Day 167 - 02 Oct 95 - Page 26
1 Q. So, policies have to be adhered to?
2 A. Yes, they should do.
3
4 Q. So do Supervisors and people higher up in the Company take
5 action, or taught to take action, if policies are not
6 adhered to? For example, if a crew person infringes one of
7 the identified policies and how to behave, whatever, they
8 are disciplined -- if it is gross misconduct they can be
9 sacked on the spot -- does that same kind of power rest
10 with the people above the level of management, again it is
11 the management?
12 A. For the Area Supervisors and Operations Managers?
13
14 Q. Yes.
15 A. It depends on the incident or the issue of the policy,
16 or the practice, I suppose, but, yes, they have -- are
17 taught to take action.
18
19 Q. What I am saying is, if Managers do not adhere to the
20 policies set by the Company after you have trained them,
21 and they have all the documents in front of them in their
22 store and have the Operations and Training manual as well
23 and everything, and they do not adhere to policies, would
24 there be disciplinary action?
25 A. I would have thought usually there would be, depending
26 on the policy that had been infringed, or it may be
27 counselling that is required rather than some form of
28 discipline.
29
30 Q. When you Train Managers, when you did train Managers, did
31 you teach them to adhere to policies of the Company?
32 A. Yes.
33
34 Q. Did you have any system at Hamburger University for
35 monitoring nationally or even in selected regions whether
36 policies were being adhered to by Managers? Was there any
37 follow up?
38 A. That was not directly my responsibility as, when I was
39 in training, it is always the responsibility of the
40 Operations Department to monitor their own restaurants.
41 So, they would monitor their Managers and the policies
42 within their restaurants themselves.
43
44 Q. But if you want to know the effectiveness of what you are
45 teaching, presumably, you would have to have some kind of
46 feed back from Operations on whether you are being
47 successful or unsuccessful in generating the kind of
48 Operations that you want, you hope to get; so did you get
49 feed back?
50 A. We had feed back at the end of our training courses
51 from each student. We also had regular meetings with
52 Operations people. We were Operations training. We were
53 all from an Operations background. I attended many of the
54 Operations Managers' meetings on a regular basis, and we
55 discussed training needs within a region, within a group.
56 Everyone within the Training Department spent time, as well
57 as teaching and preparing and presenting, going out into
58 restaurants and seeing where and how they could help a
59 particular Manager, a group of restaurants or implementing
60 new programmes. So we had very good communication with the
