RGRV People Practices 2023

• Site conducted

• Conducted on

  Date

• Prepared by

• Review HR records, pay records, with a focus on overtime

  Yes

  No

• Review how new crew members are onboarded in terms of signing up for payment

  Yes

  No

• Records showing pay policies are compliant with UK and Irish laws, along with local policy

  Yes

  No

• Wage records show employees have received timely raises

  Yes

  No

• Hourly paid employees are correctly paid for all work activities. For example welcome meetings, training, safety circle etc.

  Yes

  No

• Ask 1 manager and 5 crew if there has been any recent issues with payments for crew and other managers

  Yes

  No

• Ask 5 crew if they are aware of the policy the restaurant has for pay rises and have they received rises according to that policy

  Yes

  No

• Great culture: employees receive pay increases that are performance relates (performance reviews) as well as annual pay increases where appropriate.

  Yes

  No

• Review 5 clock cards, Ensure breaks are recorded and in line with policy and legal requirements (can be a mix of Adult and Young Workers) to ensure that they are receiving breaks on each shift in line with Working Time Regulations.

  Yes

  No

• Review two full weeks’ worth of schedules (selected at random over the past 6 weeks)

  Yes

  No

• Adult Workers must have a minimum 20 minute break every 6 hours, a daily rest period of no less than 11 hours ,<br>a weekly rest period of no less than 24 hours (making a consecutive rest period of at least 35 hours in a weekly period)

  Yes

  No

• If you find from completing these checks that there are missed or insufficient breaks, complete a further 3 employee checks

  Yes

  No

• Breaks on overnight shifts are also consistent with break regulations

  Yes

  No

• Employees are not given breaks within the first or the last hour of their shifts (unless shift length is <4 hours and/or this is requested by the employee)

  Yes

  No

• Ask 5 employees if they are receiving regular breaks during the shift

  Yes

  No

• Great Culture:<br>• Employees use floor plans to support breaks planning<br>• Employee breaks are taken mid way through their shift wherever possible<br>• Employees are aware of when their break is planned to occur during their shift

  Yes

  No

• • NSL restaurants – review MyStuff, MyStuff 2.0, HR employee files for five crew that were recently hired to ensure all documents are present<br>• Non NSL restaurants – review employee files for five crew that were recently hired to ensure all documents are present

  Yes

  No

• • No documentation is required for any employees hired before 27th January 1997<br>• For those hired after this date, the 3-step defence has been followed and the correct documentation is evident on file<br>• For UK, EU and EEA workers, a copy of the employees’ passport or other document(s) as per the acceptable right to work documents mandated by the Home Office is on file<br>• For workers outside of the UK, or Ireland, EU and EEA who have restrictions on their stay in the UK, a copy of right to work document(s) should be held on file that have not expired<br>• Where a document has expired, a Positive Verification Notice (PVN) issued in the last 6 months is held on file*<br>• For employees working with visas/work permissions, copies of these permissions are in their employee file and<br>documentation is available*<br>• For Tier 4 students, a college term date letter is held on file*

  Yes

  No

• Manager has completed the 3-step defence to verify employee has the right to work

  Yes

  No

• Complete checks on 5 employees,2 employees who started after transition to NSL, and 3 employees who started<br>before transition to NSL

  Yes

  No

• Check 5 files, to include three UK or Ireland/EU/EEA workers and two migrant workers. For restaurants with no migrant workers, select 2 further files. A copy of the right to work documents should be evident showing that the manager has completed 3 steps that will give a defence against a civil penalty. The 3-steps are:<br>OBTAIN-original documents in correct combination have been presented<br>CHECK–documents are seen and verified at the interview before any job offer is made<br>COPY-held on file and signed and dated to show who completed check and when the document was verified

  Yes

  No

• Non-NSL restaurants - ask any managers who conduct interviews the procedure they follow to obtain documentation that ensures every new employee has the correct permission to work in the UK and how this is then recorded on MyStuff 2.0

  Yes

  No

  N/A

• NSL restaurants – ask any managers who conduct Welcome Meetings the process for checking original documents vs. Keesing report from Valid8 (confirmation)

