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CCaannddiiddaattee’’ss NNaammee:: ______________________________________________________________________

For Company & Franchise Use ©2012, Carl’s Jr. All Rights Reserved .

DMIT Select ion

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Promotion Notice

Completion of this selection process is not a guarantee for promotion. It means that the individual may be eligible for promotion after completion of the selection process and after District Manager-In-Training (DMIT) certification. Nothing herein creates any rights, contractual or otherwise, between you, your employer, or any third person. Ask your Leader, Franchise Owner/Operator, or Human Resource Manager for details.

Notice to Franchisees

The information enclosed in this guide are suggested guidelines for the daily management function of a Carl’s Jr,®

restaurant. The procedures were developed for use in Carl’s Jr. owned/operated restaurants. These procedures may not be appropriate or applicable for your restaurant operations. You should carefully review your restaurant operations and management functions before adopting any of the procedures contained in this guide. In addition, you should consult a professional or expert if you believe it necessary.

Information contained in this guide is provided “as is” and without any warranties or representations of any kind, either expressed or implied. Carl’s Jr. disclaims all warranties of merchantability and/or fitness for a particular purpose. Carl’s Jr.. makes no warranty or representation as to the accuracy or completeness of the information contained in this guide.

Carl’s Jr. shall not be liable for any damages or expenses of any kind whatsoever arising out of your use or reliance on the information contained in this guide. By reviewing and using this guide, you shall be deemed to have agreed to the foregoing terms and to keep the information contained in this guide confidential. Without the express written consent of the Carl’s Jr. Legal Department, you are not to loan, exhibit, or distribute any information in this guide to any other person.

Carl’s Jr. reserves the right to modify, change and/or delete the information in this guide at any time with or without notice.

Confidentiality

The information contained in this guide is confidential and proprietary to Carl’s Jr.. company and franchise personnel. It shall not be loaned, exhibited, or given to outside parties. It shall be returned to Carl’s Jr. upon demand.

DMIT Select ion

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The District Manager Development Process

A District Manager’s influence on the restaurants they lead can make or break the business. This critical position requires careful selection and then continued development to ensure positive results in the areas of Operation QSC, people development, sales, problem solving and

financials. Look for a Candidate that is “fast-thinking, numbers-crunching, paper-pushing, service-driven leader that understands that their brain, laptop and cell phone will be their tools of choice*.”

The current District Manager or Franchise Owner/Operator identifies and recommends potential DM candidates using the selection process described in this guide.

If you work in a franchise restaurant, the District Manager development process or materials may be different. Ask your Franchise Owner/Operator for details.

Identifying and developing a great District Manager requires the current District Manager or Franchise Owner/Operator to be actively engaged in the selection, training and continued development of their direct reports. The stars ( ) in the chart above indicate the minimum engagement points for the District Manager (best practice: RVP/RDO) or Franchise

Owner/Operator.

External (new) hire management should follow the External Management Training process. Ask your Franchise Business Consultant or Regional Trainer

for details.

DMIT Select ion

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1 – Identify Your DMIT Candidate

Historically, our best Leaders are developed from within our restaurants. Look for a great DMIT Candidate from your existing high performing General Managers. They already understand our culture of Operation QSC, Six Dollar Service and Operation Drive-Thru. They are

your “keys” to building a great “leadership bench” to meet your future needs.

DM identifies DMIT Candidate: ___________________________________ (name)

Best Practice: RVP/RDO identifies the DMIT Candidate.

2 – Complete Required Prerequisites

DMIT Candidates are expected to meet all the following prerequisites.

The District Manager or Franchise Owner/Operator ensures that the identified Candidate meets the following requirements.

Best Practice: The RVP/RDO ensures that the identified Candidate meets the following requirements.

Required Prerequisites Yes

Recommended by RVP/RDO or Franchise Owner/Operator.

Age 18 or older.

Able to read, write and speak English.

Minimum of three years experience in a management position.

