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

Prev Next Index