Tim Horton’s Manager, Coursework Example

Tim Horton’sInc. is a restaurantthat has gained popularity from doughnuts and coffee.Following the need to recruit a manager at one of the franchise outlets, the owner found it necessary to develop a job analysis for the position. It would be appropriate to use a competency-based approach for analysis of the position to guarantee the recruitment of a competent manager. Traditional methods focus on qualifications, education and credentials.As a result, they do not address responses related to feelings, opinions and credentials. The interviewer does not ask questions regarding actual job experiences as seen under the competency-based approach. The approach’s choice bases on the fact that a competent manager has proper integration of both practical and theoretical skills. A competent manager also exhibits ownership and responsibility virtues that are essential for the successful operation of the franchise outlet (Mitchell 14).

Company Information

Tim Horton’s runs over 3,400 and 800 restaurants in Canada and USA respectively.Team members strive to touch the lives of individuals in Canada and America every day. The positive impact of team members to the society entails their ability to memorize a customer’s order or name. As a result, the company displays its objective of assured customer satisfaction. Enthusiasm, hospitality and diversity characterize the team; thus the associated guest satisfaction. It suffices to state that the company values its team members due to their significant contribution to utmost customer experience. Consequently, the company offers excellent training, rewards and benefits including scholarships as a strategy to recognize the achievements of team members.

Job Analysis

The first method entails determining data collection methods. Making observations on the required language proficiencyand conducting interviews would be appropriate to gather information required by the job description.The successful applicant should exhibit good oral and written English skills.Quantification of the job’s worth would necessitate a position analysis questionnaire. As a result, I would use different managers and workers as job incumbents to fill the questionnaire and respond to questions necessary for creating the description.Data obtained from the job incumbents would then be averaged to determine their suggestions for the responsibilities of a manager. The interviewees should have proper understanding of the activities that take place in the outlet.

Secondly, I would conduct a review of background information regarding the job position.The review would also encompass identifying the link between the position and that of a corporate chain controller of a restaurant (NOC 48). Base process charts, organization charts and previous job descriptions would be used to obtain information for the same position. The charts would enable the determination of the relationship between a manager and other team members in the franchise. The process chart would be essential in determining the flow of work in the restaurant. The available job description would thus provide the basis for the development of the revised description.

The third stage entails selection of representative positions for the analysis. For instance, a sample of ten managers of different outlets and other team members of the outlet would be appropriate. The team members would provide sufficient information regarding their experience with the previous job description and their expectations for revised responsibilities. Similar information would be obtained from other managers to incorporate their suggestions in the revised description.For instance, the managers would be asked to state occupational difficulties and recommendations to enhance their efficacy at the workplace.

In the fourth stage, I would use questionnaires and interviews to collect data on the expected behaviors and abilities for the position, working conditions, job activities and human traits that are essential for the position.Asking for the job position, job requirements and difficulties would be applicable to both managers and team mates. It would be appropriate to ask non-management employees to give their expectations on the general conduct and performance of a manager.

The fifth stage would necessitate verification of the collected information from the sample interviewees to determine its validity. Data verification guarantees employee’s trust on the job description since the collected data is usually verified by other managers and employees in the organization. The collected data would be sent to both managers and other team members. A positive feedback would propel the analysis to the next level. However, if the collected data does not tally with the actual experience at the workplace, I would be compelled to repeat the process of data collection.

The last stage entails development of the job description and specification. The description outlines the responsibilities and activities of the position. Safety hazards and working conditions would also be included in the description. The specification, on the other hand,provides a summary of the traits, qualities, background and traits that the manager requires to perform his/her duties (Singh 87-99).

The data collected from incumbent members was invaluable thus used in the development of the job description.

Competency Model

The required competencies encompass:

• Provide direction, instructions and guidance to improve the performance of employees. She/he should support staff members as and when required.
• Share best practices and experiences with staff members. The manager should be able to lead and empower his/her team to guarantee best customer experience.
• Works to mould a solid pool of talent that can best serve his/her position in the event of replacement.
• Serves as a mentor to other team members in the restaurant thus should support them at all times.

The enabling KSAOs for the above competencies include:

• A diploma or degree in Human Resource Management would be appropriate.
• A college certificate or university degree in food handling and specialization in food and beverage.
• Possess expert knowledge in training and recruiting team members to assist in the attainment of the company’s objectives.
• 3-5 years experience in as a middle manager in the food industry.

Appendix One

Table 1

Table 2: interview questionsaddressed to both managers and low-ranking team members