Introduction
Established in 1950, Dunkin Donuts is among the market leaders in baked foods and coffee. The coffee chain serves over 3 million customers each day by selling over 52 donut varieties and more than a dozen types of coffee beverages. It also sells bagels, breakfast sandwiches and other types of baked foods. With over 11,000 restaurants around the world where about 8,000 are located in over 41 states and the District of Columbia, Dunkin Donuts continues to expand its coffee franchise (Dunkin’ Donut, 2018). As the new district manager that will be in charge of the five new locations over the next two years with full authority, autonomy and responsibility to structure operations in the locations, I must create a strategic plan to maintain the brand reputation of Dunkin’ Donuts. The strategic plan consists of job design, organizational design, recruitment and selection of potential employees, and training and performance appraisal structures.
Job Design
Job design includes the determination of tasks to be performed, who to perform them, and selection criteria used to choose employees and match them with their jobs. Through the experienced gained as a manager for two years, I will approach the job design process from an analytical perspective through the three steps that include job analysis, description and specification. Well designed jobs enable employees to succeed as they become responsible based on appropriate and manageable amounts of work (Baack, Reilly & Minnick, 2014). The job analysis process will be carried out by the current human resource manager for the first location in collaboration with the new HR manager that will appointed at each respective store within the period.
Delegate your assignment to our experts and they will do the rest.
HR managers at these locations will create their job analysis based on a comparison with other firms in the hospitality industry in these locations. The job analysis would consist of job description and specifications for all employees (SHRM, 2017). The job descriptions for the locations would include store manager, HR manager, accounts manager, four shift supervisors, and support employees that will work on three shifts of eight hours each. The store/ location manager will be the overall head of each location and report directly to me. His or her job duties will include overall management of the store, recruitment of managerial staff with approval from the Divisional HR manager, overseeing daily operations, and development of job analysis for all the managers and employees in the location. The location manager will produce a weekly report of operations, respond to all issues on the site and oversee the performance metrics of all employees. Suitable candidates for the job should have over one year experience in store management in the restaurant industry, managerial skills and attributes, and requisite training in human resource management. All the managerial staff in the location should have essential skills and experience in restaurant industry, especially in customer service. Qualified candidates will be offered job opportunities based on their skills, experience and ability to demonstrate performance. Dunkin’ Donuts offers opportunities based on this criteria and not a consideration of other factors. The job design will heavily be based on the best practices in the company and industry accepted conduct for employees.
Organization Design
Dunkin’ Donut is a brand that has been built by offering exceptional varieties dictated by customer tastes and preferences while keeping to its unique traditions (Baack et al., 2014). Imperatively, the new organizational design for the new district with the five locations must consider these two critical aspects. For this purpose, I will adopt a matrix organizational design to manage all the locations. The matrix design will consist of having a hybrid structure where location managers will manage their restaurant independently through teams (Suttle, 2018). The location managers will make separate and semi-autonomous decisions with approval from the district manager. Each location will be a division on its own so that employees can respond to customer tastes and create varieties that meet local needs. Each manager will be completely responsible for the success or failure if their division. Employees will be empowered through teams to report to the location manager who will report to me. All products should be offered to reflect the baking traditions of Dunkin’ Donut but must respond to local tastes among customers. For instance, if customers seek a popular donut flavor in their local area, the employees through their teams should inform the manager for him or her to push it through the hierarchy for future consideration by the company. My idea is that both customers and employees should enjoy. A matrix organizational design offers better cooperation and problem solving opportunities, increases flexibility, and provides better customer service. Further, it improves strategic management and better performance accountability for employees and managers (Karell, 2018; Suttle, 2018).
Recruitment and Selection
It is important to get the right employees for the stores so that we can build a brand reputation for Dunkin’ Donut. Imperatively, I will use store walk-ins, job fairs and online recruitment, especially the use of social media to recruit new employees in collaboration with the respective location managers. Through these platforms, I seek to get high number of applicants to select from and get the best. I will also use the job fairs to get managerial staff, especially location managers, supervisors and team leaders (Baack et al., 2014). The job fairs will offer all potential employers the opportunity to interact while online job adverts will reach a broader range of possible employees. I will post job requirements and descriptions on various sites like LinkedIn, Glassdoor, and Indeed among other sites. Walk-ins will be used when the location’s critical positions like manager and departmental heads have been recruited. Walk-ins will be conducted by the new HR manager in each location few days before the stores start operations.
Selection of employees will be a duty of the location manager but with final approval from the District HR manager. However, all applicants for each position must meet job requirements based on job descriptions posted by the managers in each department. Further, those with experience, right attitude and commitment will be given priority. The applicants will go through two interviews; one with the store manager and the last one with District HR manager with my approval. I will make weekly interactions with new employees to learn them better but the final hiring decision will be a responsibility of the location manager in consultation with the respective HR and approval from the District’s HR manager.
Training and Performance Appraisal
Training for all managerial staff will be conducted two weeks before each location opens. The managerial staff should complete their training before carrying out employee hiring in their respective locations. All selected employees will have their orientation and on job training with experienced employees from established locations for three days. Ensuring that we create a favorable impression during employee orientation is essential in reducing high turnover rate of staff (Baack et al., 2014). The new employees should feel comfortable and integrated into Dunkin’ Donuts’ culture through effective interactions so that they are motivated to succeed. I will use digital tools to follow the orientation progress of the employees to ensure that they do not fall behind in completing their assigned roles. In most cases, training will be based on the use of a combination of on job training and digital materials offered to employees.
On its part, performance appraisal shall be conducted by the respective HR managers in collaboration with the supervisors. Each location will use the standardized Dunkin Donuts’ appraisal structure for equal assessment on performance with all the stores. However, local factors will also be considered in each case for flexibility (Dunkin’ Donut, 2018). Well performing employees will get bonuses and promotions based on their performance and the company’s set standards (Baack et al., 2014). More fundamentally, we seek employees that will work under minimal supervision and offer their best to the company to maintain its tradition and varieties. Performance appraisals will also be based on a team’s productivity and generation of new ideas and customer feedback. Teams that perform well within a certain period will be rewarded by getting meal vouchers in the restaurant for their families.
Conclusion
I believe that Dunkin’ Donuts expansion is not a chance but founded on hardworking and committed employees whose mission is to build the brand reputation in the marketplace and ensure that the firm makes necessary and long-term strides. My mission is to focus on customer provision and employee motivation to ensure that we get it right with all on board. Customers drive businesses but employee motivation allows them to come back for more. Therefore, I believe that the two are essential in the success of the new stores. Through the above processes, right from the job design to training and performance appraisal, the new stores will succeed and keep the traditions of the company.
References
Baack, D., Reilly, M., & Minnick, C. (2014). The Five Functions of Effective Management . San Diego, CA: Bridgepoint Education, Inc.
Dunkin’ Donut (2018). Opportunities Brewing; Retrieved from http://www.dunkinfranchising.com/franchisee/en.html
Karell, D. (2018 February 15). 4 Types of Organizational Structures. Retrieved from https://online.pointpark.edu/business/types-of-organizational-structures/
Society for Human Resource Management (2017). Performing Job Analysis. Retrieved from
https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/performingjobanalysis.aspx
Suttle, R. (2018). What Are the Different Types of Organizational Design? Retrieved from
https://smallbusiness.chron.com/different-types-organizational-design-23738.html
