1. Team 2 – Jesse, Kenzie, Dan, Ashley, Nicole, Perry, & Christy
Max’s Restaurant
Team 2 – Jesse, Kenzie, Dan, Ashley, Nicole, Perry, & Christy

2. Table of Contents
Career Planning Ethics & Social Responsibility Workforce Diversity Internal Employee Relations HR Planning & Job Design Employee Recruitment Employee Selection & Orientation Training & Development Performance Appraisal Direct Compensation Indirect Compensation Labor Unions References …………………………………………………………….…. 19

3. Career Planning Useful GM Managerial Skills Communication Leadership
Team building
Problem Solving
Project management
HRM: training, recruiting, performance appraisals
GM Qualifications
Restaurant experience (preferably as GM)
Financial management experience
Preparing for GM Job
Formal education (degree in business)
Mentor
Research
This assignment was an individual effort; however, for the purposes of this project, the slide above reflects our combined opinions.
Ashley Sharf:
What managerial skills, including Human Resource Management skills, will be useful in the General Manager’s position?
In order to be a successful General Manager at Max’s Restaurant, the person would need to have extensive knowledge of (and preferably experience with) HRM, effective communication, leadership, and company branding. Having strong HRM skills would put the GM at an advantage because they would understand what it takes to recruit, train, and retain valuable employees. Effective communication and leadership skills are also essential to the GM’s success. This enables them to motivate and guide employees properly. Lastly, having a good understanding of and experience with company branding would help the GM significantly. The GM would be able to assess the current situation and create and implement a plan of action in order to re-brand Max’s Restaurant.
Alternatively, if you had to select a person for the General manager’s position what qualifications will you look for in that person?
Along with the skills that I listed in the previous answer, I would look for a candidate that has experience in the restaurant business. Every industry is different and having a good understanding of the restaurant industry specifically will be crucial to the GM; especially since they will be in charge of revamping Max’s Restaurant. According to USAToday.com, the failure rate of restaurants range from approximately 85-35% depending on how long they have been in business (Abrams). With the failure rate being that high, the restaurant owner cannot take any chances when hiring their new GM.
If you were to accept this assignment, say, sometime in the future, how will you prepare yourself for the General Manager’s job?
In order to prepare myself for this position, I would finish my bachelor’s degree in Business and work my way up to a managerial position within one of the area’s most successful restaurants. In addition, I would conduct research to find out what appeals to local residents as well as which changes they would like to see done to make Max’s Restaurant more successful.
 Resource:
Abrams, Rhonda. "Focus On Success, Not Failure." USA Today. Gannett, 7 May Web. 29 Aug <
Jesse Martinez-Skinner:
The managerial skills needed would be:
Communicate effectively; both verbally and written
Team building and customer service skills
Problem solve and analyze data
Be able to control financials such as inventory, labor, and budgets
Human Resource skills such as training, coaching, recruiting, progressive discipline, and performance appraisals
Maintain a safe work environment and be an active part of the community
The qualifications needed would be the ones I listed in my previous answer. I would also get a feel of the candidate’s personality and if they would be a good fit for the Max’s restaurant culture.  Sometimes candidates have all of the qualifications but their personalities are not right for the company. Another qualification would be prior management experience in a restaurant setting.
Having previous management experience will help me pin point issues in a quick manner.  I would investigate the competition in the area to see how the customer service, cleanliness of the restaurant, and the quality control of food selections.  I would also visit the restaurant where I would be working and investigate the same factors.  Once at my restaurant location, I would take a week of observing how the workers maintain quality and follow standard operating procedures.  After that time I would make the necessary changes if needed to the restaurant and start the team building process to create a fun and safe environment.
Nicole Lacross:
In order to help create a successful, new business venture, I think its important that Max’s finds a general manager with several important traits including prior restaurant experience, an upbeat and enthusiastic personality, a good work ethic, and a business background.
 The first would be restaurant experience. I think it’s extremely important that they find an employee who has industry experience to help understand what is needed to create a new successful business venture.
The second trait I would look for is someone who has an upbeat, enthusiastic personality. Because they are opening a new business, it’s important that customers enjoy their first experience, which requires employees to “wow” them during their visit. I would look for someone who is willing to take time to really listen to customer’s comments and concerns, and use them to better the restaurant.
The third trait would be to find someone is willing to put in long hours in order to create/maintain a restaurant environment that is attractive to its customers. If you hire someone who requires time off/unexpected time off, they will not be available to help create a successful business.
The fourth trait I would look for would be someone with a business background, preferably in management and even better, sales or marketing. Its important that this person knows how to effectively manage their staff, as well as create an environment that is attractive to new and returning customers.
If I were to accept this position, I would spend a few days travelling to local restaurants offering a similar price point/strategy, and try and observe what does and doesn’t work. By observing, you can gain a lot of knowledge and new ideas that you would never think of on your own. I think regardless of who Max’s decides to hire, its important that they do market research in their area to find out what does and doesn’t work in the new industry they are entering. 
Kenzie Cramer:
There are many skills that would obviously be useful in any firm or company when it comes to managerial skills that would be of use to them.  I believe that communication and listening skills would be of number one importance.  Managers of any company need to be able to effectively communicate with their co-workers and also listen to whatever problems or concerns that they may have that they need your assistance with.  In addition, I think that they need to be a good leader and be able to focus solely on what is important within that company.
In this case, Max’s Restaurant is taking an exciting new venture.  There are many tasks that I would want to accomplish as the new general manager.  The success of any new business is solely reliant on its staffing.  The description mentions that the new Max’s Restaurant will be located in a busy “college town.”  With that being said, I would advertise around the campus that there are jobs available.  College students are fun and energetic and always willing to make some cash.  I think this age group would be absolutely perfect for this type of new business.  I would also advertise employment opportunities in other areas of the town as well.  Since it is such a busy town, I would advertise is public places such as grocery stores, malls, and maybe even places such as the local post office.  Advertising is different areas of the town will give you a diversity of employees who can all bring something to the table to help Max’s Restaurant be a success.  Once I had my team of employees hired and ready to go, I would then anticipate some type of orientation/training program that would help everyone learn what to do in different types of situations.  For example, what would the manager do with a dissatisfied customer?  The description mentions that this new venture with max’s Restaurant is going to be a lot different and less “full service” as other Max’s Restaurants are.  Customers may not like that and may get upset when they are not expecting that within the new restaurant.  All employees should be able to handle all types of situations that may arise.  In addition to these couple of things, I would also closely monitor the operations of the new restaurant during the first few weeks and even months to ensure that everything is running smoothly.  By taking care of all of these things I believe that Max’s new restaurant will be very effective and efficient.
