Day 167 - 02 Oct 95 - Page 25
1 labour targets without sort of like desperately cutting a
2 lot of hours towards the end of the week?
3 A. That is obviously a way to monitor labour which is why
4 it is recommended you do it on a daily basis, so you will
5 work out whether you are achieving your projected sales and
6 using the right amount of hours.
7
8 Q. Right. Without having to cut a lot of hours in the week?
9 A. Without compromising customer satisfaction.
10
11 Q. Which would happen if you had to cut a lot of hours at the
12 end of the week?
13 A. Yes.
14
15 Q. So the aim is to achieve the target, whatever they are, but
16 to do it in an ongoing way rather than all at the last
17 minute, kind of thing?
18 A. That is right.
19
20 Q. Then it says: "Your Manager or owner/operator Supervisor
21 can help you determine acceptable labour costs for your
22 restaurant. Anything above that is a problem and you need
23 to identify the factors that are causing the problem". So,
24 when it says "acceptable labour costs for your restaurant",
25 would that be the responsibility of the Supervisor or would
26 that be somebody higher up?
27 A. No, that would be a responsibility that is decided
28 between the Manager, the restaurant Manager, and the Area
29 Supervisor and possibly with discussions with someone
30 higher up.
31
32 Q. Right.
33 A. But it is usually the restaurant Manager and the
34 Supervisor who would decide what labour costs ---
35
36 Q. Are acceptable?
37 A. -- are acceptable.
38
39 Q. Right. OK. You are in charge of training, well, you were,
40 sorry -- for the purposes of this cross-examination you are
41 -- when you were in charge of training, in McDonald's you
42 have a lot of complex procedures and detailed information
43 that people have to absorb, would that be fair to say?
44 A. Yes.
45
46 Q. How does somebody know, that is, a Manager of a McDonald's
47 store or a Supervisor, which of the items of information
48 that they are absorbing are policies and the others are
49 just suggestions, you can take them or leave them?
50 A. Well, in some areas there are specific policies,
51 personnel policies and practices, procedures, those kind of
52 things. There are certain operational policies, practices,
53 procedures that are followed. There are others that are
54 guidelines, because the restaurants are very different and,
55 therefore, you know you have to give the managers some
56 guidelines and ask them to apply it to their particular
57 restaurant, and that is where they work with their Area
58 Supervisor or their operations Manager to apply those
59 guidelines.
60