Certified in GMIT Training Program (RVP/RDO verifies certification).

Certified in Foodservice Sanitation (as required by jurisdiction).

Attended Phase 1 Workshop

Attended Phase 2 Workshop

Attended HR Essentials of Management Workshop

Meets grooming and appearance standards.

Access to reliable transportation.

Valid driver’s license.

Available via telephone, cell phone, or other communication devices.

Able to work flexible hours including opening, closing and late night (24-hour locations).

Able to use a computer, printer, and modem at a basic skill level.

DMIT Select ion

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3 – Consider Best Practices

The following prerequisites are preferred, but not required for your DMIT Candidate.

The District Manager or Franchise Owner/Operator takes the following preferred items

under consideration.

Best Practice: The RVP/RDO takes the following preferred items under consideration.

Preferred Prerequisites Yes

Age 21 or older.

College degree in business, management, hospitality or finance.

Minimum of six months experience as a Carl’s Jr. General Manager.

Minimum three years experience in restaurant management (QSR, full or convenience).

Current or previous experience as a Certified Training Manager (CTM).

Current or previous experience as a Regional Training Manager (RTM).

Able to work holidays when the restaurant is open for business.

Able to use Microsoft® Office at a basic skill level (Outlook, Word, Excel and PowerPoint).

Able to use Restaurant Business Intelligence tool (RBI) at a General Manager skill level

Demonstrates a desire to advance in management.

DMIT Select ion

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4 – Complete the Readiness Checklist

Completion of the Readiness Checklist is the final step before the interview

process. The checklist is designed to ensure the Candidate meets sufficient criteria using a “balanced approach” in the four areas of People Development and Leadership, Operational Excellence, Guest Service Excellence and Financial

Excellence.

The Readiness Checklist is based on the key knowledge, skills and abilities (KSAs) the Candidate is expected to have after successful completion of all training programs from Crew Person through General Manager, including the successful completion of the General Manager

Development Checklist.

District Manager or Franchise Owner/Operator completes the Readiness Checklist below

with the DMIT Candidate.

Best Practice: RVP/RDO completes the Readiness Checklist below with the DMIT Candidate and District Manager.

People Development and Leadership Yes No

Uses appropriate leadership skills and behaviors to motivate and inspire others in a diverse working environment.

Demonstrates that they are the restaurant’s primary coach and team builder on all dayparts.

Uses appropriate one-way and two-way coaching approaches with others.

Models "Leader-Led" behaviors through their personal engagement with others.

Uses effective communication approaches with others (including “talk in” – verbal

pathing – sound off – “talk out” – communication log – email – voice mail).

Uses situation analysis to determine possible root causes to problems or issues.

Identifies restaurant issues and/or problems and resolves them with successful outcomes.

Demonstrates patience, perspective and control under pressure.

Motivates and inspires others to achieve personal growth and performance excellence.

Seeks additional job responsibilities for personal growth.

Actively recruits and selects qualified Crew and Shift Leaders to meet business needs.

Trains and coaches others on current recruiting, interviewing, selection and retention tools, processes and procedures.

Trains and coaches others in the training and development of Crew, Shift Leaders and other managers using current training programs, operation initiatives (Ops Days) and new product/procedure rollouts.

Uses all the components of the Star Learn Center (if applicable).

Actively engaged in the Shift Leader Training Program (workbook, workshops, etc.).

Actively engaged in the General Manager-In-Training Program (as needed).

Trains and coaches others to process information using appropriate analysis, take a balanced risk and make timely decisions.

Enter total number of “Yes” responses =

DMIT Select ion

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Guest Service Excellence Yes No

Provides Six Dollar Service at every opportunity to Guests, Crew and others.

Ensures that the Crew and management team executes Six Dollar Service to company standards on all dayparts.

Handles Guest complaints in a professional manner and to company standard.

No legitimate Guest complaints directed toward Candidate.

Ensures that the restaurant meets minimum staffing levels on all dayparts.