Daniel Ellis:
1. What managerial skills, including Human Resource Management skills, will be useful in the General Manager’s position?
Certainly communication would be important since a GM is not going to do much cooking.  Everything that he wants to accomplish will be done through planning, delegation, or instructions, so he (/she) needs to be able to communicate effectively.  This includes both giving and receiving communication, meaning that he must take input from his subordinates, especially ones with relevant experience at Max’s, and incorporate it into his overall plans. 
Second, he would need to be a good leader.  This seems obvious but it must be included in this list since good managers are not necessarily good leaders.  As mentioned above, so much needs to be delegated, the GM needs to be able to communicate what must be done and also inspire people to do it. 
Next, a GM would certainly need project management skills.  With the high-level projects for which he would be responsible, managing personnel resources and tasks would require ready-to-use skills so things didn’t get out of hand (late and expensive).
Finally, the GM would need strong financial management skills in order to succeed.  Since Max’s is already in trouble financially, any further mistakes might be unforgivable.  Someone who is experienced in preparing (and sticking to) a budget and forecasting will be much more valuable than someone who just punches in numbers and hopes for the best.
2. Alternatively, if you had to select a person for the General manager’s position what qualifications will you look for in that person?
The most important qualification would be solid restaurant experience, especially as a former GM.  General management experience is always helpful, but every business has its own set of quirks and priorities that need competently negotiated.  As mentioned previously, Max’s is not on good ground already, so someone stepping on well-known restaurant-management land-mines would not leave much room for recovery. 
Next, for Max’s culture, someone who has the right attitude would seem essential.  The wrong attitude could trickle down through management and infect the wage employees, so someone who gets what Max’s is trying to accomplish with its focus on outstanding employee and customer relations would go a long way toward ensuring the survival of that culture.
Finally, a demonstrated track record of solid financial management would be important to me if I am going to hand the GM reins over to a new person.  Experimentation or trial-and-error would not be welcome at a struggling company.  Someone who was ice-cold in managerial accounting would be better prepared to hit the ground running.
3. If you were to accept this assignment, say, sometime in the future, how will you prepare yourself for the General Manager’s job?
I would immerse myself in the culture and the history of the restaurant so I’d be able to “feel” right decisions more than agonizing over them.  Of course, I’d want to have an MBA and some sort of experience specific to restaurant management, and it wouldn’t hurt to find someone to mentor me for a while if the time was available.  I read somewhere that someone can learn more in a year of competent instruction than ten years of trial and error.  So working in the restaurant industry in a managerial role while watching what a "real" GM does would be invaluable.
Perry Ramsey:
I understand that in today’s economy that business has to be more competitive and must prepare itself for future improvements. I would bring a wealth of experience with me to help Max’s to convert from a family chain that was open 24 hours to a more competitive company that has limited time during the work day. The small college town would allow Max’s to change from a family restaurant to a more high energy restaurant to compete in this fast paced economy.  Hiring qualified employees, college students as well as local residents, to meet the needs of Max’s is essential. These individuals must be motivated to adapt to the demanding volume of customers during business hours. I will establish a schedule that would benefit the company as well as our college employees. I know that all the college students are away from home and would like to spend weekends and holidays with their families but I will emphasis the importance of having employees that will work on a certain schedule.
If I had to select a person for the General Manager’s position the qualifications that I would be looking for in that person would be strenuous. That person would have to be knowledgeable in computers, written and spoken communication, understand financial and statistical skills related to the restaurant business and have values with diverse people. The potential General Manager would have to set and accomplish goals for the company and be willing to create a team environment and be successful. The General Manager has to confront conflict with employees as well as customers and demonstrate good ethical skills. We must collaborate with each other to improve the strength and weaknesses of Max’s.
Christy Mulberger:
* *Certain managerial skills would be highly helpful for a GM position in the restaurant industry.  Being that I have worked in the restaurant industry for a number of years and have worked with a variety of GMs, successful and not successful, I have seen some differences.  The most important would be good interpersonal skills.  Being the restaurant industry is constantly dealing with people, being able to communicate and listen to employees and guests is a constant battle.  Having a positive attitude and being quick on your feet is essential.  Being organized helps immensely in the restaurant industry because of the constant changes and tons of paperwork.  In the past I worked as an hourly manager as well as a server and I always appreciated GMs being able to give others responsibility for some tasks.  Not only does it help the GM with the overload of work, but also shows respect for the people working around them.  These skills also help with the HR side of the business.  Being organized is crucial, having a technical understanding helps because of the computer side of the business, and being good with people are all highly important because of the consistent work with others.  
  Obviously, I would look for all of the qualities above, but based off of a resume, I would look for extensive restaurant experience.  It is important to have experience in a variety of restaurants so anything can be thrown at the GM and he or she would be able to find a solution.  The variety of experience would give the GM knowledge in different situations in different types of restaurants.  The ability to stay somewhere for an extended period of time is important because it shows dedication to the company and shows he or she is willing to work through tough times if faced with them.  Also, since the company would like a high energy, excited staff, that starts with their leader, and that is the GM.  The GM would need to possess a high energy, exciting attitude who will be able to ignite their staff when they are having a tough day or talk to guests when things are going the best to the restaurant's ability.  
   I believe since it is a new location and some people would be new to the restaurant, it would be important to reach out to the community and start developing relationships with future guests. Educating myself with my guests and the company would be highly important to everyone around me.  Familiarizing myself with other local restaurants and the competition, with what their guests want can only help my restaurant and as the leader, it is my job to understand this information.  Assuming I would have past experience if I was hired for this GM job, I would revisit what has worked for me in the past and maybe what hasn't, but understand that it is a new venture for me and it is important to keep a level head.   

