Section C – Personnel 12-31-13 : Jerry's Subs and Pizza

Subject: Rules of Conduct Section: Personnel Policy Number: C.01.a Effective Date: 01/01/05

1. PURPOSE
Certain rules and regulations regarding employee behavior are necessary to the efficient operation of the Company and for the benefit and protection of the right and safety of all. Conduct that interferes with the operation of the store and is offensive to customers or fellow employees will not be tolerated.
PROCEDURE
The following conduct is prohibited and will subject the individual involved to disciplinary action, up to and including termination:
a) Careless or willful destruction or damage to Company property or of another employee or customer.
b) Theft, attempted theft, or the removal from the premises without proper authorization of: food, Company property or the property of another employee or customer.
c) Repeated tardiness, or absences without authorization (or doctor’s excuse) where previous warnings have been given. Employees must always be ready to work, in proper uniform at their scheduled times.
d) Insubordination or failure to carry out job assignments and job requests or management.
e) Careless or willful neglect or recognized safety practices or procedures.
f) Repeated failure to comply with established grooming and uniform standards. Being ungroomed or out of uniform at any time. Under no circumstances is an employee to go behind the counter unless in complete uniform.
g) Poor or careless performance which affects the performance of fellow employees or the proper handling of business.
h) Rudeness, discourtesy or disrespect of any kind toward customers will not be tolerated. The customer is the focus of our business and will be treated with respect, politeness and hospitality at all times.
i) Loitering or failure to leave work premises when not scheduled for work. All employees should report to work no more than 15 minutes before their scheduled starting time and leave the premises no more than 5 minutes after scheduled work shift. Exceptions to this must be specifically authorized by management.
j) Failure to obtain an approved replacement when calling in sick or if unable to work a schedules shift for any reason.
k) Failure to refer customer problems and complaints to the manager on duty.
l) Obscene, abusive language or malicious gossip.
m) Drinking of alcoholic beverages or being under the influence of alcohol on Company property.
n) Possession or, or under the influence of, illegal drugs and/or instruments for use while on Company property.
o) Gambling and/or encouraging participation of such by other employees on Company property.
p) Unauthorized leaving of work or work areas prior to the end of work shift.
q) Fighting or disorderly conduct with fellow employees or members of management on Company property. Employees are not allowed to carry or bring into the store weapons of any kind.
r) Solicitation of employees or customers in violation of Company policy.
s) Smoking, eating or drinking in unauthorized areas or in authorized areas during unauthorized times.
t) Tampering with signs, schedules or writings from the store’s bulletin board or other posting areas.
u) Leaving and entering the building by other than the front door (or the designated door). The back door will be locked at all times and used for delivery purposes only.
v) Ringing of a discounted sale for another employee. Only managers are authorized to ring employee meals.
w) Failure to cooperate with management regarding the needs of the store. Employees should recognize the occasional need to
stay late, come in when called or otherwise cooperate with management when the staffing needs of the store must be met.
x) Failure to report an accident of any nature to the manager on duty.
y) Making or receiving personal telephone calls during scheduled working hour.In cases of emergency, check with the manager on duty.All cell phones are to be turned off, when employeee is working.
z) Discussing with co-workers your rate of pay or any other payroll information (pay rates are confidential).
aa) Employees must clock in only at scheduled times, unless otherwise directed by management.
bb) Falsifying employment applications/records, financial records, payroll information or report of time worked.

Subject: Employee, Manager, and Franchise Owners Uniforms Section: Personnel Policy Number: C.02.a Effective Date: 4/02/2007

1. SUPPLIER
For ordering information, please refer to the current ORDER FORM for size, pricing, and contact information. These are available from the Jerry’s office or the uniform supplier.
2. UNIFORMS & APPEARANCE
A. Appearance is one of the most important factors in forming a good first impression for our customers. Everyone is expected to wear clean clothing and complete uniforms each day. Deodorants, baths, clean shaves, neat hair cuts, etc., are a must. For sanitation reasons, nail polish is not allowed.
B. Combs, brushes, lipstick, etc., are considered your personal property and are not permitted behind the counter or in the open kitchen area. They are to be stored in the special area set aside for employee property (locker room).
3. EMPLOYEE UNIFORMS
A. Employees will be issued certain uniform items which are to be worn at all times while on duty:
1. Uniform Apron – One (1) to be issued.
2. Uniform Shirt – One (1) to be issued.
3. JERRY’S Cap – One (1) to be issued.
4. Long hair must be controlled effectively (tied back, tucked up in hat, placed in a hair net, etc.). Beards are not permitted, moustaches must be well trimmed and controlled.
5. JERRY’S Nametag – One (1) to be issued. The nametag should clearly list an employees’ first name. The name should be printed on the nametag using a p-touch label maker machine.
6. Denim black Jeans or black slacks – to be provided by the employee. MUST BE Clean and in good condition, well fitting. Color MUST still be “black” (i.e. black jeans must not be bleached or worn out to the point where they are no
longer black in color). No patches of any kind may be sewn or attached to the jeans (decorative markings, studs, etc. are also prohibited).
7. Shoes – comfortable, appropriate working shoes (no open-toe shoes, etc.).
B. All employees must be responsible to keep all articles of their uniform clean at all times.
C. Employees who report to work without an acceptable uniform will be provided one by the shift manager (at a cost of $2.00 per article to cover professional laundering), or sent home. The decision is the exclusive prerogative of the shift manager.
D. Optional clothing items will be limited to undergarments which are not visible in any way.
E. Jewelry must be kept to a minimum. This includes necklaces and earrings, as these jewelry articles do pose possible safety hazards.
4. MANAGER UNIFORMS
The MANAGERS UNIFORM will consist strictly of the following:
1. Black slacks.
2. Short sleeve dress shirts with embroidered Jerry’s logo, (button-down collar, and pocket), available from the uniform supplier.
3. Managers and franchisee should wear a Jerry’s apron at all times when on the floor and involved in production.
4. While on duty, a Jerry’s logo name tag with first and last name must also be worn.
5. FRANCHISE OWNERS MUST wear a complete managers uniform. Franchise owners have the option of substituting the managers shirts with the new owners shirts available to them. Franchise owners shirts are available from the uniform suppliers. All Franchise owners must be in complete uniform when behind the counter.
Please refer to the current ordering guide for size and pricing information.