Plans, executes, and measures the results of Local Restaurant Marketing (LRM)

programs with the support of others.

Trains and coaches others how to plan and conduct product sampling programs.

Utilizes Drive-Thru Operating Set-Up (DTOS) to maximize drive-thru accuracy,

efficiency, and speed of service.

Actively engaged in improving the restaurant’s Guest Service standards


Operational Excellence Yes No

Ensures that Operation QSC, Six Dollar Service and Operation Drive-Thru are executed to standard on all dayparts.

Maintains a "meet standards" or above (90.0% or higher) on Operational

Assessments.

Maintains a "green or gold" rating (90% or higher) on EcoSure® audits.

Maintains a health department rating ("A" grade or equivalent) to standard.

Ensures that new product rollouts (procedures, POP, etc.) are executed to standard on all dayparts.

Ensures all restaurant documentation is complete, accurate, up-to-date are filed and/or forwarded on time and to standard.

Maintains an organized and up-to-date office and filing system.

Ensures that inventory and supply build-to levels (food, paper, chemicals, uniforms, fulfillment, etc.) meet business needs.

Ensures that health department, internal audit and other regulatory agency visits are to company standard on all dayparts.

Ensures that all safety and security procedures are followed on all dayparts to company standard.

Ensures that all federal, state and local laws are in compliance on all dayparts.

Ensures that all Guest and employee injuries, illnesses or incidents are reported on time and to company standard.

Is knowledgeable of how to handle a crisis event (including robbery, fires, acts of

violence, etc.) to company standard.

Actively engaged in improving the restaurant’s Operation standards


DMIT Select ion

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Financial Excellence Yes No

Meets or exceeds year-to-date (YTD) Period Profit and Loss Statement and budget.

Ensures that all P&L related invoices, documentation, etc. is complete, accurate, filed and/or forwarded on time and to standard.

Completes and executes an action plan to address P&L or other financial deficiencies.

Trains and coaches others how to accurately analyze a P&L Statement and other financial supporting documents.

Ensures that all financial reports are accurate and complete to standard on all dayparts.

Ensures that all cash control procedures meet standard on all dayparts.

Actively engaged in improving the restaurant’s financial standards (number 12 in the

Operation Standards Guide).


Checklist Scoring

To determine if your Candidate is ready for the interview stage, total the number of “yes” responses (48 possible) from the Readiness Checklist above.

District Manager with Candidate scores Checklist to determine Candidate’s readiness.

Best Practice: RVP/RDO or Franchise Owner/Operator with Candidate scores

Checklist to determine Candidate’s readiness.

Checklist Scoring Total Yes

People Development and Leadership

Operational Excellence

Guest Service Excellence

Financial Excellence


Candidate Ready ............................... 48 to 39

Candidate Needs Development ........... 38 to 29

Candidate Not Ready .......................... 28 or lower

DMIT Select ion

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Development Plans

Candidates identified as “needs development” or “not ready” after completion of the Readiness Checklist should have a written development plan to help them acquire the knowledge, skills and abilities (KSAs) necessary to become

a future candidate if a position becomes available.

The Candidate with the District Manager as coach, should keep the development plan simple. Focus on no more than three top strengths and/or opportunities per plan.

For more information about development plans, refer to “Development Plan Basics for the Coach” or have the Candidate complete “My Development Plan”.

Ask your Regional Trainer for details or download from the Franchise Extranet.

6 – First Interview

If the Candidate meets all the criteria above, the District Manager conducts a one-on-one interview using the required questions listed below. Schedule the interview during non-peak sales periods and in a private area, such as a corner

booth or Manager’s Office.

District Manager conducts first interview..

Best Practice: The RVP/RDO or Franchise Owner/Operator conducts first interview.

Schedule 30 minutes for the interview.

Review Candidate’s Documentation

Minimum 3 days prior to the interview, the Candidate is expected to provide the District

Manager with the following documentation . . .

A resume.

Three letters of recommendation: Two internal and one external.