  Yes

  No

  N/A

• Business Manager can explain the three step defence

  Yes

  No

• Great Culture: All Employees have the correct Right to Work

  Yes

  No

• Review HR records for proper documentation on young workers

  Yes

  No

• Review 5 clock cards to make sure all rules for young workers are being followed (shift length no more than 8 hours,<br>daily rest period of no less than 12 hours, weekly rest period of no less than 48 hours (in addition to daily rest period). N o less than 30 minute break after 4 hours 30 minutes

  Yes

  No

• Young workers are not working within the legally specified hours e.g. do not start before 4 am or work after midnight

  Yes

  No

• UK only - Check the violations in MyReports to identify any offences (note a violation may not automatically indicate a breach)

  Yes

  No

• Observe on MySchedule if there is evidence to suggest regular breaches occurring. Review Young Worker clock cards

  Yes

  No

• If applicable, ask Young Workers if they are scheduled and work according to the legal minimums

  Yes

  No

• Ask managers if they know the rules around Young Workers –for example shift length, rest periods and breaks

  Yes

  No

• Great Culture:<br>• Young Workers are prioritised when considering shift end times, particularly on night shifts look like...<br>• Systems are in place to support managers in considering Young Workers rest periods when requesting additional shifts

  Yes

  No

• Review the storage areas for employee files and ensure they are meeting standards. Personal information is stored and processed in a secure manner. Personal information could be a name, photo, e-mail address, date of birth, ethnicity, religion, financial record, medical information, or employment history. It could even be posts on social networking sites

  Yes

  No

• Documented retention guidance is in place and followed (for example for leaver’s files)

  Yes

  No

• Check notice boards, crew room & managers office for personal information. No personal information should be displayed

  Yes

  No

• Employee files are stored securely and access is restricted

  Yes

  No

• Is there any evidence of password sharing?

  Yes

  No

• Completed Accident reports are kept in the safe

  Yes

  No

• Ask manager what they would do if asked to change personal details for an employee, (Employee should be directed to ‘Self-Serve’ on MyStuff)

  Yes

  No

• Ask a manager what they would do if they receive a ‘Subject Access Request’. (McOpCo –should be forwarded to People Services Helpdesk, Franchisee –processed through the Franchisees internal systems)

  Yes

  No

• Great Culture:<br>• Personal information is not kept for a longer period than outlined on the retention policy<br>• GDPR compliance is evident in the restaurant and the managers can explain the processes

  Yes

  No

• Review training records to ensure all new crew and newly promoted managers have completed the relevant Building a Safe, Respectful and Inclusive eLearning module within 60 days of start / promotion

  Yes

  No

• Review training records to ensure that all other crew and managers have completed the renewal required training after 12 months

  Yes

  No

• Review onboarding materials to ensure all relevant policies are included such as Anti – Bullying and Harassment Policy, Diversity and Inclusivity Policy

  Yes

  No

• Review restaurant process to ensure all crew and managers can report incidents securely and in compliance with GDPR

  Yes

  No

• Check crew toilet areas for Anti - Harassment posters

  Yes

  No

• Review most recent completed Preventing Sexual Harassment Risk Assessment for risk level and that control measures are in place via completed action plan.

  Yes

  No

• MRL: Review discipline cases in the last six months relating to harassment and outcomes has the managed moves policy been upheld?

  Yes

  No

  N/A

• Franchised: Review the restaurant/org managed moves policy

  Yes

  No

  N/A

• Restaurant has a clear anti- bullying, harassment and discrimination policy that is communicated to all crew as part of on boarding

  Yes

  No

• Records indicate that all employees have completed the Building a Safe, Respectful and Inclusive eLearning has been completed for new starters / promoted managers within 60 days of start, and that all other crew have completed the renewal eLearning 12 months thereafter restaurant completion is at 100%

  Yes

  No

• MRL: That the Managed Moves Policy has been upheld

  Yes

  No

  N/A

• Franchised: This restaurant has a Managed Moved policy

  Yes

  No

  N/A

• Managers have attended the Culture workshop that are available via CAMPUS (Course ID: 00015161GC)

  Yes

  No

• Business Managers have attended the Creating Belonging Workshop available via CAMPUS (Course ID: 00000228994GC)<br>