Subject: Equal Employment Opportunity Policy Section: Personnel Policy Number: C.03.a Effective Date: 9/03/1987

1. Policy
The policy and practice of Jerry’s Subs & Pizza is to recruit, hire and promote individuals without regard to race, creed, color, sex, religion, age, national origin, physical handicap unrelated to ability to perform the job, or veteran status. All personnel decisions are administered on a uniform basis.
Jerry’s Subs & Pizza pursues the policy that all qualified persons, regardless of race, color, religion, sex, age, national origin, handicap or pregnancy, are entitled to equal employment opportunities. We are further committed to promoting equal employment opportunity in all phases of the Company’s operations, and at all levels of employment.
2. General
A. The responsibility for administering and monitoring compliance with this policy is a part of the Personnel function. However, the ultimate responsibility for its implementation rests with all management and supervisory personnel.
B. This policy will prevail throughout every aspect of the employment relationship, including:
1. Recruitment
2. Selection
3. Placement
4. Training
5. Compensation
6. Transfer
7. Promotion
8. Layoff
9. Termination
10. Rehire

Subject: Employment Advertising Policy Section: Personnel Policy Number: C.03.b Effective Date: 08/01/2004

Policy
The following guidelines are recommended when employment advertising is necessary:
1. All advertisements must have approval from Jerry’s prior to placement.
2. Avoid sex or age bias in all advertising.
3. Place the ad under the Restaurant section.
4. Clearly explain the position and scheduling requirements.
5. Appeal to the basic desire to be successful.
6. Motivate action by implying urgency.
7. List benefits, i.e., free uniforms, discounted meals, flexible hours, etc..
8. Give the name of the person the applicant should see and indicate the times for response.
9. Use bold type in the heading to attract attention.
10. All advertising should have “EOE M/F” which means, Equal Opportunity Employer Male/Female on the bottom of the advertisement.
SAMPLE AD:
Jerry’s Subs & Pizza of your location’s name is
now hiring positions/hours for Full or Part
Time positions. Training Provided. Good
opportunity for growth. Lots of fun. Call
phone# or stop by street address to apply.
Ooo…ooo Jerry’s!

Subject: Recruitment Of Hourly Personnel Procedure Section: Personnel Policy Number: C.03.c Effective Date: 10/25/1988

Policy
Jerry’s desires to seek out and hire persons likely to become productive crew members who will make positive contributions to the Jerry’s operation. The following guidelines are offered as sources for possible applicants.
1. Employee referrals: Referrals from present crew members. You may wish to offer a bonus to employees who bring in applicants who are hired and remain on the job for a required period of time (i.e.: a 25 dollar bonus, if the new employee works out and stays a minimum of 2 months).
2. Walk Ins: Persons walking in off the street who inquire about job availability and meet job qualifications.
3. Area schools: High School and Junior High School work study programs, and job placement offices at local Junior Colleges and Universities. Make the effort to call or visit your local program counselors.
4. “Help Wanted” or “Now Hiring” signs: Signs approved by Jerry’s placed in a store window or other conspicuous spot. Handmade signs are prohibited. Refer to B.06.a for guidelines.
5. “Help Wanted” ads: Ads placed in neighborhood, community and college newspapers. Refer to C.03.b for guidelines.
6. Reader boards: Outside reader boards or bulletin boards found in local supermarkets, libraries, etc. may be used to advertise employment opportunities. Refer to C.03.b for guidelines.
7. “Now Hiring” tray liners and flyers: Tray liners and flyers approved by Jerry’s. Use the flyers as bags stuffers and on trays if no “Now Hiring” tray liners are available.
8. Attendance at local job fairs that are school, shopping center, job service, or community sponsored.
9. Local unemployment and job services offices: Find out what public job services are near your store and get your location listed for reference.

Subject: Employment Hiring Guidelines Section: Personnel Policy Number: C.03.d Effective Date: 3/15/1995

1. Policy
Jerry’s employment policy is to select candidates for employment based solely on their qualifications and ability to do the job. Under federal law the minimum permissible work age is 14. There are restrictions on the permissible type of work and working hours of youths 14 to 18 years old. Check your State Child Labor Laws and the Federal Child Labor Laws for more information (refer to policy H.12.a Labor Law Summary). It is recommended that all employees be hired as “General Restaurant Labor” (i.e.: do not restrict yourself by hiring “cashiers” or “grill cooks”, hire all employees at the same classification and train them to fill specific needs).
2. Guidelines
A. The general objective of Jerry’s is to interview, hire and train employees at the same rate as the general turnover.
B. Applications should be made available for potential crew members upon request. Managers should verify the age of any applicant under the age of 18. Applications should not be handed out during peak hours.
C. Interviews should be conducted by the General Manager or the Assistant Manager in Charge of Hiring. The scheduled times for interviews should be known by all persons handing out applications.
D. When conducting the interview, the interviewer must be fully aware of questions that can be interpreted or construed as discriminatory. Legality is often determined by how the questioned is phrased.
3. First Interview
A. The purpose of the first interview is to provide an initial screening of applicants. Attempt to determine whether the applicant will be able to perform the required duties – THIS INCLUDES CAPABILITY TO PERFORM THE ATTITUDE STANDARDS, and interact with customers.
B. After determining that the store’s needs and those of the applicant are compatible, provide him/her with a brief explanation of the Jerry’s concept.
C. If the applicant does not meet the store’s needs, explain the job duties and then thank him/her for their time. Explain that there are a number of other applicants to be interviewed and that the best qualified persons will be contacted for a second interview.
D. If possible, check the applicant’s references before setting up a second interview. Refer to Reference Check Policy, C.03.e.
4. Second Interview
A. The purpose of the second interview is to get a second impression and clarify any discrepancies gained through reference checks.
B. If the applicant is qualified offer him/her the job.
C. The hiring process should be a team effort. Since all management personnel will be working with the employees who are hired, they should have the opportunity to express their opinion about potential employees. The final hiring decision should be made by the General Manager or Assistant Manager in Charge of Hiring only.
5. Proper Interview Inquiries
A. Name, address and telephone number.
B. Social Security Number.
C. If applicant is under 18, whether he/she has a work permit?
D. Whether applicant is a U.S. citizen. If not, the applicant should possess the documents that show proof of legal right to remain and work in the U.S. (Refer to an I-9 form).
E. Specific information regarding; hours and salary requirements, school/other employment conflicts, etc.
F. Any handicap(s) which could prohibit the applicant from performing specific kinds of work in the store.
G. Past employment history.
H. Personal references.
I. Any special schooling which may be relevant to the job.
J. Reason why applicant left former employer or wishes to leave a current one.
K. What applicant’s previous job duties consisted of?
L. What kind of job duties applicant is interested in?
M. What hours and days is the applicant available or unavailable to work?
N. Why does the applicant wish to work at Jerry’s?
O. HOW WILL THE EMPLOYEE INTERACT WITH YOUR CUSTOMERS?
6. Improper Interview Inquiries
A. Do not ask the applicant how old he/she is; except to inquire if they are over 14, over 16, or over 18 (you are entitled to request and verify this information).
B. Do not ask the applicant their date of birth.
C. Do not ask the applicant what church they belong to.
D. Do not ask the applicant what their father’s surname is.
E. Do not ask the applicant what her maiden name was.
F. * Do not ask the applicant if they are single, married, separated, divorced, or widowed.
G. * Do not ask the applicant if any other persons reside with them.
H. * Do not ask the applicant if they have any children or other dependents.
I. * Do not ask the applicant the ages of any children.
J. Do not ask the applicant who will care for the children while they are at work.
K. * Do not ask the applicant how they will get to work, unless owning a car is a job requirement.
L. * Do not ask the applicant where a spouse or parent works or resides.
M. Do not ask the applicant if they own or rent their residence.
N. Do not ask the applicant the name of their bank or any other questions concerning their financial situation.
O. * Do not ask the applicant if they have ever had their wages garnished or declared bankruptcy.
P. * Do not ask the applicant if they have ever been arrested.
Q. * Do not ask the applicant what kind of discharge they have received from the armed forces.
R. * Do not ask the applicant how they plan to spend their spare time away from the job or what organizations they belong to.
S. Do not ask the applicant what foreign languages they speak, read or write, unless it is a job requirement.
T. * Do not ask the applicant if she is pregnant or comment that she appears to be pregnant.
Note: Try to ascertain all the items indicated above with an asterisk (*) by getting the applicant to volunteer the information.
7. Evaluations
a. Do not write anything on the application form, except, information as to:
1. Date to begin work.
2. Starting salary.
3. Job related reason for rejection, i.e., inability to do work, inability to work required hours, not legally permitted to work within the U.S., or does not have a work permit.
b. Do not write any comments about the personal characteristics of the applicant on the application.
8. Evaluation Criteria
Use the following chart as guidelines for determining whether an applicant will be an acceptable, marginal or unacceptable employee prospect.
Acceptability
Factors Unacceptable Marginal Acceptable Preferable
Scheduling Availability
Cannot work required hours
Can work only a restricted schedule
Can work a required schedule of hours
Available for all schedules including nights and weekends
Travel Requirements
Requires over 1 hour travel time to job
Requires over ½ hour travel
Requires less than ½ hour travel
Lives in immediate vicinity
Education
Less than High School graduate
High school graduate or equivalent
High School graduate or equivalent plus 1 year
Over 1 year at college or post High School training
Chronology of Previous Employment Record
Unexplained time gaps. Too may jobs past 3 years
Self employed. More than 1 job past year
Steady job for past year, good school attendance
Has had only 1 job over past year
Interview Demeanor
Hostile, overly aggressive, withdrawn, very nervous
Impolite, cold, timid
Polite, friendly, confident
Warm, congenial, self-assured, alert
Reason for Applying
No good reason in lay off from another company
Needs a job, wants pocket money
Seeks a better job, seeks self improvement
Wants a career at Jerry’s
School Attendance
Presently training for unrelated job
Full time student
Attends school 3 days a week, work related
Out of school
Experience
Unsuccessful with related work in past
No previous work experience
Has some experience in related work
Extensive experience in related work
Personality
Shy/overly aggressive
Appears uncomfort-able, quiet
Polite, friendly, outgoing
Warm, very pleasant, people oriented
Appearance
Offensive, dirty
Plain, drab
Neat, business-like
Very well groomed
Speech
Cannot be understood easily, does not speak the language
Difficulty in speaking clearly
Speaks clearly
Speaks proper grammar, fluent
Health
Serious handicap that would preclude ability to perform job, history of poor health
Numerous past illnesses
Few recent illnesses
No health problems, vigorous
9. Making The Job Offer
Insure that the following things are clearly understood by the applicant (and agreed upon) at the time of the job offer:
A. Rate of pay.
B. Starting date and time.
C. Uniform requirements (i.e.: uniform items that must be supplied by the employee, payroll deductions that may be made for uniforms, socks, shoes, jewelry, etc.).
D. Hours for scheduling needs, agreed upon.
E. Explain the training procedure.
F. Timecard and paycheck procedures.
G. Pay rate confidentiality.
H. Required paperwork/documentation (i.e.: I-9 form information, T B tests, work permits, etc.) and other relevant issues. All of these items should be verified and discussed at the employee’s orientation. Refer to Orientation & New Hire Training Guidelines, C.03.i.

