People Manager PDS

LEADERSHIP LEVEL
People Manager LEADING SELF
Information about Me (EMPLOYEE COMPLETES)
Name FARAH HANI BINTI ZULKIFLI Restaurant Number #349 Date of mid-year review JUNE 2016
State NORTHERN REGION Your Manager SAMANTHA Date of year-end review DECEMBER 2016
Overview
The People Development Department Manager is responsible for the People Systems within the restaurant. This responsibility requires the management
scheduling, recruitment and training to assist with the driving of success at the restaurant.
Performance Measurements Department Targets

Customer Focus 25%
 JTU Improvement 20% from 2(2015) to 2(2016)
 JTU during individual Shift
 Daily Food Safety Completion
 CSO ≤ 17%
 CSO critical drivers
People 25%
 Fully staffed Crew - 25
 Fully staffed CSA - 1
 Crew Turnover 65%
 Manager Turnover 15%
 SOC completion 6/day
 Zero hours at 15% or below
 Crew dependability during own shift
 Crew Trainer Staffing Level – 5 or above (20%)
 Crew Orientation – 100%
 Labours Budget – 12.88% or below
 RN/RF
Sales 25%
 Achieve Sales Plan RM3,444,689
 Comp Sales 16.31%
 Comp GC 9.57%
 Go Large at 30% or above
 Brand extension Comp GCs
Profit 25%
 Achieve PAC Plan 10.54%
 GCPCH – 7.0
 Overtime hours
My Business Targets, Performance Objectives, and Accomplishments

Write objectives that are Specific, Measurable, Achievable, Relevant, and Time-bound (SMART).
You and your manager should work together to develop targets, performance objectives, dates for completion, and success measures.
For each of your objectives:
Track and monitor progress on business targets monthly.
For the mid-year and year-end review, enter accomplishments for each of your objectives.
CUSTOMER FOCUS 25%

Objectives that support your restaurant’s and department’s targets Date to complete Measurement Accomplishments / Select Results
1. I will achieved CSO at 17 % or below by 31.12.16 31/12/2016 MOT

2. I will reduce JTU no from 2 to 2 by 31.12.16. 31/12/2016 JTU Report
3. I will improve service speed thru Side 2 Usage as min
31/12/2016 R2D2/FSM Report
75% by 31.12.16.
4.
Results JAN FEB MAR APR MAY JUN JULY AUG SEPT OCT NOV DEC YTD
CSO 0% 0%
JTU 0 1
OTP N/A N/A
Side 2 Usage N/A N/A
1
LEADERSHIP LEVEL
PEOPLE 25%
1. I will meet the Optimum Crew Strength of 25 by People Report
31/12/2016
31.12.16.
2. I will meet the Annualize Crew Turnover at 65% or People Report
below by 31.12.16. 31/12/2016
3. I will meet the Annualize Mgr Turnover at 15% or below People Report
by 31.12.16. 31/12/2016
4. I will develop 1 CSA by 31.12.16. People Report

31/12/2016
5. I will develop 20% or more of Crew Trainer by 31.12.16. People Report

31/12/2016
6. I will develop 1 RN and 1 RF for all levels from ShM Mgr People Report
to DMs. 31/12/2016
Fully Staffed Crew
Fully Staffed CSA
Crew Turnover
Manager Turnover
Crew Trainer 20%
RN/RF
SALES 25%
1. I will meet or beat Plan Sales of RM3,444,689 by

31/12/2016 Sales Report
31.12.16.
2. I will meet or beat Comp Sales 16.31% & Comp GCs
9.57% by 31.12.16.
3. I will achieve Large Meals sold at 40% or more by
31.12.16.
4.
Achieve Sales Plan 287057 287057 287057 287057 287057 287057 287057 287057 287057 287057 287057 287057
Comp Sales
Comp GCs
Large Meals
PROFIT 25%
1. I will achieve PAC 10.54% (RM357,863) by 31.12.16 31/12/2016 Final P&L