  Yes

  No

• All employees have completed the Creating Belonging at McDonald’s eLearning at least once

  Yes

  No

• Managers complete the relevant HR Core Curriculum Learning

  Yes

  No

• Business Managers have reviewed the Sensitive Case Handling Webinar - https://vimeo.com/551862444/9089bc9236<br>Guide - https://spo.mcd.com/sites/uk_clickmcd/People/Documents/SRI%20Workplace%202021%20and%20Beyond/Handling%20Sensitive%20Cases%20-%20Guidebook%20UK.pdf#search=sensitive%20guide

  Yes

  No

• Salaried Managers have reviewed the Sensitive and Serious Cases Guidance - https://spo.mcd.com/sites/uk_clickmcd/People/Documents/SRI%20Workplace%202021%20and%20Beyond/Sensitive%20and%20Serious%20Cases%20Guidance.pdf#search=sensitive%20guide

  Yes

  No

• Ask managers & crew members if they are aware of the relevant policies and whether it was communicated to them as part of their onboarding process

  Yes

  No

• Ask a manager what they would do if an incident was reported

  Yes

  No

• Ask crew members if they are aware of the Diversity & Inclusion policy and whether it was communicated to them as part of their onboarding

  Yes

  No

• Ask crew members how they should report bullying, harassment, victimisation or discrimination within the restaurant

  Yes

  No

• Observe whether the Anti-harassment poster is on display in crew changing areas and has clear contact details on how to<br>speak up and report any incidents or concerns

  Yes

  No

• Ask a Salaried Manager if they are aware of the managed moved policy

  Yes

  No

• Great Culture:<br>• Employees are encouraged to openly discuss or report any concerns of bullying and harassment or diversity & inclusion (via<br>HIG chats/ reporting processes) and to speak up<br>• Door is ‘always open’<br>• Listening eco-system is fully utilised and meaningful actions taken (linked up listening and actions)<br>• Mental Health First Aid in place<br>• Additional support throughout the reporting and investigation process for all involved ‘Be an Ally’<br>• Anonymous reporting in place to encourage those who otherwise might not come forward to feel comfortable to do so<br>• Restaurant have a copy of the Sensitive and Serious Cases Guidance available (hard copy, saved for easy access) for managers to review and read as and when required to support the initial stages of an allegation of sexual harassment

  Yes

  No

• Review training records to ensure all crew and managers hired / promoted have completed the relevant training (workplace violence prevention) within 90 days start / promotion.

  Yes

  No

• Review onboarding materials to ensure the relevant policy is included

  Yes

  No

• Review restaurant process to ensure all crew and managers can report incidents securely and in compliance with GDPR

  Yes

  No

• Records indicate all managers have completed workplace violence e-learning.

  Yes

  No

• The Business Manager has completed the workplace violence risk assessment in the local risk assessment workbook

  Yes

  No

• The restaurant has an emergency evacuation plan in place in case of an incident in a restaurant, which is documented in the local risk assessment workbook

  Yes

  No

• Employees are aware of how to report an incident, following the completion of their workplace violence training

  Yes

  No

• All employees have completed workplace violence e-learning as part of on boarding

  Yes

  No

• Restaurant has a CCTV system in place

  Yes

  No

• Restaurant has a clear process in place to ensure crew and managers can report a violent incident

  Yes

  No

• Ask managers and crew if they are aware of the relevant policy and whether they were communicated to as part of their onboarding process

  Yes

  No

• Ask a manager what they would do if an incident was reported

  Yes

  No

• Ask an employee how they report a violent or harassment incident

  Yes

  No

• A workplace violence risk assessment and an emergency evacuation plan have been completed

  Yes

  No

• A CCTV system is in place within the restaurant

  Yes

  No

• Great Culture: Restaurant has staff safe fitted

  Yes

  No

• Review restaurant People Strategy workbook for completed SWOT analysis, quarterly review sections and restaurant specific People Strategy action plans

  Yes

  No

• A plan has been documented and communicated

  Yes

  No

• Action plans are completed, reviewed and executed each quarter

  Yes

  No

• Ask a manager what the process is for communicating the restaurant/organisation People Strategy plan