Subject: Reference Check Policy Section: Personnel Policy Number: C.03.e Effective Date: 11/03/1988

1. Policy
Jerry’s recommends that thorough reference checks be made to verify information received from the applicant regarding previous work experience and background, whenever possible.
2. Procedure
A. Make a list of relevant questions to be asked before the call is made.
B. Introduce yourself, state the purpose of the call and inquire if they have the time to help you by answering a few questions. If not, try to inquire about a specific time when you can call back.
C. Previous employers are an excellent reference source. You should be able to obtain information such as: time worked, starting and ending salary, responsibilities and ability to accept them, ability to work with other people, and dependability. The best inquiry of a former employer is “Would you rehire the applicant?” or “Did the applicant leave voluntarily?”. Often times, previous employers are reluctant to provide references, so be positive about your inquires.
D. Personal references from school counselors, teachers, and other crew members are a good secondary source.
3. It is the policy of Jerry’s that only the following information regarding previous employees’ be given out for a reference check:
A. Starting and ending dates of employment.
B. Starting and ending salary.
C. Job responsibilities.
D. Eligibility for rehire (yes or no).
E. Jerry’s does not recommend writing “Letters Of Reference”, etc.

Subject: Rehire Policy Section: Personnel Policy Number: C.03.f Effective Date: 10/25/1988

Policy
1. Jerry’s recommends that no employee be rehired who has previously terminated employment, except someone who is voluntarily terminated:
A. For medical reasons.
B. To enter or perform military service.
C. For purposes of continuing education.
D. Because the employee’s family moved out of the immediate area.
E. Because time of employment has not been long enough to allow for an approved Personal Leave of Absence.
Note: Any of these reasons for voluntary termination should be noted in the employee’s personnel file at the time of termination.
2. Employees who have been terminated involuntarily should not be rehired under most circumstances.

Subject: Employee Personnel Files Section: Personnel Policy Number: C.03.g Effective Date: 3/1/2012

1. Policy
It is the policy of Jerry’s, that all personnel must have an employment file, containing specific information, maintained on store premises at all times. Ensure that your employee files are up to date at all times. Know the file requirements in your jurisdiction.
** PLEASE NOTE**
Employee files and personal information are extremely confidential and should be treated as such. Keep all employee files locked and secure at all times.
2. Procedure
A. Employee files must contain the following information (with all forms properly completed):
1. Employment Application (JS-8).
2. Employee New-Hire Checklist (located on the backside of the Application).
3. Federal I-9 Form.
4. Federal Tax Withholding Form (W-4).
5. State Tax Withholding Form (for those stores in states where they are required).
6. Work Permit (for anyone under 18).
7. Cashier Policy Form (JS-61).
8. T B Test Results Certificate (for those stores in jurisdictions where they are required).
9. Employee Evaluation/Performance Appraisal Forms (JS-64) as they are needed.
10. Disciplinary Warning Notices (JS-63) as they are needed.
11. Any reference check questions that have been documented.
12. Proof of age (copy of a drivers license or birth certificate).
13. Any other information, as required, by your local jurisdiction, county, state, etc.
B. Delivery Driver documentation
1. Current valid drivers’ license
2. Proof of vehicle insurance
3. Driving record
All the above information should be placed in a manila folder with the following information written on the tab:
Employee Name (Last, First, Middle Initial).
C. All personnel files should be filed in alphabetical order within a file cabinet drawer set aside for personnel records. Personnel records must be maintained as confidential information. Restrict access to personnel records to managers only.
D. All information within the file should be kept in an orderly fashion with all like materials stapled together. Any change in status, withholding, etc., or addition of forms, such as, Performance Evaluations or Disciplinary Warnings, must be kept in the file at all times. “When in doubt, document it!”
E. Once an employee is terminated, place the file in an inactive section of the personnel files. Employee files are legal records and must be kept on the premises for a period of at least 5 years from the date of termination. This period may be longer in some areas, so check your local jurisdiction for requirements.

