvement must be achieved. Correlation with Restaurant Scorecard Results 81%-100% 70%-80% 60%-69% <60% RESULTS ACHIEVED MID-YEAR RATING: YEAR-END RATING: Mid-Year Comments Provide detailed comments regarding results achieved and demonstration of specific leadership skills. Include 2 areas of strength and 2 areas of opportunity. Manager Employee Leadership Skills Leadership Skills Results Achieved Results Achieved Page 2 of 10

3 Year-End Comments Provide detailed comments regarding results achieved and demonstration of specific leadership skills. Include 2 areas of strength and 2 areas of opportunity. Manager Employee Leadership Skills Leadership Skills Results Achieved Results Achieved Page 3 of 10

4 Leadership Behaviors (BOSS & EMPLOYEE COMPLETE) Note: Ratings on Behaviors influence 25% of employee s overall performance rating Instructions for Mid-Year and Year-End Review: a) Separately, Boss and Employee read expected behaviors for each Leadership Behavior. b) Consider how well the expected behaviors were demonstrated and where there may be opportunity to improve. c) If an expected behavior doesn t apply to a specific position, do not consider it when determining a rating for the Leadership Behavior. d) Circle the number that corresponds to your rating at mid-year review. Discuss areas of agreement or disagreement. e) At year-end, Boss enters a final rating in each box. Rating Key 4 Exceptional Demonstration Demonstrated the expected behaviors in an extremely effective and consistent manner. This employee is considered a role model of this Leadership Behavior. 3 Significant Demonstration Demonstrated the expected behaviors for this Leadership Behavior in a consistent and effective manner. 2 Opportunity For Development Did not consistently and/or effectively demonstrate some of the expected behaviors for this Leadership Behavior. There is opportunity for development in this competency. 1 Unacceptable Demonstration Demonstration of the expected behaviors for this Leadership Behavior was unacceptable and needs immediate improvement. Behavior was in clear violation of one or more of the expected behaviors. Communicates Effectively and Honestly (Candidly) Demonstrates strong two-way communications skills. Conveys information and ideas in an open, articulate and timely manner. Considers cultural differences and others perspectives when communicating. Uses a positive, high energy tone when leading others Speaks calmly and professionally with customers, employees, and vendors, even in situations where there is a disagreement or conflict Communicates with others, not down to them; shows empathy and understanding Listens carefully to others opinions and ideas during discussions; asks questions to help clarify others point of view Keeps the personal or private issues of others confidential Accepts personal feedback professionally and non-defensively Keeps the team updated on shift targets and results Does not seek feedback from crew and managers Often misses the point others are trying to make Cuts people off before they finish speaking Does not listen well Not a clear communicator (written or oral) Holds information or viewpoint back Ignores differing perspectives or messages that are contrary to his or hers Develops Crew and Managers (Builds and Leverages Talent) Builds the quality of McDonald s employee base by seeking out high performers, helping others develop and grow, rewarding high achievement, and supporting diversity of thought and perspective. Works to make sure training and development happen during the shift, even when things get hectic Proactively coaches crew and other managers when they want to or need to learn something new Acknowledges others efforts and accomplishments on a daily basis Delegates daily tasks and demonstrates trust in others ability to perform them Completion and tracking of Station Observation Checklist Reviews shift reports (sales, GCs, positioning, labor, waste, etc.) after each shift to identify opportunities for personal development and shift improvement Seeks feedback from the manager on their performance Does not train, coach or develop crew Does not complete SOCs as assigned Fails to give crew constructive performance feedback Does not let go of tasks that should be accomplished by crew Does not ensure cross-training and/or job rotation occurs on shift as assigned Page 4 of 10