4. Ethics & Social Responsibility
Our company follows the VIPER value system:
Value
Integrity
Profitability
Environmental Responsibility
Retention
Max’s Restaurant is proud to follow the VIPER value system. The acronym stands for:
Value - We will deliver value to the customer by using quality, local ingredients and employing qualified staff.
Integrity - We will conduct business with our suppliers, employees, and customers in an ethical manner.
Profitability - We will ensure that our business is consistently profitable so that we can continue to provide jobs for local residents as well as contribute to the overall well-being of the community.
Environmental Responsibility - We will continue to develop new CSR programs in order to reduce our environmental impact within the communities in which we serve.
Retention - We will provide extensive training and advancement opportunities for our employees in order to create a safe and enjoyable work environment.
Using our company’s VIPER system, employees will demonstrate upstanding values and standards through everyday interactions and decision-making. The company as a whole is dedicated to success. Along with our success, we will support the community by providing good paying jobs as well as lead community improvement projects.
Furthermore, we will use a Community Task Force that is composed of human resource individuals within the company to organize community improvement projects, gather volunteers, and help spread the word about our new location and concept. In order to demonstrate our commitment to environmental responsibility, our restaurant will have a recycling program available to customers; we will accept any paper or plastic products. In addition to our recycling program, we will use environmentally friendly packaging for our take-out orders and reach out to the community in order to develop relationships that will help further our business. Lastly, our company will embrace employee support through rewards and recognition to keep our employees involved and motivated.

5. Workforce Diversity Our Diversity Promise Absolutely NO discrimination
Learn demographics within our surrounding community to help establish relationships with various organizations
Churches
Colleges
Cultural Institutions
Use numerous recruiting locations and tools to ensure diversity
Job fairs
Employment websites
Referral agencies
Listen to current and new employees to hear
suggestions and new ideas
We are committed to providing equal opportunity for both current and prospective employees. We strive to create and maintain a diverse work environment. Our promise is to be open-minded and create an environment of acceptance and cultural awareness.  We fully understand that each person has their own unique background and experiences. The following policies will facilitate our goals: We will not discriminate against a person’s race/ethnicity, gender, religion, national origin, disabilities, and sexual orientation.
In order to incorporate diversity in our recruitment process, we will determine demographics within the community in which we serve.
We will establish relationships with organizations within the community such as churches, cultural institutions, and colleges.
We will recruit employees using a variety of sources such as job fairs, employment websites, and employee referral agencies.
Welcome new and existing employees to reach out and offer suggestions to improve the workplace in a private and confidential manner to ensure they feel comfortable sharing their ideas and thoughts.

6. Workforce Diversity Our Diversity Promise Continued…
Require comprehensive diversity training
Enforces polities
Annual refresher course for employees
Train hiring managers to be aware of biases toward others
Set and Enforce harassment and discrimination policies
Ensure effective communication to resolve issues quickly
Provide workplace where all can contribute
Each individual provides growth to make our own restaurant better
As we continue to talk about our diversity promise that is set it place, there are more requirements we would like to talk over as well. The following helps illustrate our goals to create a diverse workplace and environment:
Comprehensive diversity training to all employees when hired and have an annual refresher course.
Hiring managers will be trained to recognize and reduce their innate biases towards others.
Develop, implement, and enforce policies pertaining to harassment and discrimination.
We will encourage effective communication so that complaints and conflict can be resolved in a timely manner.
Strive to create a workplace where we all can achieve and contribute the best that we have to give.
We focus on each employee’s individual contribution provided by their previous work background, cultural diversity, and individuality. We believe the individual’s uniqueness will provide growth in the workforce.
To ensure our employees are aware of our restaurant’s values, we will display information on diversity and harassment throughout the kitchen and back of the restaurant where our employees will be constantly reminded of the standards that are being upheld. We understand that each person has different abilities and perspectives and our company embraces these differences in order to allow each employee to thrive. This is our Promise to you.