  Yes

  No

• Ask a manager what the current People Strategy focus is for the restaurant/organisation

  Yes

  No

• Ask managers what process is in place for reviewing actions and changing priorities

  Yes

  No

• Great Culture:<br>• People Strategy Workbook is a ‘living document’, updated regularly<br>• Members of the team are engaged and involved with implementing the People Strategy

  Yes

  No

• A culture of listening and responding to employee feedback exists in the restaurant

  Yes

  No

• Employee engagement survey (e.g. Love to Listen Survey) has been completed at least once a quarter

  Yes

  No

• Employee survey, such as Love to Listen is completed at least once a quarter

  Yes

  No

• A meaningful and effective action plan is in place and updated for the most recent survey with actions are being worked on

  Yes

  No

• Regular Listening Sessions are held in the restaurant

  Yes

  No

• HIG Chats are held regularly with all employees

  Yes

  No

• Ask the manager on the key themes and actions from their last survey

  Yes

  No

• Ask employees if they have had the opportunity to complete a survey

  Yes

  No

• Ask employees are they aware of current restaurant priorities

  Yes

  No

• Ask Crew how the most recent survey results were communicated to them?

  Yes

  No

• Ask Crew if they are aware of any work that’s being done on the opportunities that were highlighted from the most recent survey?

  Yes

  No

• Ask how often the Action Plan is being updated and what is the mechanism for doing this?

  Yes

  No

• Ask employees when the last Listening Session was held and when they last had a HIG chat

  Yes

  No

• Great Culture:<br>Actions to improve staff engagement and satisfaction observed<br>• Employee feedback is gathered from a variety of sources (for example Love To Listen Survey, HIG chats,<br>performance conversations, open door policy, listening sessions etc.) as part of a comprehensive listening strategy<br>• Engagement Champion nominated by the restaurant<br>• Listening Sessions take place every three months as a minimum

  Yes

  No

• • Review the restaurant’s onboarding process (Crew Welcome Programme)

  Yes

  No

• • UK only - Review the restaurant’s Hiring & Turnover reports to ensure that the onboarding process is correctly completed and probationary reviews are being completed on time, in line with local policy

  Yes

  No

  N/A

• • ROI only - Review Welcome Programme, orientation checklist and probationary review on file. Check the training roadmap of MyStuff to ensure they have completed their health and safety and food safety elearning

  Yes

  No

  N/A

• • UK only - Check the Onboarding section of the Hiring & Turnover report to ensure that new employees have completed their Health and Safety and Food Restaurant Safety eLearning and that they are on track with DCDP as per their current length of service

  Yes

  No

  N/A

• Ask employees what onboarding process they went through

  Yes

  No

• Great Culture:<br>• Managers are aware of new starters first day<br>• Buddy system in place for the first 3 weeks<br>• Defined training roadmap in place and is alive on the shift

  Yes

  No

• Review HR records to ensure crew and managers are taking Paid Time Off (PTO)

  Yes

  No

• Review attraction and onboarding material to ensure PTO is listed as a benefit

  Yes

  No

• ROI only- review HR records to ensure crew and managers are provided with Public holidays

  Yes

  No

  N/A

• The restaurant has an effective management system in place to ensure employee’s full holiday entitlement is taken.

  Yes

  No

• There is a system in place for reviewing leave requests and this is monitored in MySchedule

  Yes

  No

• Sick days, family leave (e.g. maternity/paternity) and other statutory absences are taken and correctly recorded

  Yes

  No

• Process in place to record annual leave accrued for periods of certified sick leave

  Yes

  No

• An explanation of holiday and other time off is covered in the restaurant’s handbook and onboarding process (and Public Holidays in Ireland)

  Yes

  No

• Ask crew and managers if they are able to take PTO as needed

  Yes

  No

• Ask 3 employees if they are aware of what their holiday entitlement, (and Public Holiday entitlement for ROI) where to check it and how they request paid leave

  Yes

  No

• Ask 3 employees if they are encouraged by managers to take time off when they are ill, or when they require family leave (i.e. maternity, paternity, adoption leave etc)

  Yes

  No

• Ask the Scheduling/Business manager what process they use to review holiday requests

  Yes

  No

• Great Culture:<br>• Time off requests are actioned in good time<br>• Staff understand their annual leave allowance<br>• Staff understand what other leave is available: Maternity/ Paternity leave, SSP, Parental Bereavement leave, Adoption<br>leave, Neonatal leave<br>• Managers understand what leave is available and can direct employees to policies in place

  Yes

  No

• Restaurant leverages staffing needs analysis to determine staffing levels (uses workforce planning toolkit)

  Yes

  No

• Restaurant is aware of TTM + 90 day crew and manager turnover and have a target.