2. I will achieve FCC at 4.3% or below by 31.12.16. 31/12/2016 Ops Report
3. I will achieve GCPCH at 7.0 or above by 31.12.16. 31/12/2016 GCPCH Report
4. I will achieve Over Time hours at 50 or below by
31.12.16. 31/12/2016 People Report
PAC vs Plan
FCC
GCPCH
Overtime Hours
Results Achieved Rating Manager Completes

The results achieved rating is given at mid-year and finalised at year-end. It is a reflection of results achieved against restaurant scorecard objectives.
Note: Results achieved ratings influence 75% of employees performance rating.
2
LEADERSHIP LEVEL
What the Ratings Mean Correlation with Restaurant Scorecard Results (Scale)
4 Exceptional Results 4.00 – 3.50
Accomplishments were significantly beyond target performance levels.
Contributions to business unit/team and department results were exceptional.
3 Significant Results 3.49 – 2.50
Accomplishments met and sometimes exceeded target performance levels.
All requirements and expectations of the job were fulfilled.
2 Some Improvement Required 2.49 – 1.50
Accomplishments met some but not all target levels and/or basic job requirements were
not consistently met. Performance is unsatisfactory and improvement is required.
1 Unacceptable Results Below 1.5
Few objectives were met and basic job requirements were not maintained. Performance
improvement
must be achieved.
RESULTS ACHIEVED
MID-YEAR RATING
YEAR-END RATING
Mid-Year Comments Provide detailed comments regarding results achieved and demonstration of specific Leadership Skills. Include two areas of strength and two areas of opportunity.
Manager Employee
Leadership Skills Leadership Skills
I will improve to clearly and specifically communicate about
goals, skills, intentions, and expectations to team. This also
includes your ability to listen to what other people are
consciously or unconsciously communicating
Results Achieved Results Achieved
3
LEADERSHIP LEVEL
Year-End Comments Provide detailed comments regarding results achieved and demonstration of specific Leadership Skills. Include two areas of strength and two areas of opportunity.
Manager Employee
Leadership Skills Leadership Skills
Results Achieved Results Achieved
4
LEADERSHIP LEVEL
Leadership
Leadership Competencies
Competencies (Ratings
(Ratings on
on Competencies
Competencies Influence
Influence 25%
25% of
of Employee’s
Employee’s Overall
Overall Performance)
Performance)
InstructionsCompetency
InstructionsCompetency Rating Rating KeyRead
KeyRead the the expected
expected behaviors
behaviors for
for each
each Leadership
Leadership Competency.
Competency.
Consider
Consider how well the employee fits the definition and demonstrates the expected behaviors,
how well the employee fits the definition and demonstrates the expected behaviors, and
and where
where thethe employee
employee may
may be
be able
able to
to improve.
improve.
IfIf an
an expected
expected behavior
behavior doesn’t
doesn’t apply
apply toto aa specific
specific position,
position, do
do not
not consider
consider itit when
when determining
determining aa rating
rating for
for the
the Leadership
Competency.
Record
Record comments
comments forfor each
each Leadership
Leadership Competency
Competency and and assign
assign aa rating.4
rating.4 Exceptional
Exceptional Demonstration
Demonstration
Demonstrated
Demonstrated the expected behaviors in an extremely effective and consistent manner. This employee
the expected behaviors in an extremely effective and consistent manner. This employee is is considered
considered aa role
role model
model of
of this
this Leadership
Leadership
Competency.3
Competency.3 Significant
Significant Demonstration
Demonstration
Demonstrated
Demonstrated the the expected
expected behaviors
behaviors for for this
this Leadership
Competency in in aa consistent
consistent and
and effective
effective manner.2
manner.2 Opportunity
Opportunity for
for Development
Development
Did
Did not
not consistently
consistently and/or
and/or effectively
effectively demonstrate
demonstrate some
some of
of the
the expected
expected behaviors
behaviors for
for this
this Leadership
Competency. Has
Has the
the opportunity
opportunity to
to develop
develop in
in
this
this competency.
competency. 11 Unacceptable
Unacceptable Demonstration
Demonstration
Demonstration
Demonstration of of the
the expected
expected behaviors
behaviors for
for this
this Leadership
Competency was
was unacceptable
unacceptable and
and needs
needs immediate
immediate improvement.
improvement. Behavior
Behavior was
was in
in clear
clear
violation
violation of
of one
one or
or more
more of
of the
the expected
expected behaviors.
behaviors.
Communicates Effectively and Honestly