7. Internal Employee Relations
For the Internal Employee Relations to work, the following must be utilized:
1. Code of Conduct
2. Employee Dress Code
3. Discipline Process
4. Grievance Policy
At Max’s Restaurant, it is our goal to provide a productive and enjoyable work environment. With that in mind, all employees are expected to understand and comply with our code of conduct.  When situations of misconduct occur, disciplinary action will be taken and is dependent on the severity of the infraction or noncompliance. Furthermore, it is important for employees to vocalize their concerns and complaints without fear of termination. For employees that would prefer to remain anonymous, we will offer a confidential complaint box.  
Code of Conduct
1. Employees must arrive on time and be prepared to start work. 2. The consumption of drugs and alcohol are prohibited. 3. We have zero tolerance for theft. 4. Employees will conduct themselves in a professional manner. 5. Front-of-house staff must be friendly and treat each customer with respect. 6. Employees must treat co-workers as they would want to be treated. 7. Staff must adhere to all food safety standards. 8. Cursing will not be tolerated. 9. When dealing with customer complaints, employees should be as accommodating as    possible. 10. Employees may take one smoke-break per four hours that they work and may not smoke cigarettes within 30 feet of the restaurant. 11. No firearms or weapons allowed on the property. 12. Employees should avoid situations which could cause a real or perceived conflict between their personal interests and those of the Company. 13 Confidential information acquired about the company, customers, and suppliers that have not been made public must not be used or disclosed.
Employee Dress Code
1. All employees are required to wear Khaki or dress pants, slip resistant shoes, and the company issued shirt. Unacceptable attire includes but is not limited to athletic wear and provocative attire.
2. Employees are required to either pull their hair back or wear the company issued hat or hair net with their hair pulled back.
3. Employees are not allowed to alter their uniforms in any way that would be considered unprofessional.
The progression of disciplinary is as follows. It is important to remember that not all steps may be taken and is dependent on the situation.
Discipline Process
1. Employee Counseling - This gives the supervisor the opportunity to discuss the employee’s area(s) of improvement.
2. Initial Warning - This is a verbal warning that is documented by the supervisor. The intent of this action is to inform the employee of their poor performance or misconduct and give them a chance to improve.
3. Final Warning - This is a written warning that is given once an employee has failed to    improve within 90 days of the initial warning. At this point, the supervisor will give the    employee an appropriate plan of action with a timeline for improvement.  Once the write document is understood by the employee, it will be signed by both the employee and supervisor to have proper documentation that further action is understood.
    4. Suspension - The employee will be suspended for 30 days without pay. Once this is    completed, the employee will be given 14 days to show improvement.
5. Termination - If the employee fails to improve, their employment will be terminated and will be prohibited from future employment.
Please be aware that offenses that may require immediate termination include but are not limited to the following:
1. The employee is a “No Call, No Show” or calls out for two consecutive days without a doctor’s note. 2. Insubordination 3. Possession of weapons on company property. 4. Theft, Fraud, and Embezzlement 5. Being under the influence of or possessing illegal substances and/or alcohol. 6. Inappropriate conduct with coworkers and/or customers 7. Repeated tardiness 8. Inappropriate use of company property 9. Disclosure of confidential company information
Grievance Policy
1. Informal Grievance Process - Discuss your grievance with the supervisor on duty so that the matter can be investigated. The supervisor will then inform you of their findings.
2. Formal Grievance Process - In the event that the outcome of the informal procedure is not satisfactory, a written grievance should be submitted to the restaurant or HR manager. The restaurant or HR manager will inform you of their findings.
3. In the event that the formal and informal grievance processes are not satisfactory, the grievance will be taken to the corporate HR executive for review.
4. Any unresolved grievances will be taken to arbitration. The investigation and final decision will be dependent upon the findings of the arbitrator. All decisions made by the arbitrator are final and binding.