5 Builds Teamwork (Achieves through Teamwork) Works cooperatively as a member of a team and is committed to the overall team objectives rather than one s own interests. Is open to others diverse ideas and leverages the team s differences to achieve results. Participates actively and willingly as a team member; volunteers to help others when it is important to the restaurant s performance Addresses conflicts in a timely manner; does not avoid dealing with situations that might impact crew or customers during the shift Finds ways to work well with others, even when there are differences in approaches or viewpoints Discourages we vs. they thinking in the restaurant by providing coaching and team encouragement Compiles with all policies and laws and ensures a respectful, safe work environment Recognizes contributions and outstanding accomplishments of crew with appropriate feedback and rewards Is control oriented and does not trust the crew to perform Fails to communicate and get the crew involved in shift goals Withholds resources and information from others Lacks awareness of the needs of others Does not help crew or the restaurant team when needed Does not address conflicts between crew members Fuels conflict between team members Does not recognize and celebrate team accomplishments Spends a good deal of time on activities that take them off of the floor Influence by Example (Leads through Influence) Positively influences others and collaborates in ways that create alignment and inspire others to take action and/or change perspective. Influences by being credible; shows consistency in words and actions by following through on what he/she says Keeps performance consistent, event when the restaurant environment is challenging Influences others to do things the right way by personally standing behind them; not by blaming other people or reasons for why things need to be done Communicates expectations to others by explaining the why of them (not just the what ) Often fails to get support of the crew or other managers Does not energize crew and other managers to get things accomplished Does not make others fees as though their point of view has been heard Attempts to get things accomplished through a directive leadership style only Puts the Customer First Strives to deliver high quality products and superior service that exceeds the expectations of our internal and external customers. Responds to all customers respectfully and professionally Makes themselves visible and accessible to customers when on the floor by addressing them, responding to them promptly, resolving problems Is observant of customers in the restaurant so that he/she can improve a customers level of service or prevent a customer from being dissatisfied Takes actions that clearly show a commitment to total customer satisfaction (e.g. holding doors, helping with high chairs, complimenting customers, refilling drinks) Coaches others to provide high levels of customer service Follows up with customers to ensure problems are solved Does not approach issues with a customer-first mindset Does not look for opportunities to impress the customer Does not take the time for customer contact Assumes that all customer s needs are the same and do not change Does not focus on customer recovery when customer issues arise Often works stations vs. managing the shift Page 5 of 10

6 Organizes the Work (Executes for Results) Relentlessly pursues the achievement of goals and sustained profitable growth while upholding the highest possible standards of fairness, honesty and integrity. Prepares and organizes for work (e.g., completes shift prep and pre-shift checklist) Utilizes shift reports (sales, GCs, labor, positioning, etc.) to organize and improve shift execution Uses work routines consistently to keep self and others on track (e.g., travel paths, following up) Proactively addresses barriers during the shift (e.g., staffing, proper positioning, equipment function) to minimize disruptions Sets and reinforces minimum standards of performance for self and others Creates a sense of urgency for achieving goals Conveys clear expectations for crew assignments and follows-up to make sure there is understanding Asks questions of his/her boss to clarify priorities when there are competing demands Does not communicate shift priorities and plan to crew Changes priorities often/lacks consistent focus Does not have a written shift plan for achieving results Does not have written IPP performance objectives Does not consistently achieve shift results Does not complete a pre-shift checklist or review Does not plan for or execute crew breaks Does not achieve shift objectives or results Supports Change (Leads Change and Innovation) Identifies the changing needs of our customers, employees and system and successfully leads innovation that improves the business. Shows a positive attitude about change when being asked to do something new or when explaining new things to others Quickly picks up on and adapts to different or new ways of doing things Explains to others why changes are important Embraces new products, procedures and restaurant priorities Avoids or complains about changes and new ways of doing things Does not support restaurant changes Likes to do things the way they have always been done Does not actively participate in discussions about new ways of doing things Slow to adapt to/support change Plans Beyond the Shift (Plans and Acts Strategically) Develops a clear and compelling vision, strategy, or action plan that is aligned with the organization s goals. Seeks to understand restaurant priorities Shows an ability to think beyond the shift by reviewing past shift information in preparation for the next shift (e.g., sales, GCs, labor, waste, communication, log, etc.) Records important information about each of their shifts to help with planning for the next or future shifts (e.g., record the impact of promotions, staffing, community events, etc. in the communication log) Seeks feedback/coaching from the General Manager on individual development activities they should include in their Individual Development Plan (IDP) Completes individual development activities according to plan Does not establish written IPP performance objectives to impact the restaurant: People, QSC, Sales and Profit targets Does not reinforce and communicate the restaurant priorities to crew Has little or no understanding of the priorities of the restaurant or how their work activities impact them Does not review one s own shift results to identify opportunities for improvement Is not aware of restaurant performance trends and opportunities CSO, ROIP, Mystery Shops, etc. Boss Rating: EE Rating: 4 Exceptional Demonstration 3 Significant Demonstration 2 Some Improvement Required 1 Unacceptable Demonstration Page 6 of 10