Expected Behaviors Someone who does not display this competency
 Uses direct questions to identify the root cause of issues  Does not seek feedback from Crew and managers
 Deals directly with difficult or sensitive issues at work by finding effective  Often misses the point others are trying to make
ways to talk with others about them
 Shows others he/she is listening through body language (such as eye  Cuts people off before they finish speaking
contact, not acting distracted)
 Pulls together information from different sources to communicate concisely  Does not listen well
to his/her direct manager and other managers
 Asks for personal feedback from others; seeks the opinion and thinking of  Not a clear communicator (written or oral)
managers and Crew
 Utilizes restaurant communications systems to communicate relevant shift  Holds information or viewpoint back
information to others
 Ignores differing perspectives that are contrary to his/her
 Does not communicate restaurant priorities or shift plan to management team
and Crew
 Avoids dealing with sensitive issues
Mid-Year Trend: 4 Exceptional Demonstration 3 Significant Demonstration 2 Opportunity for Development 1 Unacceptable Demonstration
Year-End Rating: 4 Exceptional Demonstration 3 Significant Demonstration 2 Opportunity for Development 1 Unacceptable Demonstration
Mid-Year Employee Comments: I will improve more communicates with team regarding store needs and developments for crew and will talk to
customer and share their experience
Mid-Year Manager Comments:
End-of-Year Employee Comments:
End-of-Year Manager Comments:
Puts the Customer First

Expected Behaviors Someone who does not display this competency:
 Always role models commitment to total customer satisfaction  Does not approach issues with a customer-first mindset
 Consistently trains and verifies that the right service procedures are being  Fails to recognize and act on opportunities to impress the customer
used
 Does not take the time for customer contact
 Assumes that all customers’ needs are the same and do not change
 Does not focus on customer recovery when customer issues arise
 Does not understand how the customer experience impacts repeat business,
guest counts and sales
 Does not develop and/or adjust shift plan to ensure a positive customer
experience
Mid-Year Employee Comments: I always check and prepare shift and acting with competence and diligence – fulfilling customer expectations for advice
and service.
Supports Change
 Plans for and follows up on the implementation of important changes in the  Avoids or complains about changes and new ways of doing things
department
5
LEADERSHIP LEVEL
 Helps others to understand their role in changes that are taking place  Does not support change
 Encourages others to help solve problems by asking for their input  Likes to do things the way they have always been done
 Does not actively participate in discussions about new ways of doing things
 Is slow to adopt/support change
Mid-Year Employee Comments: I need to develop by thinking positively when receiving feedback and adapting on new changes.
Develops Crew and Managers

 Spends one-on-one time with direct reports to get to know their capabilities  Does not train, coach, or develop their team
and coach them toward success
 Identifies Crew and managers and encourages their development  Fails to give others constructive coaching or performance feedback
 Celebrates the professional achievements of others  Does not let go of tasks that should be accomplished by others
 Understands that people are motivated and learn in different ways and  Does not ensure cross-training and/or job rotation occurs on their shift as
adjusts development approach to fit individual needs planned
 Actively seeks out opportunities to coach others on their development goals  Does not seek feedback on their individual performance or development
opportunities
Mid-Year Employee Comments: Develop Kamarul and Farizah to be a Shift Manager and more give feedback during working with them. I also rotated
crew for cross training and giving them continuos feedback on taking next step o become a crew trainer
Plans Beyond the Shift