8. HR Planning & Job Design
Max’s Restaurant will be open 7 days a week from 6 am-11 pm, with employees working from 5 am-midnight. Max’s Restaurant will be operational for 133 hours per week
Necessary positions needed to function include:
Dishwashers
Prep Cooks
Order Takers
Supervisor
Manager
Temp Manager
General Manager
There will be a total of 16 employees, 2 full-time managers, 1 full-time temporary manager, and 1 hourly supervisor.
Max's restaurant will be open seven days a week from 6 A.M. to 11 P.M. For staffing purposes, we will need to operate from 5 A.M. to Midnight in order to provide extra time for prep and cleanup. This means that the restaurant will be operational for about 133 hours per week. The following positions will be necessary for successful operation of Max’s Restaurant:
Dishwashers= 2 FT at 40hrs a week, 2 PT at 26.5 hrs a week =  133 hours per week
Prep Cooks= 4 FT at 40hrs a week, 4 PT at 26.5 hrs a week = 266 hours per week
Order Takers = 2 FT at 40hrs a week, 2 PT at 26.5 hrs a week = 133 hours per week
Supervisor- 1 FT = 40 hours per week w/ 1hr break per day
Manager- 1 FT = 50 hours per week w/ 1hr break per day
Temp Manager- 1 FT = 50 hours per week w/ 1hr break per day
GM- 1 FT= 50 hours per week w/ 1hr break per day
There will be a total of 16 employees, 2 full time managers, 1 full time temporary manager,and 1 hourly supervisor. The following schedule is a depiction of how we will distribute hours among managers and associates : 
Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Total Hrs:
Order Taker 1 - FT 5:00am - 
1:00pm 5:00am - 
1:00pm   5:00am - 
1:00pm 5:00am - 
1:00pm 5:00am - 
 1:00pm   40 hrs
Order Taker 2- FT 12:45pm - 
8:45pm   5:00am - 
1:00pm 12:45pm - 
8:45pm 12:45pm - 
8:45pm   5:00am - 
1:00pm 40 hrs
Order Taker 3 - PT 8:30pm- 
12:00pm   8:30pm- 
12:00pm 8:30pm- 
12:00pm   12:45pm - 
8:45pm 12:45pm - 
 8:45pm 26.5 hrs
Order Taker 4 - PT   12:45pm - 
 8:45pm 12:45pm - 
 8:45pm   8:30pm- 
12:00pm 8:30pm- 
 12:00pm 8:30pm- 
12:00pm 26.5 hrs
Prep Cook 1 - FT 5:00 am- 
2:00 pm 5:00 am- 
2:00 pm   5:00 am- 
2:00 pm   5:00 am- 
2:00 pm 5:00 am- 
2:00 pm 40 hrs
Prep Cook 2- FT 3:00 pm- 
12 am   5:00 am- 
2:00 pm   5:00 am- 
2:00 pm 3:00 pm- 
12 am 3:00 pm- 
12 am 40 hrs
Prep Cook 3 -FT   3:00 pm- 
12 am 3:00 pm- 
12 am 3:00 pm- 
12 am 3:00 pm- 
12 am     40 hrs
Prep Cook 4 - FT 12;00 pm- 
9:00 pm           12:00 pm- 
9:00 pm 40 hrs
Prep Cook 5- PT 5:00 am- 
12:00 pm 5:00 am- 
12:00 pm       5:00 am- 
12:00 pm 5:00 am- 
12:00 pm 26.5 hrs
Prep Cook 6 -PT     5:00 am- 
12:00 pm 5:00 am- 
12:00 pm 5:00 am- 
12:00 pm 12:00pm- 
5:30 pm   26.5 hrs
Prep Cook 7- PT 7:00 pm- 
12:00 am 7:00 pm- 
12:00 am 8:00 pm- 
12:00 am 8:00 pm- 
12:00 am     10:00 am- 
7:00 pm 26.5 hrs
Prep Cook 8-  PT     10:00 am- 
7:00 pm 2:00 pm- 
6:00 pm 8:00 pm- 
12:00 am 7:00 pm- 
12:00 am 7:00 pm- 
12:00 am 26.5 hrs
Dishwasher 1 - FT 5:00am - 
2:00pm 5:00am - 
2:00pm     5:00am - 
2:00pm 5:00am - 
2:00pm 5:00am - 
2:00pm 40 hrs
Dishwasher 2 - FT     3:00 pm- 
12 am 3:00 pm- 
12 am 3:00 pm- 
12 am 3:00 pm- 
12 am 3:00 pm- 
12 am 40 hrs
Dishwasher 3 - PT 10:00 am- 
2:00 pm 10:00am- 
2:00pm 5:00am - 
2:00pm 5:00am - 
2:00pm   10:00am- 
2:00pm 26.5 hrs
Dishwasher 4 - PT 3:00 pm- 
12 am 3:00 pm- 
12 am 10:00am- 
2:00pm 10:00am- 
2:00pm 10:00am- 
2:00pm     26.5 hrs
  Monday Tuesday Wednesday Thursday Friday Saturday Sunday Total Hrs:
GM - Salary - FT 8:00am - 
6:00pm 8:00am - 
6:00pm   8:00am - 
6:00pm 8:00am - 
 6:00pm 8:00am - 
6:00pm   50 hrs
Manager - Salary - FT 5:00am - 
 3:00pm 5:00am - 
3:00pm 5:00am - 
 3:00pm   5:00am - 
 3:00pm   5:00am - 
3:00pm 50 hrs
Temp. Manager - Salary - FT 2:00pm- 
12:00am 2:00pm- 
12:00am   5:00am - 
 3:00pm   5:00am - 
3:00pm 2:00pm- 
12:00am 50 hrs
Supervisor - Hourly - FT     2:00pm- 
12:00am 2:00pm- 
12:00am 4:00pm - 
12:00am 4:00pm - 
12:00am 11:00am- 
8:00pm 40hrs
As a result of the restaurant being located in a college town, our human resource requirements will fluctuate due to holiday, semester, and summer breaks associated with the college. During these breaks, our business will most likely slow which will help with the fluctuating requirements.  Throughout the semesters, we will have more employees due to the availability of student workers and business surges that coincide with availability. This will allow us to add more people to our team when we most need them.  We will constantly monitor human resource requirements and will continue to accept applications throughout the year. We hope to fill most of the positions with people who live in the community year-round; however, in order to avoid discriminating against students, we will provide all applicants with equal opportunity. In addition, we will base our hiring decisions on availability.

