32826 FM 2978
MAGNOLIA, TX 77354

The General Manager (GM) is primarily responsible, for all operational and financial aspects of their restaurant operations. It is the primary responsibility of the GM to achieve financial and operational results through leadership and direction of management teams and hourly employees (HE). It will be from this structure all monthly, quarterly, and yearly business objectives are consistently achieved.
Requirements
People Development
People are the highest priority of General Managers. The ongoing development of each manager is what creates the environment for success in the areas of HQSC, growth, and financial results. This works with the management team helping to select and develop qualified managers and hourly employees to assemble each unit's team. This is the only long term growth and success can be achieved and maintained.
Demonstrate superior credibility as a role model through leadership, communication, coaching, influencing, and integrity.
Builds effective teams by participating in the selection and training of new managers and employees.
• \tuse the hiring zone and the interview questions for potential hires
• \tuse the learning zone and hands on training to train new employees
• \tall employees have completed all learning zone modules for their position
Clearly sets expectations and direction through weekly manager meeting and quarterly customer mania training
• \tone training session per quarter and employees sign off and turned in with weekly folder
• \tmanager meeting done weekly following meeting template
Communicate job performance through semiannual manager performance reviews, along with the Area Coach (AC).
• \tdo performance appraisals on HE semiannually
• \tdo performance appraisal on yourself semiannually
Works with AC, HE and management teams to set goals and action plans to improve operational and financial performance.
• \tset quarterly goals for store performance
• \tset quarterly goals for management staff
Ensures a positive and healthy work environment for all managers and employees.
• \tweekly, monthly, or quarterly contests
• \tuse champs to reward and recognize
Quality, Service, and Cleanliness
Works with managers and HE weekly to improve the level of food quality, service, and cleanliness in each unit by conducting monthly HQSC.
• \tdaily extras done and checked off for FOH and BOH list needs to be checked off weekly
• \tself HQSC done periodically
Works with AC and management teams to create specific and measurable action plans to improve HQSC and mystery call scores.
• \tgo over HQSC standards and deviations with crew
• \tgo over mystery call expectations with crew
Provides feedback and follows up with AC, management teams, and HE regarding the execution of the mystery call.
Clearly communicates issues to maximize the HQSC results and follows up with AC, management teams, and HE to get desired results (min 80)
Identify areas of focus and determine the priority of items to be accomplished within coach's area.
Provide clear communication and direct implementation on new programs and procedures in area.
Sales Growth
Verifies staffing levels in unit to ensure proper staffing to maximize sales on each and every shift.
Works with AC, management teams, HE to increase guest counts by attracting new guest and encouraging increased frequency through superior execution of HQSC standards.
• \thold quarterly events for community involvement and raise community awareness
• \tdo five business to business packs per week
Participates in the recruitment and training of each member of management and HE teams to communicate the philosophy of building sales.
Financial Results
Works with AC to create monthly, quarterly, and yearly financial goals.
Monitors control issues within each unit to verify consistent results against all financial control procedures.
• \tuse SUS to forecast, schedule, post receipts, and champs.
• \tresponsible for doing all inventories until someone is adequately trained and signed off by AC. When this is done GM must do two inventories per period and one must be the end of period inventory.
Displays clear communication and sets proper expectations with management teams regarding consistent financial performance.
Work Requirements
• \twork minimum of 40-45 hours a week if hourly and more if needed
• \tsalaried managers work 50-55 hours a week and more if store underperforming or understaffed
• \tcover 9 peak periods a week
• \tclose store at least 2 times a week (inventory counts as a close) if labor not ran
• \tschedule in to by 11:00AM on Friday and posted Friday after dinner rush
• \texterior of store has good curbside appearance and getting all landscaping needs taken care of (all lights working properly)
• \tmanagers handle all customer complaints or problems
• \tphone scripts and procedures are posted
• \tlet area coach know of any maintenance issues
• \tminimum of 5 day work week and max of 1 weekend day off unless approved by AC
• \twork every Friday nights unless AC approval
• \tavailable for store and AC to get a hold of at all times
• \tultimately responsible for all aspects of day to day business
","Additional Information":null,"Title_es":null,"Description_es":null,"Requirements_es":null,"Additional Information_es":null,"Apply Url":"https://my.peoplematter.com/PPP0001623/Hire/Recruiting/Application/Index?job Opening Id=3f61b682-c607-45c0-982b-a561014d01cb
Location Id
00000000-0000-0000-0000-000000000000
Location Name
026709,32826 FM 2978,,MAGNOLIA,TX
Unit Number
026709
Location Address1
32826 FM 2978","Location Address2":null,"Location Zip Code":"77354
Location City
MAGNOLIA
Location State
TX

Apply Now