 Reviews and uses information about the performance of their functional  Does not establish written IPP performance objectives to impact restaurant,
responsibilities (scheduling, staffing, orientation, training, and so on) to people, QSC, sales, and profit
identify improvement opportunities (such as past performance, suggestions  Cannot explain how their IPP performance objectives impact restaurant
from managers and Crew, observations) targets and priorities
 Can talk about how his/her functional responsibilities contribute to the  Does not participate in development of restaurant strategy
overall restaurant’s results (for example, people, QSC, sales, and profit)
 Uses basic steps to create action plans to improve the functional areas of  Does not reinforce and communicate restaurant priorities to Crew and other
responsibility (for example, identifies the opportunity or problem, managers
generates ideas, lays out tactics for making the plan happen, puts the plan  Is not aware of strengths or competitive advantages of local competitors
into place, and tracks progress)
Mid-Year Employee Comments: I have prepare preshift checklist and DSPT to help me with managing the shift easily on floor. Opputurnity to follow up
store result and do action plan to achive a good result
Builds Teamwork
 Develops team goals and makes sure all team members know how they  Is control-oriented and does not trust the team to perform
contribute
 Works to get all team members involved and active on the team  Fails to create shared goals and to rally the team around those goals
 Recognizes team accomplishments and celebrates team success  Does not leverage differences of team members to drive stronger restaurant
 Uses team language (such as “we” and “our team” versus “me”) to build performance
teamwork and inclusion
 Directly confronts conflicts or differing viewpoints by asking “why”  Withholds resources and information from others
questions and reinforcing expectations for teamwork  Lacks awareness of the needs of others
 Follows and encourages others to work within the right chain of command to  Does not recognize and celebrate team accomplishment
make restaurant communications more clear and effective (such as who to
go to for what)
 Complies with all policies and laws and ensures a respectful, safe work
environment
6
LEADERSHIP LEVEL
Mid-Year Employee Comments: I always help crew and manager on floor when neede and react to danger zone effectively
Influence by Example
 Influences others by building their confidence and enthusiasm for getting  Often fails to get support for ideas and recommendations
results
 Offers well-reasoned, logical explanations for his/her viewpoint to help  Does not display the passion to influence and energize others to support their
bring others on board; does not rely on his/her “title” alone to get support ideas or vision
 Shows an understanding of the needs and concerns of others before trying to  Does not make others feel as though their point of view has been heard
persuade them (such as “I understand that you are concerned about xyz”)  Is only able to get things accomplished through use of a directive leadership
style
Mid-Year Employee Comments: I always upfront when running shift and stay on floor to make sure customer problem can be handle on time to get
customer satisfaction
Organizes the Work

 Holds the others accountable for meeting standards and achieving their  Does not identify or communicate priorities to restaurant staff
goals
 Delegates responsibility to others and follows up to clarify and coach  Changes priorities often/lacks consistent focus
 Quickly refocuses on primary priorities after distractions from important  Does not have a written shift plan for achieving results
“secondary” tasks
 Shows a high level of personal accountability for one’s own work by making  Does not consistently achieve results for assigned areas of responsibility or
time for it, meeting high standards, and looking for ways to continuously shift performance
improve
 Uses restaurant metrics and other data to monitor progress on key
objectives
Mid-Year Employee Comments: I can organize the work
7
LEADERSHIP LEVEL
Performance Review Summary
Results Achieved Rating Insert a rating (1-4) for each Leadership Competency Mid- Year
Year End
Rating Rating
Communicates Effectively and Honestly
Mid-Year Year-End
Rating Rating Puts the Customer First
*To get the average rating,
add up the individual Supports Change
Leadership Behavior Ratings
Develops Crew and Managers
and divide the total by 8
Plans Beyond the Shift
Overall Performance Level (Boss Completes) Builds Teamwork
Managers determine the Overall Performance Level at year end.
Overall performance rating takes into account results Influence by Example
achieved against scorecard targets (75%) and performance Organizes the Work on
leadership skills (25%).
Average Rating*
Results Achieved Rating (____ x 75%) + Leadership Behavior Rating (____ x 25%) = Overall Performance Rating ____
4 Exceptional Performance
The employee achieved results that far exceeded expectations and requirements of the job, while modeling the Leadership Skills expected of McDonald’s employees. The
employee’s performance was always of exceptional quality. This rating is reserved for employees who have exhibited exceptional performance while meeting challenging
demands.
3 Significant Performance
The employee achieved results that consistently met or occasionally exceeded expectations and planned objectives. This rating describes employees who successfully do
their jobs and meet high performance standards while at the same time demonstrating McDonald’s Leadership Skills. (Note: This rating should also be used for employees
who are new in their jobs and who are progressing as expected.)
2 Some Improvement Required
Improvement is required as the employee’s performance was varied, and his or her ability to meet expectations and accomplish planned objectives was inconsistent. This
rating should be used for employees who achieved results but did so by demonstrating behaviors that are not consistent with McDonald’s Leadership Skills. Employees in
this rating category should be placed on an accelerated review cycle with a Performance Improvement Plan to improve performance.
1 Unacceptable Performance
The employee’s performance was unacceptable and needs immediate improvement. Expected results were not attained and planned objectives were not achieved. This
rating also pertains to employees who achieved results but did so in a manner that is clearly in violation of the Leadership Skills that are expected of McDonald’s
employees. An employee in this category should be on a Performance Improvement Plan, and must meet the objectives of the plan to remain in current position. In some
cases, termination without going through a Performance Improvement Plan may be appropriate.
Overall Performance Level Rating:
Manager’s signature _______________________________________________________Date___________________________________________________
Employee’s signature______________________________________________________Date___________________________________________________
8
LEADERSHIP LEVEL
Individual
Development Plan
Completion of your individual development plan and your development discussion can occur during the same time frame as your performance review or at
a different time. Talk with your manager about what will work best for your review cycle. (Recommendation: Before you establish your development
goals,talk with your manager about competencies that are important for your current or future job.)
Development objectives can focus on developing leadership competencies or technical competencies
i.e. operations or financial competencies.
Name Today’s Date
Short-term or long-term career goals (Write a statement that captures your professional aspirations.)