  Yes

  No

• Review the restaurant’s onboarding process (Crew Welcome Programme)

  Yes

  No

• Review onboarding ready to clock by site report

  Yes

  No

• UK - Review the restaurant’s Hiring & Turnover reports to ensure that the onboarding process is correctly completed and probationary reviews are being completed on time, in line with local policy

  Yes

  No

  N/A

• ROI - Review Welcome Programme, orientation checklist and probationary review on file. Check the training roadmap of MyStuff to ensure they have completed their health and safety and food safety elearning

  Yes

  No

  N/A

• Latest Hiring & Retention Report (UK), Hiring Needs Assessment (UK & Ireland),

  Yes

  No

• Restaurant advertises hiring through digital, in-store presence and internal crew programs, as appropriate

  Yes

  No

• Restaurant is fully staffed in line with determined staffing requirement

  Yes

  No

• Restaurant does have a workforce plan or a plan exists that is not being implemented effectively

  Yes

  No

• Talent & Succession plans are not in place to build sustainable numbers in each position with local programs not in place to facilitate this (for example Customer Care & CEL development, Crew Trainer and Shift Manager programs)

  Yes

  No

• Ask the members of the management team what the process is for workforce planning

  Yes

  No

• Ask the managers responsible if there is sufficient availability for shift coverage across each day part / day of the week when they are completing the schedules

  Yes

  No

• Ask the managers responsible if they are able to cover holiday and requests for time off, other absences and changes in availability

  Yes

  No

• Ask the managers responsible what the process is for flagging gaps in schedule coverage

  Yes

  No

• Ask crew members if they are scheduled within their agreed availability

  Yes

  No

• UK only - Check the Onboarding section of the Hiring & Turnover report to ensure that new employees have completed their Health and Safety and Food Restaurant Safety eLearning and that they are on track with DCDP as per their current length of service

  Yes

  No

  N/A

• Great Culture:<br>• Workforce Planning Process is active, managers regularly review and updated<br>• Managers review the Hiring & Retention Report (UK) or other local reporting (Ireland) weekly • Buddy system is in place for new starters<br>• Training plans are in place for all crew and managers<br>• Crew Trainer and Manager development programmes in place<br>• Customer Care and Customer Experience Lead development programmes in place<br>• Business trends reviewed and future impact assessed to predict (pinch points)

  Yes

  No

• Review records showing pay practices are compliant with country and local laws. This include employees being paid for holiday pay and for breaks (if required by law)

  Yes

  No

• Review the restaurants pay in comparison to other QSRs in the area

  Yes

  No

• Ask the manager what the restaurants policy is for wages and how it compares to local competitors

  Yes

  No

• Great culture: Wage rate is not at or above the Pay Strategy recommendation

  Yes

  No

• Review HR records to ensure crew and managers are taking sick /family leave

  Yes

  No

• Review attraction and onboarding material to ensure sick /family leave is listed as a benefit

  Yes

  No

• Ask crew if they feel comfortable calling off for work when they are sick

  Yes

  No

• Ask 3 employees if they are aware of what their holiday entitlement, where to check it and how they request paid leave

  Yes

  No

• Ask 3 employees if they are encouraged by managers to take time off when they are ill, or when they require family leave (i.e. . maternity, paternity, adoption leave etc.