Subject: Hiring Procedures of Other Jerry’s Employees Section: Personnel Policy Number: C.03.h Effective Date: 03/15/1995

1. Policy
It is the policy of Jerry’s that no applicant be hired, who is currently employed by another Jerry’s unit. Franchise agreements contain stipulations pertaining to this situation since they can impact upon franchise relations. Violations of this policy are considered serious.
2. Procedure
The following guidelines should be used when dealing with another Jerry’s employee:
A. NEVER approach another Jerry’s employee. Any references (even in jest) can be misinterpreted and place both parties in an awkward position.
B. If approached by another Jerry’s employee, immediately tell them that you cannot discuss the subject with them until you have spoken with their current store managers and have advised them that you were approached by one of their employees. Many times, the employee has not made their intentions or possible discontent known and your notification will be the first indication to that stores’ management of any possible employee dissatisfaction which may hopefully be rectified.
C. Respect the wishes of the other Jerry’s managers. If he/she objects to your hiring the applicant, for whatever reason, that applicant cannot be hired.
D. If no objection is made to the hiring of a particular employee, it is now possible to continue with the hiring process. The applicant must give proper notice to their present employer.
E. These same procedures should be observed when handling persons who have recently worked for another Jerry’s unit, even though they may not be employed currently.

Subject: Orientation and New Hire Training Guidelines Section: Personnel Policy Number: C.03.i Effective Date: 03/15/1995

I. Orientation
Whenever possible orientation should be done in a group and is to be completed prior to start of station training.
A. Setup Employee File:
Check completion of Application/New Hire checklist.
a. Application completed and signed.
b. T.B. test results (if applicable).
c. Work Permit filled out completely & signed.
d. W-4 completed.
e. I-9 form completed.
f. Employee Policy Information reviewed (refer to policy C.07.a Employee Handbook).
g. Uniform/name tag issued (and deduction made, if applicable).
h. Phone number listed on “crew phone number list”.
B. Tour of store:
a. Introduce to crew and managers.
b. Describe major equipment.
c. Explain food rotation method.
d. Review work schedule/request policy.
e. Flow of business.
C. Answer questions concerning employee policies/ procedures and store policies.
D. Train New Hire on order ticket procedures.
II. Training should always be conducted by a manager or a qualified employee (“crew-trainer”).
A. Always review the Attitude Standards first – it is important that each new employee understand Jerry’s commitment to the customer and customer service.
B. During the initial training period the New Hire must be exposed to the primary and secondary station duties. Emphasis is to be placed on accuracy; speed should be expected to develop later. An acceptable rate of “speed of work” should be met by the 3rd shift, or after working 20 – 25 hours.
II. Training (cont.)
C. The New Hire should be exposed to the 3 major production stations (coldboard, grill, pizza) during the first two weeks. This will provide a solid base from which to work. After initial training has been completed it should be decided which station will be the primary one, and further on going training can continue.
D. 12 to 20 training hours should be allotted for the training of a New Hire (on the basic stations).
E. Non-production activities such as dishes, “checking lobby” and trash run should be kept to a minimum during the initial training period, although these tasks should also be taught during the initial training period.
F. Continual emphasis on the Attitude Standards and the importance of the Customer must be presented.
G. Try to start New Hires during non-peak periods;
1. i.e.: Day Shift: 9:00 A.M. or 2:30 P.M.
Night Shift: 3:00 P.M. or 4:00 P.M.
2. Weekends may be utilized as long as peak periods are avoided.
3. Example of 1st week’s training schedule:
Monday: 3:00 P.M. to 9:00 P.M.
3:00 – 4:00 – orientation
4:00 – 9:00 – overview of all stations,
intro to coldboard.
Wednesday: 4:00 P.M. to 9:00 P.M.
practice coldboard station (under supervision – use the “buddy system”, by pairing the New Hire with another employee), intro to grill.
Saturday: 4:00 P.M. to Close
Practice coldboard, grill stations, intro to coldboard and grill pre-close and close procedures.
II. Training (cont.)
4. After a reasonable time period (3-4 weeks) an evaluation of the New Hires’ progress should be made (for both accuracy and speed in each of the basic stations). A follow-up question and answer session should be conducted, in order to clarify any further questions the New Hire (now employee) may have as to policy and procedure. At this time, a management decision should be made as to the capability and future of the employee;
a. Does the employee require additional training?
b. Does the employee understand the importance of the customer and the Jerry’s Attitude Standards?
c. Should the employee be cross-trained into other areas (i.e. register, prep, etc.)?
d. Should the employee be given a performance review and/or pay increase?
e. Should the employee be let go?

Subject: The Four Step Training Process Section: Personnel Policy Number: C.03.j Effective Date: 12/15/1989

THE FOUR STEP TRAINING PROCESS
Policy
A primary responsibility of all management and supervisors is training. Training is the communication of ideas, expectations, standards, attitudes and skills. Studies show that reading, hearing or seeing alone is poor instruction. We “learn by doing” and training procedures should assure active participation by the learner.
STUDIES SHOW THAT EMPLOYEES RETAIN :
10% of what they read.
20% of what they hear.
30% of what they see.
50% of what they see and hear.
70% of what they say as they talk.
90% of what they say as they are doing.
With these figures in mind, Jerry’s recommends the use of a multi-step training process which has proven to be extremely effective. It is called The Four Step Training Process and consists of the following:
STEP #1 – EXPLANATION
STEP #2 – DEMONSTRATION
STEP #3 – TRY OUT
STEP #4 – FOLLOW UP
Each step is explained and defined below ;
I. EXPLANATION: Create a mental picture through detailed explanation of the procedure being taught and reasons why. Avoid demonstration at this time so that the employee’s attention is not distracted. Remember we think in pictures and talk in
words. We, therefore, must explain in detail to build a mental picture of the procedure being taught.
A. State observable measurable objective.
1) Incorrect: “I want the cleanest table you ever saw.”
2) Correct: “This is what a clean table looks like and it should take 45 seconds to get it this way.”
B. Provide any tools/utensils needed.
C. State any safety hazards.
D. State information regarding where assistance and/or “help” can be gotten.
II. DEMONSTRATION:
A. Show the employee how the job is done.
B. Re-explain what is being done and why during the demonstration.
C. This provides visual aid to setting standards.
D. Builds repetition of material being taught.
III. TRY OUT: The employee takes our place and trys out what we have explained and demonstrated.
A. The employee should explain what they are doing and why as they do it.
1) Builds additional repetition.
2) Enables the trainer to evaluate their effectiveness.
B. Whenever possible, allow the employee to finish without interruption to avoid distraction and/or demotivation. (With the exception of situations involving possible personal injury or large expense).
IV. FOLLOW UP: Evaluate the employee’s performance and provide positive reinforcement/feedback.
A. Use the “sandwich technique” to present feedback (“sandwich” negative feedback between positive reinforcement).
1) Recognize what was done well, being specific and including reasons why. (It’s natural to point out what people do wrong. We must develop the ability to correct in a positive manner through reinforcing what was done right).
2) Tell the employee exactly what could be improved and how to improve it.
3) Explain the benefits of the improvement.
4) Thank the employee for his/her efforts and attention.
B. Seek feedback throughout the process to evaluate
understanding and attitudes of the employee.