9. HR Planning & Job Design
Due to Max’s Restaurant location in a college town, human resources requirements will fluctuate during holidays, semesters, and summer vacations associated with the university.
During breaks, business will likely slow down, requiring less staff
During the school year, business will likely pick up, requiring more staff
In order to meet year-long needs, we hope to hire staff members who reside in the community all year long, versus temporary/seasonal employees
In order to avoid discrimination against students, we will provide all applicants an equal opportunity
Max's restaurant will be open seven days a week from 6 A.M. to 11 P.M. For staffing purposes, we will need to operate from 5 A.M. to Midnight in order to provide extra time for prep and cleanup. This means that the restaurant will be operational for about 133 hours per week. The following positions will be necessary for successful operation of Max’s Restaurant:
Dishwashers= 2 FT at 40hrs a week, 2 PT at 26.5 hrs a week =  133 hours per week
Prep Cooks= 4 FT at 40hrs a week, 4 PT at 26.5 hrs a week = 266 hours per week
Order Takers = 2 FT at 40hrs a week, 2 PT at 26.5 hrs a week = 133 hours per week
Supervisor- 1 FT = 40 hours per week w/ 1hr break per day
Manager- 1 FT = 50 hours per week w/ 1hr break per day
Temp Manager- 1 FT = 50 hours per week w/ 1hr break per day
GM- 1 FT= 50 hours per week w/ 1hr break per day
There will be a total of 16 employees, 2 full time managers, 1 full time temporary manager,and 1 hourly supervisor. The following schedule is a depiction of how we will distribute hours among managers and associates : 
Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Total Hrs:
Order Taker 1 - FT 5:00am - 
1:00pm 5:00am - 
1:00pm   5:00am - 
1:00pm 5:00am - 
1:00pm 5:00am - 
 1:00pm   40 hrs
Order Taker 2- FT 12:45pm - 
8:45pm   5:00am - 
1:00pm 12:45pm - 
8:45pm 12:45pm - 
8:45pm   5:00am - 
1:00pm 40 hrs
Order Taker 3 - PT 8:30pm- 
12:00pm   8:30pm- 
12:00pm 8:30pm- 
12:00pm   12:45pm - 
8:45pm 12:45pm - 
 8:45pm 26.5 hrs
Order Taker 4 - PT   12:45pm - 
 8:45pm 12:45pm - 
 8:45pm   8:30pm- 
12:00pm 8:30pm- 
 12:00pm 8:30pm- 
12:00pm 26.5 hrs
Prep Cook 1 - FT 5:00 am- 
2:00 pm 5:00 am- 
2:00 pm   5:00 am- 
2:00 pm   5:00 am- 
2:00 pm 5:00 am- 
2:00 pm 40 hrs
Prep Cook 2- FT 3:00 pm- 
12 am   5:00 am- 
2:00 pm   5:00 am- 
2:00 pm 3:00 pm- 
12 am 3:00 pm- 
12 am 40 hrs
Prep Cook 3 -FT   3:00 pm- 
12 am 3:00 pm- 
12 am 3:00 pm- 
12 am 3:00 pm- 
12 am     40 hrs
Prep Cook 4 - FT 12;00 pm- 
9:00 pm           12:00 pm- 
9:00 pm 40 hrs
Prep Cook 5- PT 5:00 am- 
12:00 pm 5:00 am- 
12:00 pm       5:00 am- 
12:00 pm 5:00 am- 
12:00 pm 26.5 hrs
Prep Cook 6 -PT     5:00 am- 
12:00 pm 5:00 am- 
12:00 pm 5:00 am- 
12:00 pm 12:00pm- 
5:30 pm   26.5 hrs
Prep Cook 7- PT 7:00 pm- 
12:00 am 7:00 pm- 
12:00 am 8:00 pm- 
12:00 am 8:00 pm- 
12:00 am     10:00 am- 
7:00 pm 26.5 hrs
Prep Cook 8-  PT     10:00 am- 
7:00 pm 2:00 pm- 
6:00 pm 8:00 pm- 
12:00 am 7:00 pm- 
12:00 am 7:00 pm- 
12:00 am 26.5 hrs
Dishwasher 1 - FT 5:00am - 
2:00pm 5:00am - 
2:00pm     5:00am - 
2:00pm 5:00am - 
2:00pm 5:00am - 
2:00pm 40 hrs
Dishwasher 2 - FT     3:00 pm- 
12 am 3:00 pm- 
12 am 3:00 pm- 
12 am 3:00 pm- 
12 am 3:00 pm- 
12 am 40 hrs
Dishwasher 3 - PT 10:00 am- 
2:00 pm 10:00am- 
2:00pm 5:00am - 
2:00pm 5:00am - 
2:00pm   10:00am- 
2:00pm 26.5 hrs
Dishwasher 4 - PT 3:00 pm- 
12 am 3:00 pm- 
12 am 10:00am- 
2:00pm 10:00am- 
2:00pm 10:00am- 
2:00pm     26.5 hrs
  Monday Tuesday Wednesday Thursday Friday Saturday Sunday Total Hrs:
GM - Salary - FT 8:00am - 
6:00pm 8:00am - 
6:00pm   8:00am - 
6:00pm 8:00am - 
 6:00pm 8:00am - 
6:00pm   50 hrs
Manager - Salary - FT 5:00am - 
 3:00pm 5:00am - 
3:00pm 5:00am - 
 3:00pm   5:00am - 
 3:00pm   5:00am - 
3:00pm 50 hrs
Temp. Manager - Salary - FT 2:00pm- 
12:00am 2:00pm- 
12:00am   5:00am - 
 3:00pm   5:00am - 
3:00pm 2:00pm- 
12:00am 50 hrs
Supervisor - Hourly - FT     2:00pm- 
12:00am 2:00pm- 
12:00am 4:00pm - 
12:00am 4:00pm - 
12:00am 11:00am- 
8:00pm 40hrs
As a result of the restaurant being located in a college town, our human resource requirements will fluctuate due to holiday, semester, and summer breaks associated with the college. During these breaks, our business will most likely slow which will help with the fluctuating requirements.  Throughout the semesters, we will have more employees due to the availability of student workers and business surges that coincide with availability. This will allow us to add more people to our team when we most need them.  We will constantly monitor human resource requirements and will continue to accept applications throughout the year. We hope to fill most of the positions with people who live in the community year-round; however, in order to avoid discriminating against students, we will provide all applicants with equal opportunity. In addition, we will base our hiring decisions on availability.

10. Employee Recruitment
In order to recruit hourly employees, the following will be utilized: 1. Tear-off-tab flyers 2. Newspaper advertisements 3. Banners 4. Online advertisements 5. Employee referral program 6. Announcements at the college 7. Job fair booth at the college 8. Social networking websites 9. Internship programs
In order to recruit hourly employees, we will use the following sources:
1. Tear-off-tab Flyers (Put them up at the college, stores, etc) 2. Newspaper ad 3. Post “now hiring” banners outside of the restaurant. 4. Web/internet ads through our website as well as on online job sites (Craigslist, Monster, etc.) 5. Employee referral program- offer incentives 6.  Announcements made during events taking place at the college 7.  Job fair booth at the college; have prizes such as t-shirts for people to parade our name around and get people to notice to come in for an application 8.  Social Networking (Facebook, Twitter, LinkedIn, etc.) 9.  Work with college and  Vocational  Institute for internship programs

