Description:

STATEMENT OF PURPOSE Manages the daily operations of the Market to achieve sales, profits, customer satisfaction and human resource management objectives. Ensures objectives are achieved while operating within all Company guidelines and following ethical business practices.

Requirements:

QUALIFICATIONS To perform this job successfully, an individual must be able to perform each essential duty satisfactorily. The requirements listed below are representative of the knowledge, skill, and/or ability required. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. KNOWLEDGE Strong knowledge and understanding of restaurant operations, accounting, budgeting, and administrative procedures. Strong PC skills. Good supervisory, organizational and communication skills, including strong interviewing and recruitment skills. EDUCATION and/or EXPERIENCE College degree required; Minimum of five years’ experience in restaurant operations, multi-unit store management experience, preferred; or equivalent combination of education and experience. WORK ENVIRONMENT Minimal travel required (between assigned stores). Long periods of standing on feet without a break.

Additional Info:

ACCOUNTABILITIES AND KEY MEASUREMENT CRITERIA Key Measurement Criteria: In order to achieve consistency throughout our system as we measure and evaluate performance, the measurement criteria following each accountability should be considered and evaluated. The actual results as well as the methods and processes used to obtain the results should be assessed and commented on within the evaluation. It is also appropriate in your narrative to discuss the leadership, management and development of subordinates in the attainment of the accountabilities. The Key Measurement Criteria should not be viewed as the only factors to evaluate, as there are normally additional items that relate to a specific individual or market. 1. (10% of Time) Ensures all food safety procedures are executed according to Company policies and health/sanitation regulations; takes corrective actions, as appropriate. KEY MEASUREMENT CRITERIA • Training and execution of all food safety procedures • Health Department evaluation results tracked at Market level, critical items escalated immediately • Current Food Safety certification, self and management staff • Modeling of food safety culture during store visits • Total store cleaning systems • Expiration dates • Cooked and raw product • Temp log per MOD Worksheet • Hand washing • Dishwashing sanitizing and proper drying • Food handling certifications tracked for all management team members • Food Safety Walkthroughs • Use of timing systems to ensure fresh product is available 2. (15% of Time) Maximizes sales goals versus budget and prior year, including the monitoring/execution of national and local marketing programs. Responsible for the development of local store marketing plans. Manages assigned store requirements for new product roll­outs/procedures. KEY MEASUREMENT CRITERIA • Market sales performance versus budget and prior year • Percentage of individual stores meeting or exceeding budget • Sales performance for key initiatives including: o Transaction growth % o Service times o Late night sales $ o Pick up window % • Development and execution of plans, including local store marketing plans to maximize sales objectives • Execution of new product roll-outs • Execution of national and local marketing programs • Actions taken to establish community presence and goodwill for the Brand • Appropriate alignment of POP 3. (20% of Time) Maximizes profit goals versus budget and prior year, including the ongoing review of assigned store budgets. Monitors food and labor costs and utilizes profit/loss statements to track results and implement corrective action as necessary for enhanced results. KEY MEASUREMENT CRITERIA • Market profitability performance versus budget • Management of food, labor, paper and other controllable costs o Theoretical food variance o Food cost vs. theoretical o Labor vs. goal o Overtime o Wasting reporting • Development and execution of plans to achieve profitability objectives • Capital budget plan • SMG Scores and customer comments/complaints 4. (10% of Time) Plans and conducts working store visits with all levels of store management to ensure the continual improvement of Quality, Service and Cleanliness standards on all day parts, including the monitoring of food product quality. Monitors and ensures total store “Service Excellence", including "Customer Courtesy", standards are met; implements corrective actions, as required. KEY MEASUREMENT CRITERIA • Execution (quantity and quality) of store visits • Continual improvement in store performance indicators on all day parts and in all locations • Proactive execution of "Customer Courtesy", including management interactions with guests • Frequency, nature and resolution of customer complaints and SMG issues; identification of trends resulting from SMG reports, customer complaints, and development of action plans to address trends 5. (10% of Time) Ensures proper staffing levels are achieved. Ensures diversity of management work force including Shift Supervisors. Monitors crew and management labor availability in trading area. Maintains an ongoing system for the recruitment, recognition and retention of store management. Develops crew and management staffing plans to maintain management stability. Ensures the execution of quality, timely performance feedback, performance management, succession planning and performance reviews. KEY MEASUREMENT CRITERIA • Crew and management staffing levels vs. goals • Diversity in hires and bench strength at all levels • Turnover results for trainees, management, shift supervisor and crew vs. goal • Churn results for management • Recruiting, selection, recognition, compensation, discipline and other labor and employment practices are in compliance with all federal, state and local employment laws • Quality of content, and percent of on-time reviews for all levels of management and crew • Appropriate utilization of base pay and merit guidelines for management and crew employees • Reviews and approves weekly crew and management schedules • Appropriate and timely escalation of employee issues • Environment in which employees are treated with respect and dignity 6. (5% of Time) Develops subordinates to maximize their contributions and future promotability. Provides proper store management training and development using established systems, certifications, succession planning practices and processes. Achieves certified training store restaurant goals. KEY MEASUREMENT CRITERIA • Number of training stores versus goals • Development of bench strength at every level, as measured by succession planning and internal promotions vs. external hires. • Diversity of bench strength at all levels • Quality and integrity of human resource processes • Development, execution of personal development plans for store management employees • Ongoing review of personal development and succession plans 7. (20% of Time) Ensures protection of Krystal brand and assets through Market compliance with Company policies and procedures. Evaluates store performance at specified intervals using Company inspection process; coaches and retrains managers as required. KEY MEASUREMENT CRITERIA • Execution of procedures for control of cash, property, product and equipment, including control of coupons, discounts, register voids, manager mode voids, claim frequency • Execution of Company systems and operating procedures • Store compliance audits (e.g., file, cash, safety, KBE) • Compliance with Krystal HR policies and procedures • Crisis management • Execution of Safety and Security policies as they relate to risk and casualty claim loss • Maintenance of buildings, grounds and equipment, and execution of Preventive Maintenance Programs • Compliance with all Federal, State and local requirements 8. (5% of Time) Performs other job related duties as may be assigned or required. KEY MEASUREMENT CRITERIA This accountability should be left blank unless a specific program, activity, or contribution resulted which is not addressed by a previous accountability.