Subject: Disciplinary Warning Procedures Section: Personnel Policy Number: C.04.a Effective Date: 03/15/1995

1. Policy
A. The purpose of this policy is to establish guidelines and procedures for dealing with violations of Company policy and corrective disciplinary action.
B. Disciplinary action is to be administered at the discretion of the General Manager and Management staff. Factors to be considered in determining the course of action are:
1. Seriousness of the violation.
2. Employee’s previous record (i.e., prior documented violations) and behavior record.
3. Circumstances surrounding the particular violation.
2. Procedures
A. Minor Violations – These include tardiness, infrequent absenteeism and any other violation of Company rules (refer to policy C.01.a, Rules of Conduct). The steps for handling these violations are:
1. Verbal Warning: This should be used for the first minor rule violation. Document verbal warnings by completing a Disciplinary Warning Form and noting that the warning was made verbally (see JS-63 Disciplinary Warning Notice located in H.01.a, Printing Information (JSI Forms) for use of Documentation for all disciplinary warnings.).
2. Written Warning: A Disciplinary Warning Form should be completed if the verbal warning does not correct the problem and the violation is repeated a second time. The warning must be signed by both the manager and the employee. It should be pointed out to the employee that his/her signature is only an acknowledgment that the warning and its content has been explained and the notice read. The warning notice should then be placed into the employee’s file. If the employee refuses to sign the notice, the manager should note so on the notice and have another manager sign as a witness.
3. Final Warning/Suspension: If it appears that the employee who has been issued a written warning still has not taken steps to correct the problem, the employee should be given a final written warning. A suspension without pay may also be imposed with the approval of the General Manager until the situation is investigated (see Suspension Procedure, C.04.c). A final written warning or suspension should be done in the presence of another manager.
4. Discharge: A repetition of the problem following a Final Warning/Suspension could be grounds for termination (see Termination Procedure, C.04.d).
B. Major Violations – Major offenses are any willful or deliberate violation of Company or safety rules of such a degree that continued employment of the employee may not be desirable. Examples are: coming to work under the influence of alcohol or drugs; theft of Company or another employee’s property; outright rudeness towards a customer; etc.. The employee should be suspended without pay until the incident is thoroughly investigated and reviewed by the General Manager.
1. After the investigation, if it is determined that the employee has not engaged in any wrongdoing, reinstatement of the employee’s position should be done immediately.
2. If the employee did commit an infraction but the investigation shows that termination is not warranted, the employee may return to work on a probationary status.
3. If the investigation substantiates any
wrongdoing, the employee should be immediately terminated (see Termination Procedure, C.04.d).
Subject: Suspension Procedure Section: Personnel Policy Number: C.04.c Effective Date: 09/01/1991
A. Policy
Employees may be suspended (without pay) during investigations of serious violations of Company rules.
B. Procedure
1. Once a serious violation has been committed and there is sufficient basis to conclude that the employee in question did commit the violation, the General Manager, or in his/her absence the acting General Manager, may initiate suspension pending investigation.
2. The employee must be notified immediately and a complete written report of the action and proceedings must be maintained (JS-63 Disciplinary Warning Notice located in H.01.a, Printing Information (JSI Forms)).
3. Suspensions should not exceed 1 week, except in exceptional circumstances.
4. Should the investigation result in the employee’s dismissal, the time spent on suspension will be without pay or benefits.
5. Should the investigation result in the employee’s return to work, the employee will be reinstated immediately.
6. Once a final determination has been made, the employee will be called into the office where, in private, the General Manager will discuss the results of the investigation in the presence of another manager.
7. If the employee is to be terminated, follow termination procedures (see Termination Procedures, C.04.d)

Subject: Termination Procedures Section: Personnel Policy Number: C.04.d Effective Date: 09/01/1991

A. Policy
This policy covers voluntary and involuntary terminations. Involuntary termination can result from employee misconduct, unsatisfactory job performance or whenever it is in the best interests of the Company to sever the employment relationship.
B. Procedure
1. All employees are expected to give two weeks written notice.
2. Involuntary termination should be properly documented to ensure that an employee has been made aware of problems in conduct or performance. For policies and procedures governing involuntary termination, see Disciplinary Warning Procedures (C.04.a).
3. To process a voluntary termination, have the employee complete and sign a resignation letter. Place the signed letter into the employee’s file.
4. To process an involuntary termination, complete a Disciplinary Warning Notice (JS-63 in policy H.01.a Printing Information (JSI Forms)). Place the completed notice into the employee’s file.
5. All employee’s should be given an exit interview (see Exit Interview Procedures, C.04.e).
6. Any unreported absence extending over a period of two consecutive scheduled work days shall be considered a voluntary termination.

Subject: Exit Interview Section: Personnel Policy Number: C.04.e Effective Date: 08/26/1988

A. Policy
It is recommended that the management staff conduct exit interviews on all employees for the purpose of; determining the reasons for the employee leaving the company, developing information which may prove helpful in evaluating Company procedures and policies, and completing all administrative details involved with termination.
B. Procedure
1. Attempt to discover any previously unknown causes of termination.
2. Learn of any grievance or problems that the employee may have with the Company.
3. Inquire as to any misunderstandings between the employee and any managers.
4. Recover any Company property in the employee’s possession.
5. Follow up with all management members. Address specifically any problems/situations that may result in future turnover or misunderstandings between management and crew.

Subject: Management Performance Review Section: Personnel Policy Number: C.05.a Effective Date: 03/15/1995

