District Manager

TIM HORTONS

POSITION: DISTRICT MANAGER

• DATE: June 20, 2023
• IMMEDIATE SUPERVISOR: RESTAURANT OWNER
• FUNCTIONS

Provide leadership and support to restaurants within the scope of his/her responsibilities; under the direction of the Operations Director and the Restaurant Owner, play a leadership role for himself/herself, others, and the systems used in the restaurants to promote optimal efficiency in all areas of operations; must be able to maintain an overview of a group of restaurants; must be able to recognize, diagnose, and offer solutions to problems that may arise in the restaurants.

RESPONSIBILITIES AND TASKS

• *SELF-LEADERSHIP*

Must be aware of TDL's values as described in the TDL Values Statement, as well as those adopted by the Restaurant Owner, and act accordingly. If an individual's values align with, or can incorporate, those of TDL and the Restaurant Owner, the individual will be more likely to succeed in his/her role and set an example of integrity in his/her functions.

• Act professionally with staff, management, the Restaurant Owner, TDL, suppliers, and customers.
• Have a positive attitude towards the company and encourage positivity in others.
• View problems as challenges; find solutions rather than dwell on circumstances that must be faced. Ensure others within the organization adopt the same approach.
• Give sincere and specific praise and boost the morale of all within the organization.
• Ensure that any constructive feedback given is balanced and specific while preserving the self-esteem of those being addressed.
• *LEADERSHIP OF OTHERS*

Knowledge is a great asset, and being able to communicate and share it effectively can greatly benefit the entire organization. An effective leader "sells" the idea and "mobilizes" the staff to the collective project; an effective leader "shares" and "delegates" to others. Be a leader who inspires others.

• Manage restaurants, through the Restaurant Managers, as if they were your own.
• Always make decisions with the customer and employees in mind.
• Maintain daily contact with the Operations Director as well as with the Restaurant Manager, within the scope of your responsibilities.
• Act as a link between the Operations Director/Restaurant Owner and the group of restaurants.
• You are responsible for the profits and losses of the group of restaurants.
• Motivate all levels of staff to succeed through operational encouragement programs and human resources motivation programs.
• Address issues when the costs of one of the restaurants are disproportionate or when sales projections are not met.
• Establish goals with the Operations Director/Restaurant Owner at the beginning of each fiscal year. This includes profitability and sales goals.
• Each week, check the operational results in relation to actual goals compared to targeted goals.
• Establish goals with each Restaurant Manager at the beginning of the fiscal year. These include: food/paper/labor cost goals, Always Fresh goals, front of house and back of house reports, Always F.A.I.R reports, food safety evaluation reports, and operational execution goals.
• Propose action plans to Restaurant Managers to help them achieve targeted goals in relation to food/paper/labor costs.
• Each month, discuss progress towards achieving goals with the Restaurant Manager.
• Regularly visit the restaurants and make positive comments and, if necessary, constructive feedback to the Restaurant Manager.
• Conduct an annual performance evaluation of each Restaurant Manager with the support of the Operations Director and the Restaurant Owner.
• Monitor, guide, and continuously develop the restaurant's base strength. Look for internal growth opportunities within existing staff and, if necessary, recruit external staff.
• Manage restaurant openings.
• Manage the launch of new products and the implementation of new equipment or new procedures.
• Implement new TDL programs and ensure that the restaurants and the organization comply with them.
• Encourage a harassment-free work environment in all restaurants and ensure that the workplace harassment policy is displayed in all restaurants. Adopt and enforce a zero-tolerance workplace harassment policy.
• If necessary, enforce policies and standards when negotiations with subordinates deteriorate.
• You will be required to perform the tasks of the Restaurant Manager when unforeseen circumstances prevent the Restaurant Manager from fulfilling his/her functions.
• *LEADER OF SYSTEMS*

When a leader only perceives events and not trends, his/her effectiveness is limited within the organization. A leader cannot ask his/her employees to change their attitude without first changing the systems or trends.

• Ensure that the following systems are in place to encourage appropriate behavior among employees and management.
• Recruitment, staff retention, and employee rewards:
• o Preliminary screening
• o Interview
• o Reference checks
• o Training
• o Cross-training
• o Continuous performance management and performance evaluations
• o Competitive compensation
• o Rewards based on years of service and performance
• o Recognition of outstanding performance
• o Encouragements offered for good team performance
• Decision-making and hierarchy
• o Explanation of the open-door policy
• o Communication of the direct subordinates structure
• o Establishment of employee advisory groups
• o Establishment of organizational rules

o Staff motivation by sharing company information.

• Performance motivation
• o Offer a support system

o Write an Always Fresh evaluation report for each period of the day and weekend.

o Develop action plans based on results, every quarter o Establish performance goals for each restaurant o Establish competition between restaurants o Provide sufficient information on goals o Building layout o Equipment layout o Procedures before peak hours o Organizational charts o Positioning o Assign additional tasks o Assign the floor manager responsible for the plan.

o Ensure that employee motivation programs and reward programs result in operational excellence and promote staff retention.

PERFORMANCE INDICATORS

• Staff turnover rate compared to the previous year
• Restaurant sales results compared to goals.
• Always Fresh results (front and back of house evaluations) meet company standards.
• Always F.A.I.R results always or exceed standards.
• Employee training is complete and documented.
• Employees have completed TF TIMS training videos in TAPP.
• Performance evaluations are conducted at the designated time.
• Food safety evaluations are always satisfactory.
• Cash +/-
• Actual reject volume compared to planned reject volume.
• Actual food and paper costs compared to theoretical costs.
• Productivity goals (actual compared to targeted)
• Labor cost goals (actual compared to targeted)
• Service speed goals at drive-thru for all periods of the day.

PROFESSIONAL INTEGRATION REQUIREMENTS

• Minimum of three years of experience in supervising multiple units in the food service industry
• High degree of initiative
• Strong problem-solving skills
• Exceptional interpersonal and communication skills.
• Very organized and capable of handling a large volume of work and prioritizing accordingly.

REQUIRED SKILLS

• Exceptional integrity and trustworthiness
• Customer-focused
• Action and results-oriented
• Planning