11. Employee Selection & Orientation
Pre-Selection
Determine which positions are needed and how many staff will be required to fill them.
Conduct a job analysis.
Weigh the job specifications.
Determine how we will reach and recruit potential candidates.
Selection & Post Selection
Recruit individuals and conduct preliminary phone interviews.
Contact candidates.
Formal interview.
Select the final candidates and conduct background and reference checks.
Offer jobs to final candidates that pass the background and reference checks.
Contact candidates that did not meet our expectations.
Trained employees are now ready to start.
Pre-Selection
Determine which positions are needed and how many staff will be required to fill them.
Conduct a job analysis; determine which requirements each applicant must possess in order to perform the job they are applying for.
Weigh the job specifications in order to devise a measuring system for candidate selection.
Determine how we will reach and recruit potential candidates.
Selection & Post Selection
Recruit individuals and conduct preliminary phone interviews. Review resumes and applications then select the best candidates for each position available. Conduct preliminary interviews over the phone in order to determine which candidates we would like to conduct formal interviews with.
Contact candidates. Contact qualified candidates and request a formal interview. Notify all other applicants that we appreciate their time and effort; however, we will not be needing their services. Inform them their application will be kept on file for one year and considered if similar positions become available.
Formal interview. This process will allow management to continue to screen applicants and determine which candidates would be the right fit for our needs as well as the company culture.
Select the final candidates and conduct background and reference checks. Management will make the final selection and conduct all background and reference checks.
Offer jobs to final candidates that pass the background and reference checks. If they accept:
Give them their starting date and let them know of any other information they need to be aware of before coming to work
New Employee Orientation - Selected candidates will engage in learning the ropes of their new position. Here we will go over the rules and regulations of the restaurant, employee uniforms, and conduct/behavior that each employee must follow.
Contact candidates that did not meet our expectations.
Trained employees are now ready to start.

12. Training & Development
In order to ensure that we are training our new employees properly, we will utilize the following training process:
Establish Clear Expectations for Order Takers
Communicate All Duties
Provide an Orientation
Conduct Role-Playing, Business Games, & On-the-Job Training
Provide Feedback & Further Training and Development
At Max’s Restaurant, we strive to provide excellence in customer service. Through our training processes, we hope to ensure that our staff is as courteous and knowledgeable as possible. We understand that the restaurant environment is constantly changing; therefore, we take the proper steps to ensure that our staff is constantly learning and evolving with the restaurant. When implementing our training program, we focus on motivation, individualism, realism, and reinforcement. These principles help make our restaurant a better, more efficient environment. In order to ensure that we are training our new employees properly, we will utilize the following training process:
Establish Clear Expectations for Order Takers:
Fully understand the menu.
Be able to describe different menu options to customers, as well as recommend menu items based on the customer’s wants/needs/dietary restrictions (vegetarian, low fat, gluten free, etc.)
Order takers must sample all new menu items in order to facilitate their understanding of the menu. (Exceptions will be made for allergies and religious purposes.)
Responsible for maintaining clean tables and workstations.
Must have strong communication skills.
Must be able to report any issues or wrongdoings to the managers without hesitation to prevent any further problems.
Must have a strong computer background.
Maintain a positive attitude
Communicate All Duties:
Answer all questions about menu items.
Provide suggestions in order to upsell.
Accurately take the customer’s order.
Deliver order in a timely manner.
Check for customer satisfaction often.
Correct all order and delivery mistakes.
Deliver the check and accept tender.
Thank customers for their purchases and tell them to enjoy their day.
Be a team player
Provide an Orientation- Informs new staff of the following:
The Restaurant’s Mission and Philosophy
Policies & Code of Conduct
Compensation & Reward System
Employee Development
Provide staff introductions and conduct an ice breaker game
Conduct Role-Playing, Business Games, & On-the-Job Training:
Conduct and respond to mock scenarios regarding possible situations that may arise within the restaurant environment.
Conduct a game in which employees can assume the role of the restaurant managers and compete against each other. The purpose of this game is to further facilitate the employee’s understanding of the reasons why certain managerial decisions are made.
New employees will shadow more experienced order takers, until they are comfortable with taking orders of their own.
Provide Feedback & Further Training and Development:
A member of the management team will follow up with the new employees two weeks after their start date in order to obtain feedback and answer any questions.
Management will emphasize the importance of constant personal and professional improvement.
Employees will be reminded of expectations and will be provided with proper support from senior employees and upper management.
Employees should be focused, adaptive, and flexible in the workforce.
Allow employees to contribute to the training process is they have prior experience.

13. Performance Appraisal
Performance Objectives
For Supervisors: 1. Monitor all employee actions. 2. Follow the company’s short and long term goals. 3. Enforce all laws and regulations pertaining to the restaurant.
For Prep Cooks: 1. Job knowledge 2. Quality of work 3. Initiative and effective communication skills
Supervisor: 1. Monitor all employee actions.
Lead and encourage employees.
Ensure that operations run smoothly.
Monitor employee attendance.
Build unity among the employees.
Ensure safety and cleanliness.
Prioritize tasks for quality assurance.
2. Follow the company’s short and long term goals.
Ensure that all employees continue their training.
Reduce costs of restaurant when possible.
Build community relations.
3. Enforce all laws and regulations pertaining to the restaurant. Prep Cook: 1. Job knowledge
Prepare food according to company specifications and daily demand.
Be aware of and abide by all regulations regarding sanitation and food safety.
2. Quality of work
Attention to detail
Meet expectations
3. Initiative and effective communication skills
Performs tasks with minimal supervision.
Communicates well with co-workers and managers.

14. Critical Incidents for Order Takers
Performance Appraisal
Critical Incidents for Order Takers
Positive 1. Being friendly and courteous. 2. Having extensive knowledge of the menu. 3. Being attentive and check on customers frequently. 4. Ensuring that orders are accurate. 5. Ensuring the safety of customers by cleaning up spills immediately and obtain knowledge of all safety procedures. 6. Good attendance record. 7. Assisting customers with menu options regarding dietary restrictions. 8. Ensuring that the customers are satisfied with the service and their meals.
Negative 1. Being argumentative with customers. 2. Failing to ensure the accuracy of orders. 3. Not having a good understanding of the menu. 4. Standing around gossiping with co-workers. 5. Neglecting customers. 6. Poor attendance record. 7. Failing to follow the dress code 8. Participating in illegal activities on the premises. 9. Showing a lack of moral conduct in the work environment.