1. MANAGEMENT PERFORMANCE REVIEW
Managers should be given performance reviews on a regular basis in order to improve managerial performance and maintain good communications with their supervisors. A good time-frame for a performance review is 6 months or one year. The performance review is important, in that it should provide a basis for serious discussion aimed at helping the manager (and the store) to improve.
The performance review should be written by the manager’s immediate supervisor using the Management Performance Review form (JS-66) located in Policy H.01.a, Printing Information (JSI Forms).
A. Rating System and Instructions
1. Review the employee’s work performance for the entire period: refrain from basing judgement on recent events or isolated incidents only. You should keep a running log of important incidents (good and bad).
2. Consider the employee based on the standards you expect to be met for the job to which he/she is assigned (based on the length of time in the job).
3. Reasons should be given whenever possible to substantiate and explain your evaluation, using the Comment section and referring to the specific category and item. A comment should be made for every rating that is above or below average.
4. Rate each Category according to the following scale;
1 = Performance/Results Below Average
2 = Performance/Results Average
3 = Performance/Results Above Average
5. Rate the Overall Evaluation based on all of the Categories of measurement, their relative importance to the job/position, and the employee’s performance throughout the evaluation period.
6. Make specific recommendations for improvement and set achievable goals for the next review period.
7. As a part of the ongoing review and evaluation process, you should give frequent feedback. Use the Periodic Counseling Form for this purpose; see page 4 of this policy – section #3.
2. CATEGORY DEFINITIONS
I. General Manager Responsibilities (This section to be completed only if the employee is in a GM position)
A. Week/Ending Paperwork – Thorough, accurate, timely, and according to established procedures.
Definitions continued (General Manager Section)
B. Personnel Administration – Handles employee terminations, warnings, and performance reviews in a timely, accurate and consistent fashion. Completes accident reports, W-2 tax information, WOSC forms, etc. in proper manner. Maintains complete and proper employee files.
C. Management Development – Provides challenge to subordinates designed to develop their knowledge and skills. Provides direction, motivation, accountability, and understanding. One-on-one time with Assistants and Shift Supervisors. Takes steps to insure backups and replacements are groomed for key positions.
D. Marketing – Keeps abreast of local community, competition, sales opportunities, and business trends. Properly implements all required promotions, maintains marketing materials in good order.
E. Cost Controls – Maintains reasonable control and awareness of all controllable costs and expenses. Adheres to allowed spending limits, gets approval when needed.
F. Product – Maintains proper inventory and stock levels. Controls out-of-stock situations, monitors and adjusts build-to levels. Develops and analyzes figures for accurate inventory and usages.
G. Standards, Operations – Sets and maintains the store’s performance standards, attention to detail, quality of all closing and opening shifts, professionalism, etc.
H. Scheduling/Staffing – Insures timely and accurate schedules, utilizes labor for maximum efficiency and productivity.
I. Equipment – Insures that all equipment is correctly calibrated and is maintained in good operating order. Insures preventative maintenance occurs. Appropriately makes service calls.
II. Store Operations (Category Definitions)
A. Communication – Demonstrates abilities in both verbal and written skills, keeps others informed (no surprises), understands the importance of listening, utilizes log books and memos, participates and contributes at meetings.
B. Numbers (#’s), Awareness and Controls – Demonstrates an awareness and concern about sales, food cost, labor controls, and other controllable costs. Actively participates in all cost control issues, while on shift.
C. Personnel – Has adequate employees for business needs, follows hiring procedures, keeps business separate from friendships, enforces grooming standards, promotes and maintains a positive employee relations climate, disciplines when appropriate.
Definitions (cont.)
D. Positioning – Insures that properly skilled people are in the correct positions, adjustments made as business requires.
E. Crew Training – Promotes and utilizes ongoing training program, provides timely feedback to maximize employee development, walks employees in and out of positions, fosters team atmosphere.
F. Daily Paperwork – Daily paperwork done in a timely and accurate fashion, neat and free from errors, systems in place and followed.
G. Cleanliness – Proper food handling and sanitation procedures being taught and followed, cleaning projects completed as assigned, clean-as-you-go standards maintained, good store closing standards.
H. Product Quality – Proper procedures followed, consistency of preparation, assembly, weighing and portioning, holding times and temperatures, stock rotation, etc.
I. Service – Maintains and enforces company standards for service, courtesy, and timeliness. Enforces proper service procedures, instills a sense of urgency in employees, resolves service problems to the customers’ satisfaction.
J. Store Environment – Demonstrates knowledge and ability to maintain correct lighting levels, thermostat settings, microphone and background music levels.
III. Personal Development (Category Definitions)
A. Professionalism – Understands and demonstrates the company standards for attendance and punctuality, commitment to store needs, represents the company properly, handles responsibility, and demonstrates maturity.
B. Attitude – Demonstrates positive attitude through receptiveness, teamwork, enthusiasm, accepting constructive criticism, and commitment. Concern for customers’ needs evident, sets good example with Jerry’s Attitude Standards.
C. Personal Standards – Sets the example, consistent on a daily basis, strives for perfection.
D. Planning – Demonstrates ability to assess and establish priorities, design realistic short and long-term plans, create time tables, anticipate obstacles, manage time properly, follow up.
E. Leadership and Delegation – Establishes team efforts toward common goals, leads by example, makes accurate assignments through determination of individuals’ skills and knowledge, utilizes crew effectively and efficiently, follows up.
F. Appearance – Adheres to company standards for dress and hygiene.
Definitions (cont.)
G. Interpersonal Skills – Shows concern for others, relates well with all levels of personnel, maintains open and trusting environment.
H. Problem Solving – Takes initiative, considers alternatives, solves problems – not just symptoms, accepts responsibility for decisions.
I. Special Assignments – Completes other assigned tasks/duties, satisfactorily (assess performance level of the task itself).
3. MANAGEMENT PERIODIC COUNSELING
It is recommended that the manager’s performance be evaluated frequently (in both the areas of operations and personal conduct). A good timeframe for feedback would be every 3 to 6 months. The manager’s immediate supervisor should write the evaluation using the Management Periodic Counseling Form
(JS-67) located in H.01.a, Printing Information (JSI Forms). This evaluation will also be useful documentation when the Management Performance Review (JS-66) is prepared.

Subject: Position Description, Certified General Manager Section: Personnel Policy Number: C.05.b Effective Date: 03/15/1995

POSITION: The General Manager (GM) has total responsibility for the operation and profitability of the store unit and supervises all Assistant Managers, Shift Supervisors and employee crew members.
JOB OVERVIEW: The General Manager is responsible for seeing that all operational and administrative aspects of the store are taken care of, as prescribed by Jerry’s Systems Inc. The General Manager fills the role of Manager in Charge of Shift, as well as a support role in shifts as scheduled. Any major store-level decisions should be coordinated with the Operations Consultant, as prescribed by the Jerry’s Operations Manual and license agreement.
DUTIES AND RESPONSIBILITIES
1. Ensure that all employees, and Assistant Managers understand the importance of the customer to the business, and practice Jerry’s Attitude Standards at all times.
2. Meet with the Operations Consultant on their routine visits.
3. Coordinate the scheduling needs of the store, management and crew.
4. Delegate administrative responsibilities to store management staff, as appropriate.
5. Make decisions regarding overall staffing levels and inform other managers. Address ongoing training needs and concerns of management and crew.
6. Motivate management staff and crew as a cohesive unit, ensuring harmonious teamwork.
7. Ensure that proper levels of Quality, Service, and Image Cleanliness (Q.S.C.) are maintained at all times.
8. Coordinate in-store management meetings, as well as any employee meetings.
9. Ensure that proper cost controls are maintained.
10. Fulfills duties and responsibilities of Manager in Charge of Shift and Support Manager as scheduled, as per Assistant Manager Position Description (C.05.c).
11. Maintain up-to-date sales, inventory and employee records.
12. Coordinate with Jerry’s Training Department for the training and development of Certified Managers.
13. Ensure that the facility and equipment are maintained in good and acceptable operating condition, as prescribed by Jerry’s Systems Inc.
14. Ensure the completion and delivery of daily, weekly, monthly, and quarterly paperwork and information by the assigned deadlines, as prescribed by Jerry’s.
15. Other responsibilities and tasks may be assigned, as necessary, by Franchise Owner.
QUALIFICATIONS:
1. Fulfills all qualifications of Assistant Manager.
2. Successfully completes General Manager Training and Certification Program.
3. Demonstrates leadership necessary to coordinate Assistant Management staff and employee crew effectively.
4. Must be competent in all administrative aspects of store operations including, but not limited to: scheduling, ordering, inventory, food cost, people handling skills, paper cost, cost controls, payroll, etc.