  Yes

  No

• Ask the Scheduling/Business manager what process they use to review holiday requests crew & if they feel comfortable calling off for work when they are sick

  Yes

  No

• Great Culture:<br>• Crew feel comfortable to take time off when they are ill<br>• Employees are encourages to take all annual leave

  Yes

  No

• Ensure there is a manager responsible for completing the crew schedule each week

  Yes

  No

• Review a minimum of 2 schedules to ensure they are correctly posted based upon the markets policy

  Yes

  No

• Check to see that schedules are being posted at least 7 days ahead by asking to see the next weeks schedule (select 2 at random from last 6 weeks). To check, ask a manager to log on to MySchedule

  Yes

  No

• Information around GMHC/BMHC is displayed or available

  Yes

  No

• Review posting dates for 2 previous crew schedules (Schedules should be posted by midnight of the previous Sunday

  Yes

  No

• Review the managers schedule– does it reflect a balanced and fair allocation of shift patterns and shift lengths?

  Yes

  No

• Is the Schedule Manager certified? Have they Completed the MySchedule Learning Journal and Passed the knowledge assessment on CAMPUS?

  Yes

  No

• Crew schedule posted 14 days in advance or according to Franchisee policy. (McOpCo minimum expectation is by midnight of the previous Sunday).

  Yes

  No

• Minimal posting/unposting occurs after schedule is completed and initially posted

  Yes

  No

• Manager’s schedule completed for the month and posted at least 7 days in advance (McOpCo) or according to<br>Franchisee policy

  Yes

  No

• Crew and managers have the ability to adapt and change their schedules

  Yes

  No

• Ask crew and managers if they are able to flex their schedules as needed

  Yes

  No

• Ask 5 crew if they are aware of the restaurant offering GMHC/BMHC

  Yes

  No

• Ask who completes the Crew and Manager schedules, approves requests and who can authorise changes to availability (temporary and permanent)

  Yes

  No

• Ask what training the schedule manager has received

  Yes

  No

• Ask schedule manager to explain reasons for excessive posting/unposting (if applicable)

  Yes

  No

• Ask crew and managers when their schedules are posted and whether schedule process considers their availability and requests

  Yes

  No

• Ask crew and managers if they are aware how to swap shifts and request extra work via the schedule system

  Yes

  No

• Spot check Visa restrictions are scheduled as per the restriction value

  Yes

  No

• How can you identify a ‘Young Worker’ on the schedule

  Yes

  No

• Can the Manager show you where to check when the schedule was posted (Date and Time) and if any edits were made after the posting

  Yes

  No

• Ask the Manager how you can Identify someone on a GMHC on the schedule

  Yes

  No

• Great Culture:<br>• Schedule made available 2 weeks in advance for crew and managers<br>• Schedule manager demonstrates empathy - employee requests are generally honoured and shift patterns<br>consider personal circumstances<br>• Requests are being reviewed within 2 weeks of them being made<br>• There is a clear point of contact for schedule enquiries (BM, Schedule Manager)

  Yes

  No

• Review how many apprentices are in learning

  Yes

  No

• Check to see that Apprenticeship materials are on display in the crew room

  Yes

  No

• Check to see if Apprenticeship information is shared via internal social media pages and/or Workplace restaurant pages

  Yes

  No

• Business Manager is a strong advocate of the Apprenticeship programmes and raises awareness of opportunities available

  Yes

  No

• Apprentice is regularly scheduled time off the floor on MyStuff to complete learning

  Yes

  No

  N/A

• Apprentice is allocated and receives a monthly HIG chat from a mentor

  Yes

  No

  N/A

• Apprentice mentor builds a strong working relationship with allocated trainer/Skills Coach and attends progress reviews

  Yes

  No

  N/A

• Apprentice mentor is aware of apprentice progress and provides support where needed

  Yes

  No

  N/A

• Business Manager is aware of apprentice progress and champions the learning journey

  Yes

  No

  N/A

• Poster and postcards displayed in Crew room

  Yes

  No

• Apprenticeship opportunities openly spoken about at Crew meetings with the aid of engagement materials

  Yes

  No

• Apprenticeship information shared via internal social media pages and Workplace restaurant pages

  Yes

  No

• Management team know where to find out more information via Workplace and the Intranet Apprenticeships Hub

  Yes

  No

• Ask managers if they understand what an Apprenticeship is and how it can help develop their employees

  Yes

  No

• Ask employees on shift if they know about McDonald's Apprenticeships on offer and where to go for more information