7 Performance Review Summary (BOSS COMPLETES) Res Achieved Rating Results Achieved Rating Leadership Behavior Ratings Mid-Year Rating Year-End Rating Insert a rating (1-4) for each Leadership Behavior Mid- Year Rating Year- End Rating Communicates Effectively and Honestly Develops Crew and Managers Builds Teamwork Influence by Example Puts the Customer First Organizes the Work Supports Change Plans Beyond the Shift Average Rating* * - To get the average rating, add up the individual Leadership Behavior Ratings and divide the total by 8. Overall Performance Level (Boss Completes) Boss determines the Overall Performance Level at year end. Overall performance rating takes into account results achieved against scorecard targets and any customized performance goals (75%) and performance on leadership behaviors (25%). (Note: If overall performance rating is high and leadership behavior is significantly lower, the lower rating should be given in some cases. Be specific in comments section on which behaviors need improvements.) Results Achieved Rating ( x 75%) + Leadership Behavior Rating ( x 25%) = Overall Performance Rating Overall Performance Rating Guidelines Exceptional Performance Significant Performance Some Improvement Required Unacceptable Performance 4 Exceptional Performance The employee achieved results that far exceeded expectations and requirements of the job, while modeling the Leadership Behaviors expected of McDonald s employees. The employee s performance was always of exceptional quality. This rating is reserved for employees who have exhibited exceptional performance while meeting challenging demands. 3 Significant Performance The employee achieved results that consistently met or occasionally exceeded expectations and planned objectives. This rating describes employees who successfully do their jobs and meet high performance standards while at the same time demonstrating McDonald s Leadership Behaviors. (Note: This rating should also be used for employees new in their job and progressing as expected.) 2 Some Improvement Required Improvement is required as the employee s performance was varied, and his or her ability to meet expectations and accomplish planned objectives was inconsistent. This rating should be used for employees who achieved results but did so by demonstrating behaviors that are not consistent with McDonald s Leadership Behaviors. Employees in this rating category should be placed on an accelerated review cycle with a Performance Improvement Plan to improve performance. (Note: This rating should also be used for employees who are new in position and progressing as expected OR have not had an opportunity to demonstrate behavior.) 1 Unacceptable Performance The employee s performance was unacceptable and needs immediate improvement. Expected results were not attained and planned objectives were not achieved. This rating also pertains to employees who achieved results but did so in a manner that is clearly in violation of the Leadership Behaviors that are expected of McDonald s employees. An employee in this category should be on a Performance Improvement Plan, and must meet the objectives of the plan to remain in current position. In some cases, termination without going through a Performance Improvement Plan may be appropriate. Overall Performance Level Rating: Mid-Year Year-End Boss s signature Date Employee s signature Date Page 7 of 10

8 Shift Manager Individual Development Plan (IDP) - US Completion of your Individual Development Plan (IDP) and your development discussion can occur during the same time frame as your performance review, or at a different time. Talk with your manager about what will work best for your review cycle. (Recommendation: Before you establish your development goals, talk with your manager about behaviors that are important for your current or future job.) Development objectives can focus on developing leadership behaviors or technical competencies i.e. operations or financial competencies. Name Today s Date Short-term or long-term career goals (Write a statement that captures your professional aspirations.) Development Goal #1 How this will make me more effective in my current or future job? Success Measures Action Steps Page 8 of 10

9 Shift Manager Individual Development Plan (IDP) - US Development Goal #2 How this will make me more effective in my current or future job Success Measures Action Steps Development Goal #3 How this will make me more effective in my current or future job Success Measures Action Steps Employee's Signature: Manager s Signature: Date: Page 9 of 10

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