Subject: Position Description, Certified Assistant Manager Section: Personnel Policy Number: C.05.c Page: 1 of 3 Effective Date: 03/15/1995

POSITION: Level of management within a store, subordinate to General Manager but above Shift Supervisor and hourly employee. Assists in supervision of employees.
JOB OVERVIEW: To give aid to the General Manager in upholding levels of overall Quality, Service and Image Cleanliness (Q.S.C) of the store as well as ensuring operational correctness as it applies to the flow of business and overall efficiency as Manager in Charge of Shift, as well as a support manager when scheduled as such. Assists in administrative aspects as assigned by the General Manager.
CHAIN OF COMMAND: Reports to the General Manager on store matters. Reports to the Manager in charge of Shift when there are multiple managers on duty.
DUTIES AND RESPONSIBILITIES
Specifically, the Assistant manager is Responsible for these areas:
A. As Manager in Charge of Shift, a manager is responsible for the following:
1. Ensuring all employees on shift are informed of and practicing the Jerry’s Attitude Standards. The customers’ importance must be clearly understood by all staff members.
2. Working with the General Manager to address the store’s needs for employee and management training.
3. Developing shift schedules and planning shift needs (projection of sales, staffing, prep, bread, employee training, cleaning projects, ordering of stock, etc.) as per shift plan. Informs other managers on duty of shift plan requirements and any abnormalities.
4. Ensuring crew punctuality, in proper uniform and walked into assigned stations.
5. Responsibility for proper use, preparation, handling, and storage of all products.
6. Constantly assessing volume of business to ensure proper levels of Q.S.C. while maintaining efficiency of shift. Notifies other managers of changes.
7. Delegating specific cleaning and restocking duties. Notifies other managers on duty of these.
8. Ensuring standards of operation are upheld by all members of the shift. Notifies other managers of problems.
9. Analyzes any customer problems as they occur. Resolves them in an appropriate, courteous, and timely fashion. Informs other managers.
10. Validity and proper handling of all overrings and/or payouts.
11. Verifying all banks at the beginning and end of the shift. Manager in Charge of Shift is solely responsible for all monies.
12. Fulfilling obligations to other managers before ending the shift. Informs other managers when applicable.
13. Designating another manager to supervise the shift should the Manager in Charge of Shift be unable to do so for any period of time. Informs other managers of same.
14. Setting the example for all shift members (management and crew) in station skills as well as level of intensity.
15. Ensures maximization of employees’ efficiency while keeping motivation high.
16. Identifying employee problems as they arise on shifts. Informs other managers of same.
17. Actively participates in cost control concerns.
B. As support management for the Manager in Charge of Shift, a manager is responsible for the following:
1. Assisting the Manager in Charge of Shift in fulfilling his/her duties.
2. Training employees as assigned.
3. Communicating to the Manager in Charge of Shift of any ongoing problems of Q.S.C., as well as employee problems.
4. Resolving customer complaints as they arise in an
appropriate, courteous, and timely fashion. Informs other managers.
5. Informing the Manager in Charge of Shift of any inefficiencies which may exist within the shift.
6. Does not reassign any employee without the agreement of the Manager in Charge of Shift.
7. May assign ongoing cleaning and restocking duties. Informs the Manager in Charge of Shift of same.
8. Setting the example for shift members in station skills as well as level of intensity.
9. Handling employees effectively so as to maximize efficiency while keeping motivation high.
10. Actively participating in cost control concerns.
11. Fulfilling Manager in Charge of Shift role upon request of Manager in Charge of Shift, or as needed.
Additionally, Assistant managers are responsible for operational and administrative tasks as they are assigned by the General Manager, such as but not limited to:
Ordering of food, paper products, etc.
Inventory
Scheduling
Daily and weekly paperwork
Payroll
Bank Deposits
Employee discipline
Cash control
QUALIFICATIONS
1. Completion of training program at a satisfactory level achieving certification.
2. Minimum age requirements where alcoholic beverages are sold.
3. Flexibility and availability within a minimum hour work week.
4. Maintains good working relationship with crew, other managers, the General Manager, and the Operations Consultant.

Subject: Position Description, Shift Supervisor Section: Personnel Policy Number: C.05.d Effective Date: 03/15/1995

POSITION: Level of management within the store subordinate to General Manager and Assistant Manager, but ranking above hourly employee.
JOB OVERVIEW: To give aid to the General Manager and the Assistant Managers in upholding levels of overall Quality, Service and Image Cleanliness (Q.S.C.) of the store as well as ensuring operational correctness as it applies to the flow of business and overall efficiency in a support manager role for the Manager in Charge of Shift. Wears the Managers uniform.
CHAIN OF COMMAND: Reports to the General Manager and Assistant Managers on store matters. Reports to the Manager in Charge of Shift as a support manager.
DUTIES AND RESPONSIBILITIES
A. As support management for the Manager in Charge of Shift, a Shift Supervisor is responsible for the following:
1. Setting an excellent example with Jerry’s Attitude Standards, ensuring that all employees understand the importance of the customer, and proper customer relations.
2. Assisting the Manager in Charge of Shift in fulfilling his/her duties.
3. Training employees as assigned.
4. Communicating ongoing Q.S.C. and employee problems to the Manager in Charge of Shift.
5. Resolving customer complaints as they arise in an appropriate, courteous, and timely fashion. Informs other managers.
6. Informing the Manager in Charge of Shift of any inefficiencies which may exist within the shift.
7. Does not reassign any employee without the agreement of the Manager in Charge of Shift.
8. May assign ongoing cleaning and restocking duties. Informs the Manager in Charge of Shift of same.
9. Setting the example for shift members in station skills and level of intensity.
10. Handling employees effectively so as to maximize efficiency while keeping motivation high.
11. Actively participating in cost control concerns.
12. Fulfilling Manager in Charge of Shift role upon request of Manager in Charge of Shift, or as needed.
Additionally, Shift Supervisors are responsible for operational tasks as they are assigned by the General Manager, such as but not limited to:
1. Cash control
2. Store openings and closings during non-operational hours. During operating hours a certified manager (General Manager or Assistant Manager) must always be on duty
3. Employee discipline
QUALIFICATIONS
1. Completion of positional skills training for all areas of the store at a satisfactory level.
2. Minimum age requirements where alcoholic beverages are sold.
3. Flexibility and availability within a work week.
4. Maintains good working relationship with crew, Assistant Managers, the General Manager, and the Operations Consultant.

Subject: Position Description, Shift Supervisor Section: Personnel Policy Number: C.05.d Effective Date: 03/15/1995