Development Goal #1

How this will make me more effective in my current or future job

Success Measures

Action Steps
Action Date to Complete Resources/Commitment Needed Notes and Progress



9
LEADERSHIP LEVEL
Development Goal #2


Success Measures

Action Steps



Development Goal #3


Success Measures

Action Steps



Manager’s signature __________________________________________________________Date______________________________________________________
Employee’s signature_________________________________________________________Date______________________________________________________
10

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LEADERSHIP LEVEL

People Manager LEADING SELF

Information about Me (EMPLOYEE COMPLETES)

Performance Measurements Department Targets

My Business Targets, Performance Objectives, and Accomplishments

CUSTOMER FOCUS 25%

1. I will achieved CSO at 17 % or below by 31.12.16 31/12/2016 MOT

OTP N/A N/A

Side 2 Usage N/A N/A

4. I will develop 1 CSA by 31.12.16. People Report

5. I will develop 20% or more of Crew Trainer by 31.12.16. People Report

1. I will meet or beat Plan Sales of RM3,444,689 by

1. I will achieve PAC 10.54% (RM357,863) by 31.12.16 31/12/2016 Final P&L

Results Achieved Rating Manager Completes

Results Achieved Results Achieved

Results Achieved Results Achieved

Communicates Effectively and Honestly

Puts the Customer First

Develops Crew and Managers

Plans Beyond the Shift

Organizes the Work

Performance Review Summary

Overall Performance Level Rating:

Manager’s signature _______________________________________________________Date___________________________________________________

How this will make me more effective in my current or future job

Action Date to Complete Resources/Commitment Needed Notes and Progress

Action Date to Complete Resources/Commitment Needed Notes and Progress

Action Date to Complete Resources/Commitment Needed Notes and Progress

How this will make me more effective in my current or future job

Action Date to Complete Resources/Commitment Needed Notes and Progress

Action Date to Complete Resources/Commitment Needed Notes and Progress

Action Date to Complete Resources/Commitment Needed Notes and Progress

How this will make me more effective in my current or future job

Action Date to Complete Resources/Commitment Needed Notes and Progress

Action Date to Complete Resources/Commitment Needed Notes and Progress

Action Date to Complete Resources/Commitment Needed Notes and Progress

Manager’s signature __________________________________________________________Date______________________________________________________

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