Returns Manager Jobs in Delaware (NOW HIRING)

At McDonald's the GM is responsible for running a profitable restaurant and for making sure the restaurant meets McDonald's critical customer standards of Quality, Service, and Cleanliness.

Our standards are high, so this is a big job! The GM works with his/her leader to set the restaurant's goals and create a plan to achieve the goals.

To meet restaurant goals, the GM doesn't work alone. He or she leads a team of Department Managers that has specific responsibilities in the restaurant. In McDonald's, this means helping the Department Managers to set their own goals, following up on their progress, and providing coaching and direction to improve their Departments. By improving the Departments, the restaurant improves!

The GM is also responsible for hiring and developing each manager to make sure that the restaurant has the right team to lead into the future.

Responsibilities:

• Create and build a restaurant business plan that increases frequency of visits and return customers
• Establish a good relationship with the community
• Plan and project monthly P&L. Analyze and present results
• Monitor and report progress on department goals and objectives weekly using scorecard
• Complete Department Manager Walk-Thrus weekly
• Prepare for and participate in weekly manager's meeting

FOOD SAFETY:

• Verify that food safety daily/monthly checklists completed and verified 100%
• Ensure all managers are ServSafe certified (monitor and follow-up on completion of training)

INTERNAL COMMUNICATION (MERCHANDISING)

• Oversee proper execution of promotions to maximize sales building potential

INVENTORY MANAGEMENT:

• Verify accuracy of weekly and monthly food inventory

PEOPLE PRACTICES:

• Schedule and deliver Crew Orientations; maintain all new hire files
• Write and conduct performance reviews for assigned managers and assigned crew
• Check to ensure that all performance reviews are complete and delivered
• Approve and administer wage increases
• Communicate wage adjustments to crew and managers

PEOPLE PRACTICES (cont.):

• Coordinate commitment survey process (scheduling, prepare materials, pay crew)
• Develop and implement Commitment Survey action plan; measure and report progress
• Develop additional sources of high quality applicants
• Conduct second interviews and make final hiring decisions for crew
• Maintain a crew staffing level appropriate for the restaurant's sales level
• Maintain manager staffing level appropriate for the restaurant's sales level
• Verify compliance with all labor and employment laws and McDonald's policies (e.g., wage & hour, immigration, FMLA, ADA, etc.)

PLANNED & DAILY MAINTENANCE (CLEANLINESS):

• Follow-up on the cleanliness and organization of the restaurant weekly
• Train maintenance personnel in daily/weekly cleaning tasks

PLANNED & DAILY MAINTENANCE (EQUIPMENT):

• Hire, train, schedule and verify activities of maintenance personnel
• Verify that all PM tasks are scheduled and completed
• Troubleshoot PM emergencies

SAFETY AND SECURITY:

• Plan and lead store Safety Committee meetings monthly and post action plans
• Complete Monthly Safety Audits and ensure problems are addressed
• Schedule PlayPlace safety audits and make corrections (if applicable)

SAFETY AND SECURITY (cont.):

• Monitor insurance costs and identify opportunity areas
• Investigate safety incidents and make corrections
• Check first aid kit monthly and replace items as needed
• Ensure managers are trained and verified in first aid procedures as appropriate
• Manage Worker's Compensation program

SCHEDULING (CREW):

• Verify the accuracy of the crew schedule to optimize sales and profitability

SCHEDULING (MANAGEMENT):

• Update ISP with new managers, manager availability and profiles monthly
• Create, post, and analyze managers' schedule monthly

TRAINING (MANAGEMENT):

• Write IDP goals for self
• Complete training
• Oversee and coordinate management development: scheduling, coaching, follow-up and verifications
• Follow-up on weekly/monthly management development training plans

Performance Targets:

• Sales Growth
• Transaction Growth
• Restaurant Profit
• Manager and Crew Staffing Levels
• Operations Review Results

Leadership Behaviors General Manager

Completing assigned responsibilities for shifts and systems is critical to being a great manager. But so is using the right leadership behaviors to get results.

McDonald's Managers use specific leadership behaviors to lead their teams, serve their customers, and get great restaurant results.

To the right are the leadership behaviors critical to being a great GM. These aren't all the things GMs need to do to lead, but are some of the behaviors that are most important at McDonald's.

By demonstrating these behaviors, the GM will set the right example and improve results.

Behaviors

BUILDS TEAMWORK:

• Makes sure all managers are clear about rules and policies that may be the source of conflict situations (e.g., tardiness, no shows, training opportunities)
• Sets expectations/rules regarding conflict in the restaurant and role models healthy response to conflict
• Acts as the ultimate restaurant "cheerleader" by encouraging the team to work together to meet its goals
• Recognizes the unique contributions of each team and person on the restaurant team

COMMUNICATES EFFECTIVELY & HONESTLY:

• Keeps the restaurant team informed of important events or information
• Establishes consistent ways of communicating to the restaurant team (e.g., meetings, huddles, memos)

DEVELOPS CREW & MANAGERS:

• Shows that training and development is a priority by planning for it and removing obstacles that keep it from happening
• Makes fair and consistent decisions about development opportunities and promotions
• Consistently delegates to others and follows-up on their performance, even when doing a task oneself would seem easier
• Consistently uses McDonald's hiring tools and processes to make the best hiring and promotion decisions for the restaurant
• Recognizes and rewards managers who effectively develop others

INFLUENCES BY EXAMPLE:

• Demonstrates a "can-do" attitude, sense of optimism, ownership, and commitment for getting results

ORGANIZES THE WORK:

• Sets and communicates priorities to keep own and others' work focused
• Removes barriers in order to move important work forward and/or get efforts back on track
• Identifies and requests restaurant resources (e.g., financial, labor) needed to accomplish work or restaurant goals
• Seeks external experience to solve restaurant problems or improve restaurant performance (e.g., other managers, AccessMCD, etc.)

PLANS BEYOND THE SHIFT:

• Reviews and uses information from a variety of sources to identify opportunities for improving the restaurant (e.g., past performance, advertising plans, manager logs, suggestions from managers and crew)
• Communicates about the restaurant's business plan and actions for achieving the plan
• Takes time to step back off the floor and watch how the restaurant is operating
• Creates basic action plans for improving the restaurant's performance (e.g., identifies what he/she wants to accomplish, generates ideas, lays out tactics for making the plan happen, puts the plan into place and tracks progress)

PUTS THE CUSTOMER FIRST:

• Establishes the restaurant's vision for customer service and communicates the vision to the restaurant team
• Asks customers for their feedback or ideas about the restaurant and uses it to initiate changes
• Generates and shares new ways for the restaurant to improve the experience of the customer

SUPPORTS CHANGE:

• Makes sure the restaurant has the right resources and tools to make needed changes
• Builds commitment to changes with other managers in the restaurants by being clear about the reasons for change and the value it will bring
• Talks about changes and new ways of working in a positive, optimistic way
• Identifies and communicates ways to improve processes or ways of working in the restaurant