  Yes

  No

• If apprentices are present, ask if they have regular HIG chats with assigned mentor and receive 6 hours off the job training

  Yes

  No

  N/A

• If apprentices in learning, ask if the Business Manager is aware of their progress and champions their learning journey

  Yes

  No

  N/A

• Good culture:<br>• Management team are engaged and involved with advocating the Apprenticeship programmes<br>• Employees are encouraged to find out more about “earn and learn” opportunities at every job role level • Supportive mentor is allocated to every apprentice<br>• Off the job time is allocated for every apprentice to complete learning<br>• Business Manager is aware of the apprentice Business Project for the End Point Assessment (EPA)<br>• Apprentices are recognised throughout the learning journey and once achieved<br>• Opportunities for progression are discussed with the next level of learning mapped out

  Yes

  No

• Review onboarding material to ensure EAP is included; ask a couple crew if they are aware of the programme

  Yes

  No

• Review the Crew Room displays of information about the EAP

  Yes

  No

• Review Workplace or internal restaurant social media pages that share information about the EAP

  Yes

  No

• Look for EAP poster or other EAP material throughout restaurants (e.g. In the crew room, or on their social media or Workplace restaurant or group home pages)

  Yes

  No

• Ask Managers if they understand what the EAP is and how it can assist them in their role?

  Yes

  No

• Ask employees on shift if they know about the EAP and how to contact them/where to go for more information

  Yes

  No

• Great culture: EAP is understood and used as a tool in the restaurant to support Managers and Employees

  Yes

  No

• Review two weeks’ worth of schedules. A certified Shift Leader should be scheduled for each shift

  Yes

  No

• Review records to show all managers (BM's, Assistants, Shift Leaders) are taking or completed curriculum

  Yes

  No

• Shift Leaders that have graduated the appropriate Shift Leadership Course,have a valid First Aid certificate and has passed a minimum two Shift Verifications in the last 12 months

  Yes

  No

• All Shift Leaders that have graduated a Leadership Transitions Course must have a Food and Restaurant Safety Final Exam certification on file

  Yes

  No

• Review development plans for 1-2 managers

  Yes

  No

• Shift Leaders have completed required FRED and classroom/virtual training and are verified

  Yes

  No

• Ask if Trainee Managers are partnered with a coach until fully certified

  Yes

  No

• Ask a Manager what are some key learnings they have applied from their training into their day-day work

  Yes

  No

• Great Culture:<br>• Schedule demonstrates a good split of Manager coverage and experience through all day parts<br>• All trainee Shift Leaders are assigned a coach throughout their training programme and there is evidence of a<br>12 week training programme for trainee Shift Leaders prior to attending the Leadership Transitions Course (LTC)

  Yes

  No

• Review records to show all Crew are taking or completed curriculum

  Yes

  No

• Observe how Crew are running critical stations (e.g., fries) in the restaurant

  Yes

  No

• Look at one to two interactions between Crew and customers to ensure the proper tenants of hospitality are being applied

  Yes

  No

• Observe five files and compare to the Training Log/Audit

  Yes

  No

• Ask five Crew if they are trained on the station they are working on and feel confident working there, observe for station competence

  Yes

  No

• Ask a new Crew Member if they received shoulder- to - shoulder training with a Crew Trainer using the training tablet for the station they were working on.

  Yes

  No

• Ask Crew what training they have recently completed

  Yes

  No

• Ask the Shift Leader how training has been organised on their shift

  Yes

  No

• Great Culture:<br>• Training requirements are planned and implemented on shift<br>• Continuous improvement is nurtured through a culture of ongoing feedback<br>• Employees have the opportunity to receive training in all areas of the restaurant

  Yes

  No

• Check there are crew messaging on benefits are available for crew to review can include posters on social platforms like Workplace.