15. Labor Market Direct Compensation General Manager Hourly Employees
Bachelor’s degree - Preferably a degree with a focus in business and hospitality. Five years of relevant managerial experience can be in lieu of a degree.
Prior restaurant, managerial, and customer service experience is preferred.
A person who is friendly, outgoing, and creative with a strong work ethic.
Hourly Employees
Recruited Locally
Prior restaurant experience preferred
Competitive financial compensation and benefits
What is the appropriate labor market for the General Manager’s position?
When looking to hire a General Manager for our restaurant, we will accept applications and resumes from all qualified applicants that are located within our region. Qualified applicants include those who meet the following requirements:
Bachelor’s degree - Preferably a degree with a focus in business and hospitality. Five years of relevant managerial experience can be in lieu of a degree.
Prior restaurant, managerial, and customer service experience is preferred.
A person who is friendly, outgoing, and creative with a strong work ethic.
In addition, we will strive to provide competitive compensation in order to recruit and retain valuable managers. If necessary, relocation expenses will be provided.
What is the appropriate labor market for the hourly employee positions?
Hourly employees should be based locally and will be recruited within a reasonable distance from the restaurant. Prior restaurant experience is preferred but is not required. To recruit and retain the most qualified employees within the area, we will  provide competitive financial compensation as well as benefits. Furthermore, we will survey the restaurant market in order to determine the amount of compensation that will give us a competitive edge.

16. Employee Ranking Method: Supervisor Prep Cook Order Taker Dishwasher
Direct Compensation
Employee Ranking Method:
Supervisor
Prep Cook
Order Taker
Dishwasher
  Ranking the employees is a challenging task due to the fact that all of our employees are of equal importance to us. In addition, each employee has a diverse set of responsibilities depending on their job title. With that in mind, there are tasks that are more imperative to a restaurant. Those tasks typically apply to the positions which are harder to replace with quality workers.  We want each employee to understand their responsibilities, how their completed tasks influence the team, and how they can be rewarded by giving their highest quality of work; in turn, this understanding will drive the rankings as a whole restaurant team to be the best they can be. After taking all of this into consideration, we would rank each job from most to least valuable in the following way:

17. Indirect Compensation
Supervisor:
Paid Time Off
401(k) Plan
Relocation Compensation
Life Insurance
Flexible Spending Account
Eligible to receive the benefits listed under “All Employees.”
Full Time Employees:
Paid Time Off
401(k) Plan
Life Insurance
Flexible Spending Account
Eligible to receive the benefits listed under “All Employees.”
All Employees:
Health Care
Dental and Vision
Social Security
Unemployment Compensation
Workers’ Compensation
Family and Medical Leave (FMLA)
Discounted Restaurant Food
Yearly Scholarship Program
Part Time Employees:
Eligible to receive the benefits listed under “All Employees.”
Explanation of Benefits
Paid Time Off
Employees working 35+ hours per week receive 2 weeks of PTO per year.
PTO is to be used for sickness, vacation, and personal reasons.
After five years of service, PTO increases to 3 weeks per year. After ten years of service, PTO increases to 4 weeks per year.
Employees can carry over a maximum of 1 week of PTO each year.
Health Care
All employees working 20+ hours per week are eligible for health care benefits.
We will offer different options such as HMO, POS, and PPO.
Dental and Vision Care
All employees working 20+ hours per week are eligible to receive dental and vision benefits.
401(k) Plan
Available to employees working 35+ hours per week.
We will match employee contributions up to 5%.
Rules and procedures about this program can be found in the employee handbook.
Yearly Scholarships
Available to all employees who have worked at Max's for at least 1 year.
We will give out a total of five scholarships each year for the amount of $1,500.
Rules and procedures regarding the scholarship program can be found in the employee handbook.
Discounted Restaurant Food
Employees are entitled to a 50% discount on food (both on and off duty).
Discounts only apply to employees.
Relocation Compensation
Supervisors are entitled to $3,000 of relocation compensation.
Flexible Spending Account
A portion of the employee’s salary can be deposited into an account to be used for eligible expenses such as child care and miscellaneous health care expenses.
Life Insurance
Supervisors and full-time employees are eligible for $10,000 policy and employees can opt to purchase additional coverage.

18. Labor Union
In order to decrease the risk of our employees joining a labor union, we will utilize the following:
Be respectful of each individual.
Provide competitive direct and indirect compensation .
Management will maintain an open-door policy.
Problem resolution through the use of regular meetings.
Inform employees of and properly implement company policies.
Implement an effective grievance procedure.
Provide a social outlet for employees.
In order to ensure that our employees are happy and do not seek the use of a labor union, it is important that our employees feel valued. Not all businesses offer benefits to both part-time and full-time employees; however, we value our employees and want to offer them motivating benefits and incentives. In order to decrease the risk of our employees joining a labor union, we will utilize the following:
Treat each employee equally and with respect.
Provide competitive direct and indirect compensation to both part-time and full-time employees such as scholarship programs, paid vacation, and health insurance options.
Ensure that management supports and communicates with employees through an open-door policy.
Conduct regular meetings between management and employees to resolve concerns about work conditions.
Keep all employees updated on and properly implement company policies to ensure fairness to employees.
Implement an effective grievance procedure so that employee concerns are addressed in a timely manner.
Provide a social outlet for employees through company events such as picnics, barbeques, and holiday parties. In addition, we will have bowling and softball teams available to employees.
What will be the impact of unionization on Max’s operations and profitability?
Unions maintain employment levels for unionized workers. During economic downturns, our restaurant may not be able to maintain current employment levels to satisfy the union.
Unions increase both direct and indirect compensation levels that may become too high for the restaurant. Ultimately, this will hurt our profitability because of the increased costs.
If there is ever a time when a deal or understanding cannot be reached, the employees could go on strike until a compromise is made. This would drastically affect profits and could potentially turn away future profits.

19. References
"Images." Micrsoft Office. Microsoft, n.d. Web. 24 Nov < Mondy, R. Wayne, and Judy B. Mondy. Human Resource Management. 12th ed. Boston: Prentice Hall, Print.