Subject: Management Certification and Training Program Section: Personnel Policy Number: C.06.b Page: 1 of 4 Effective Date: 7/1/2004
JERRY’S TRAINING AND CERTIFICATION PROGRAM
I. INTRODUCTION
Jerry’s recognizes the Franchisee’s need to increase and/or add to existing management staff, due to turnover or expansion. In an effort to address this problem, and provide management training programs for both new and existing Franchisees, Jerry’s has developed a Management Certification Training Program. This policy is intended to provide an outline of the program.
Obviously, the first step in this process is to recognize the need for an additional manager, interview potential candidates, and select the manager to be hired. If any assistance is needed in organizing and setting up this process, contact your Franchise Business Consulant.
II. OVERVIEW OF THE TRAINING PROGRAM
1. The new Manager Trainee will spend the first four to six weeks training in your store. The benefits of starting a new manager in your own store are many and varied, including; opportunity to observe the Trainee’s work ethics and habits, interaction with customers, personality, people skills, coordination with existing management, etc. If the Trainee does not demonstrate acceptable abilities within your store, you will be able to make the critical decision regarding whether or not to continue management training, before experiencing the costs involved with the full-length training program. The Trainee should begin studying Sections A, B, C, (Jerry’s History, Personnel and Company Policies) and F (all of the Positional Skills) in the Jerry’s Operations Manual. The Trainee should be focused on learning and practicing all aspects of the Positional Skills (station skills). This should include opening, set-up, closing, and production skills for every area of the store. Please call the Training Department approximately 3 weeks prior to the completion of this part of the program, in order to schedule the Testing and Orientation Session with the JSI Training Department.
Subject: Management Certification and Training Program Policy Number: C.06.b Page: 2 of 4 Effective Date: 3/1/2002
2. The Trainee will attend the Orientation Session and take the Midterm Exam (testing for knowledge and ability focused strictly on the station skills). A score of 85% will be required before the Trainee will advance into the Management portion of the Training Program.
3. The Trainee will next attend the Management Level Training Classes (as scheduled at the Orientation Session). This part of the training program will include classroom attendance, some home study, and some assignments that will need to be completed in the Trainees’ home store. The Trainee will need to practice organizing, setting up, and running the floor as a shift manager (preferably with your close supervision, initially) at the home store during this time.
4. The fourth step is completion of The Assistant Manager Certification Exam (a comprehensive test, designed to verify the knowledge required of a Shift Manager at Jerry’s). This testing session will be scheduled upon completion of all Shift Manager Classroom Sessions (and assignments). Maximum time limits for taking the test will be observed (although most candidates finish the exam in much less than the allotted time). A score of 85% is required to pass.
5. Shortly after successful completion of the Exam, the Training Department or a Franchise Business Consultant will conduct an In-Store Inspection of the Trainee’s Shift. This involves observation of the candidates’ practical skills, and is simply one or more Observation Summaries conducted by a Franchise Business Consultant, or a member of the Training Department. These inspections are usually scheduled in advance, to be done in your own store. A score of 85% is required to pass. This is the fifth, and final step towards becoming a Certified Assistant Manager. See number III for a complete explanation of the in-store inspection process.
6. An official Jerry’s Training Program Certificate will be issued to each Certified Manager. These Certificates are intended to be displayed in clear customer view in each manager’s home store.

Subject: Management Certification and Training Program Policy Number: C.06.b Page: 3 of 4 Effective Date: 3/1/2002

III. IN-STORE INSPECTIONS (DETAIL)
These inspections are aimed specifically at evaluating the candidates’ ability to “Open” a store, and maintain Jerry’s standards of performance throughout a lunch or dinner shift. Highlighted, will be: proper shift planning (people, products, sales, etc.), time management, administrative concerns, operational concerns, addressing customer needs, problem solving, cash control practices, as well as adhering to Jerry’s operating standards.
The rules for these inspections are as follows;
1. The candidate must be solely responsible for & in charge of the shift.
2. No extra employees should be scheduled – control of labor and EQ will be measured.
3. The inspections will usually be scheduled in advance.
4. The standard Jerry’s Observation Summary will be used to record the inspection.
5. Normal and correct Jerry’s operating procedures will be followed at all times. A copy of the Observation Summary, and an outline of key areas for each of the listed categories may be found in this manual (refer to Policy Section G, regarding “Unit Inspection Processes”).
6. A minimum score of 85% will be required, in order to pass the In-Store Inspection. If the first inspection is failed (less than 85% score), a second inspection may be scheduled for a later time period. Failure to pass this phase of the Management Certification process will prohibit the candidate from completing the Certified Manager Training Program.
IV. GENERAL MANAGER CERTIFICATION
A. There are three steps to completing General Manager Certification;
1. Completion of all steps in the Assistant Manager Certification Program.
2. Attendance of each of the General Manager Certification Classes (usually scheduled in a very small class size).
3. Successful completion of the General Manager Certification Exam.
Subject: Management Certification and Training Program Policy Number: C.06.b Page: 4 of 4 Effective Date: 3/1/2002
B. The General Manager Certification Exam is a test designed to examine information specifically dealing with labor laws, operational cost controls, additional information from the Jerry’s Operations Manual, and questions relating to the directing, planning, organization, control, and administrative procedures required to effectively manage a Jerry’s Subs * Pizza store. General Manager candidates must pass the exam, with a score of 85%.
C. Each Certified General Manager will be issued a General Manager Certificate, to be displayed in the store.
V. New locations obviously lack operating facilities in which to practice the positional skills and management techniques required as a part of the training program. Therefore, “Managers-in-Training” for new sites will complete their training at a Jerry’s Systems designated training store. The same training program will be followed, as outlined previously in this policy.

Subject: Employee Handbook Policy Section: Personnel Policy Number: C.07.a Effective Date: 3/1/2012

The Jerry’s Subs & Pizza Employee Handbook is located in the Forms Section of the Manual, along with the other forms. It should be read by all new employees of Jerry’s Subs & Pizza prior to beginning work behind the counter on the production floor.
The handbook may be printed from the forms section of the Operations Manual.
Several pages within the handbook contain blank spaces. These spaces require the store to write in any information needed. As this information changes, make new copies with the updated information.

Subject: Employee Performance Review Section: Personnel Policy Number: C.07.b Effective Date: 3/1/2012

Policy
Jerry’s recommends that every employee be given a performance review every 3 to 6 months (within 30 days from the initial start date for any new employee). The performance review will help an employee to improve upon his/her skills and overall job performance. The review process should be used to determine an employee’s progress (with or without any considerations for a pay increase).
The evaluation should be written by the store manager using the Employee Evaluation/Performance Appraisal form (JS-64) located in policy H.01.a, Printing Information (JSI Forms).
Instructions
1. Review the employee’s work performance for the entire period covered by the review. Refrain from basing time decisions on recent events or isolated incidents only. Keep a running diary of all important incidents, good or bad.
2. Consider the employee based on the standards you would expect to be met for the job to which he/she is assigned, based on the length of time on the job.
3. Reasons should be given whenever possible to substantiate and explain your evaluation, using the back of the Employee Evaluation form for any comments that refer directly to any specific Category.
4. Rate each Category according to the following criteria:
A. Outstanding
B. Above Average
C. Average
D. Below Average
E. Unsatisfactory
5. Rate the Overall Performance Summary based on all of the Categories of measurement, their relative importance to
job/position, and the employee’s performance throughout the evaluation period.
6. Make specific recommendations for improvement and set achievable goals for the next review period.
7. Particular attention should be given to the topics that most affect our customers; “Jerry’s Sizzlin’ Service” and “Jerry’s Attitude Standards”.
Categories
The following categories will be used when conducting an Employee Performance Review:
1. Quality of work – work performed according to job requirements.
2. Quantity of work – amount completed in relation to standards.
3. Dependability – follows instructions and completes work on time.
4. Job knowledge – how well does the employee know his/her duties.
5. Attitudes – cooperativeness with others; cheerfulness.
6. Housekeeping – cleanliness and order of work area.
7. Reliability – attendance and tardiness at work.
8. Personal care – grooming, dress, and personal cleanliness.
9. Supervisory (if applicable) – planning and direction of others.
10. Judgement – decisions made using sound reasoning.

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