  Yes

  No

• Check benefits are covered at the Welcome Meeting

  Yes

  No

• Check meal policy is displayed

  Yes

  No

• Information about benefits is communicated via processes such as Welcome Meetings, posters etc. • All employees have a good understanding of the range of benefits they are entitled to

  Yes

  No

• Employee Meal policy is seen by all staff as a positive benefit, with no unreasonable restrictions to products and supporting the culture of wellbeing

  Yes

  No

• Ask managers and crew to explain what benefits they have at the restaurant and if they received them

  Yes

  No

• Ask employees what they think of the benefits that they receive

  Yes

  No

• Ask employees what is included in the restaurant meal policy i.e. what they are entitled to on their break

  Yes

  No

• Great Culture:<br>• No restrictions on what is allowed on break. Includes premium, salads, water etc.<br>• Employees have awareness of, understand, know and value their benefits

  Yes

  No

• Crew room facilities (e.g. iron, ironing board, TV, computer, music system, working & adequate number of lockers etc.) in good condition

  Yes

  No

• Where appropriate, extra steps are taken to provide additional facilities (for example sofa, microwave, tablets etc.) to create a welcoming environment for crew

  Yes

  No

• Appropriate messages relayed in crew room to create relaxed environment and promote a culture of care. No inappropriate posters/messages displayed

  Yes

  No

• Check the crew room is not used for storage (buns/ dry stock etc.)

  Yes

  No

• Great Culture:<br>• Envelope lockers with chargers available • Bluetooth music system available<br>• Staff suggestion process in operation

  Yes

  No

Postering

• E/MOTM

  Yes

  No

• Write-ups

  Yes

  No

• Benefits

  Yes

  No

• Events

  Yes

  No

• People Team Talk To Us

  Yes

  No

• HR at a Glance

  Yes

  No

• Open Door Policy

  Yes

  No

• HR email (toilet)

  Yes

  No

• Apprenticeships

  Yes

  No

• EAP

  Yes

  No

• H&S Executive

  Yes

  No

• Delivery procedure guidance

  Yes

  No

• Safety and security information

  Yes

  No

• Food for Thought comp

  Yes

  No

• Career progression

  Yes

  No

• 2 x training (portrait and landscape)

  Yes

  No

• Value hero cards available and displayed on wall

  Select Yes No

  • Yes
  • No

• Apprenticeship cards available?

  Yes

  No

• EAP leaflets available?

  Yes

  No

• Crew photo booth in use?

  Yes

  No

• Pay rates

  Yes

  No

• GMHC

  Yes

  No

• Check/review whether recognition is displayed (for example Employee of the Month poster displayed and up to date, Values Heroes celebrated)

  Yes

  No

• Review whether recognition systems are in place and implemented consistently

  Yes

  No

• Recognition displayed on social platforms like workplace

  Yes

  No

• Recognition is celebrated and is visible in the Crew Room, on Workplace or other social platform. This will include Employee of the Month

  Yes

  No

• Observe culture of valuing people in the restaurant – is there evidence of ad-hoc recognition as well as ‘please’, ‘thank you’ and ‘well done’?

  Yes

  No

• Ask Managers to detail the recognition programmes in place

  Yes

  No

• Ask employees on shift what recognition takes place in the restaurant, both formally and informally

  Yes

  No

• Ask employees how they recognise their colleagues on shift

  Yes

  No

• Great Culture:<br>• Culture of ad hoc recognition as well as ‘standard’ recognition programmes in place<br>• Value Heroes program used

  Yes

  No

• Yes

  No

Create a folder with the following information for easy access:

• GMHC Holders

  Yes

  No

• SLV's available - 2 dated in previous 12 months (Certificates from Campus for digital ones)

  Yes

  No

• Management development plans

  Yes

  No

• Training log printed (make notes for any issues e.g. expired verifications due to maternity)

  Yes

  No

• Under 18 list

  Yes

  No

• BM LGR certificate

  Yes

  No

• Meeting minutes (meeting notes and times to prove that people were clocked in for off the job training. Safety circle for example).

  Yes

  No

• 0-hour list - list explaining anyone that isn't scheduled and why, absent letters sent, new starters, uni students etc

  Yes

  No

• L2L meetup comms from me and action plan<br>

  Yes

  No

• L2L survey results

  Yes

  No

• Nearby competitors pay rates<br>

  Yes

  No

• People strategy workbook<br>

  Yes

  No

• Sexual harassment risk assessment <br>

  Yes

  No

• Talent and succession plan

  Yes

  No