The Assistant General Manager is responsible for developing and operating a profitable restaurant, where the quality of food, service and ambience are continually challenged and improved; and where an environment that fosters creativity, free thinking and intelligent decision making is encouraged. The AGM assists the General Manager with responsibilities for all aspects of the restaurant; in particular as related to sales, growth of the business, cost management and staff development. The AGM is ultimately responsible for Training and Development of employees. 

Overall Qualifications

▪ Developing a cohesive team of managers and chefs, and managing them to work toward the common goals of the restaurant.

▪ Possessing a high level of initiative and drive to do whatever is necessary to build and run a successful operation.

▪ Working closely with management to create a team atmosphere among staff, which is fun and professional.

▪ Leading by example. 

▪ Facilitating weekly management meetings. 

▪ Establishing clear communications along all lines within the business. 

Building the Business and Guest Base 

▪ Taking a long-term view with regard to guest satisfaction, making every decision based on what is best for the guest.

▪ Working with the management team to increase guest counts and to develop a loyal base of satisfied, return customers.

▪ Solving problems so that each guest will want to return.

▪ Ensuring that management is an integral part of the hospitality equation by maintaining an active presence in the dining room through regular table visits with guests, getting to know guests, finding out what is important to them, what they like and what they don’t.

▪ Remaining focused on the importance of creating long-term, loyal customers who return again and again; this is at the heart of the business and is critical to our success. 

Quality of Operations 

The AGM is responsible for ensuring that the restaurant is operating at or above company standards. The AGM must operate the restaurant in accordance with all operating priorities. The AGM must pay attention to detail in all areas of the operation, including food, service, hospitality, training and development, security, safety, cleanliness, sanitation and physical structure. Specifically:

▪ Ensuring all chefs, managers and hourly employees adhere to our standards regarding quality of product, service and hospitality. 

▪ Ensuring that a safe and clean environment is the norm, and all products are properly handled. ▪ Regularly following up discussions of guest and staff feedback regarding the above. 

▪ Running high quality FOH pre-shift meetings for consistent communication of our operational standards and goals.

▪ Assisting with weekly management meetings to ensure consistent communication of our operational standards and goals to both the FOH and BOH managers.

▪ Ensuring that company-training programs are effectively administered for all departments. 

Cost Management and Profitability 

The AGM is responsible for generating strong financial performance for the health of the restaurant and the company. The AGM is responsible for ensuring that the restaurant meets and exceeds budgeted financial goals. Specifically:

▪ Monitoring and maintaining all cost control centers; further development of store-specific cost savings initiatives and strong follow through on all standard systems. 

▪ Analyzing monthly profit and loss statements, developing action plans from them, implementing them and following through on plans. 

▪ Overseeing all aspects of purchasing (ordering) within the restaurant. 

Recruiting and Hiring 

▪ Establishing and maintaining appropriate staffing levels and remaining abreast of any changes that may impact staffing needs. 

▪ Overseeing and participating in the recruiting and hiring of high quality employees, including managers.

▪ Establishing a system to ensure the proper processing of all newly hired employees to include application, interview evaluation, reference check, signed job descriptions, employee data sheet, federal and state tax forms and I-9 form. No employee may begin work without presenting legitimate identification, which shows that he/she is allowed to work in the United States.

Training and Development 

▪ Ensuring thorough and complete training of all employees through implementation of all company training programs.

▪ Continually assessing the results of all training programs and developing action plans to address specific issues and concerns, and following through on the progress and results of these action plans.

▪ Continually assessing the status of the current management team, developing action plans to address the developmental issues of each team member and following through on each manager’s progress. Consistently Identifying staff from within for promotions and working with those individuals to create career development possibilities.

▪ Minimizing employee and management turnover.

▪ Providing coaching, mentoring and developing the management team as well as hourly employees; this is critical for the success of the restaurant and the company.

Staffing and Scheduling

▪ Working with the management team to determine appropriate staffing levels. 

▪ Being aware of staffing trends, upcoming seasonal business changes, and any other events or issues that may have an impact on the business.

▪ Producing Sales Projections and Labor Plans weekly. 

Administration 

▪ Ensuring that performance reviews of all hourly employees are completed bi-yearly. 

▪ Maintaining accurate employee files, including thorough, signed documentation for any and all disciplinary incidents. 

▪ Providing thorough documentation on all incidents; including counseling sessions, accidents/injuries with regards to workman’s comp, and termination reports. 

Communication

▪ Serving as the company spokesperson, emphasizing company goals, philosophies and values to all levels of management, staff and guests.

▪ Ensuring proper communication between the management team as well as staff. 

▪ Remaining apprised of all happenings in and around the restaurant.

▪ Maintaining an Open Door policy as the norm. 

▪ Professionally interfacing with all local media contacts, vendors and landlords, 

▪ Representing the company in legal matters as necessary. 

Technical Skills

▪ Possessing a working knowledge of our technical systems.

▪ Being proficient in all functions of the POS system, and proficient in producing accurate financial and operational reports using the back office system. 

Curb Appeal and Equipment 

The AGM is responsible for the daily upkeep of the physical curb appeal, specifically: 

▪ Providing a daily walk through of the restaurant to determine areas which need attention or repair.

▪ Maintaining a running punch list of “need to have” as well as “nice to have” items which are handled in a timely fashion as appropriate. 

▪ Planning necessary upgrades in a timely, well thought out way. 

▪ Evaluating all expenditures through the exercise of the Capital Project Proposal process. 

Local Marketing 

The AGM is responsible for the successful implementation of all company marketing initiatives that are executed in restaurant, specifically: 

▪ Providing all menu maintenance within the restaurant. 

▪ Working with the senior operations executives in developing and executing quarterly local marketing plans.

▪ Keeping the entire restaurant staff well informed on all marketing efforts, timely and accurate utilization of promotional materials, and producing feedback and information for evaluation and planning.