Conduct First Interview

District Manager conducts a one-on-one first interview with the Candidate.

Best Practice: RVP/RDO or Franchise Owner/Operator conducts a one-on-one first

interview with the Candidate.

DMIT Select ion

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Required Questions Response

Ok?

Tell me about yourself for the next two or three minutes and why you will make a great DMIT Candidate.

Describe what you would look for if you were interviewing an applicant for a General Manager’s position? A Shift Leader’s position? Why are these traits important to you?

Describe the steps you took (or will take) to ensure that there is a General Manager replacement ready to take over your job if you are promoted to a District Manager.

If I were to interview the people who have reported to you in the past, how would they describe your management style?

Rate your leadership skills on a scale of 1 to 10 with 10 representing excellent leadership skills. Provide three examples from your past work experiences that demonstrate your selected number is accurate.

Give me an example about a time when you had an underperforming employee reporting to you (no names). How did you address the situation? Did the employee’s performance improve? If not, what did you do next?

When you were promoted to a leadership position in the past, describe how you met and then developed new relationships with your coworkers, your boss and support staff such as trainers, marketing, human resources?

Tell me about a time when you had an employee who performed very well. The employee exceeded goals and sought more responsibility. Describe how you handled this situation day-to-day and over time.

How have you encouraged learning and development in your restaurant?

What are the most important values and ethics you demonstrate as a leader? Give me an example of these in practice.

What was the most difficult decision you had to make in your current position. What were the results (or consequences) of this decision?

What questions do you have?

Optional Questions Response

Ok?

What methods have you used to gain commitment from your team?

Describe the types of information that should be shared with the restaurant team. Why?

Describe how you would grow sales in the district.

What do you do when priorities change quickly? Give one example of when this happened.

Give two examples of things you've done in previous jobs that demonstrate your willingness to work hard.

What communication situations cause you difficulty? Give an example.

Do you consider yourself a macro or micro manager? Explain the difference.

Explain how you delegate to others.

Tell us about a time when you took responsibility for an error and were held personally accountable.

If you are selected for the DMIT Program, what steps would you take to ensure a successful transition from GM? What would change?

If you were promoted to a District Manager, what skill would be your biggest strength in your new position? Your biggest weakness?

DMIT Select ion

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Add your own question here.


Decision Point

If the Candidate meets the expectations after the first interview, the next step is for the candidate to participate in a second and more detailed interview with the Regional Vice

President/Regional Director of Operations or Franchise Owner/Operator or with a review panel.

If the Candidate is not ready for any reason, the selection process stops. The District Manager should identify a new Candidate and start the selection process

again.

District Manager recommends Candidate to participate in the final interview.

Best Practice: RVP/RDO or Franchise Owner/Operator recommends Candidate to participate in the final interview.

7 – Final Interview or Review Panel Interview

This is the final interview and decision point for the DMIT Candidate. The RVP/RDO or Franchise Owner/Operator may interview the Candidate one-on-

one or use a Review Panel to ensure that this person is “the right fit”.

Best Practice: Arrange for a Review Panel made up of General Managers, other

District Managers, RVP/RDO, Regional Trainers, or Human Resource Managers.

RVP/RDO or Franchise Owner/Operator arranges for the final interview with self or with a Review Panel.

Schedule 1 hour for the business exercises and interview.

Review Candidate’s Documentation

Minimum 3 days prior to the interview, the Candidate is expected to provide the RVP/RDO

(Franchise Owner/Operator) or Review Panel (one copy each) the following documentation . . .

A resume.

Three letters of recommendation: Two internal and one external.

Administer Business Exercises

Ask the Candidate to complete the following business exercises prior to the interview.

Allow approximately 1 hour to complete the exercises.

DMIT Select ion

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Business Exercise – Planning

Candidate Instructions: Read and complete the following exercise. Print your responses. Use additional space or paper if necessary. You should complete this exercise in about 30 minutes.

Your are a new District Manager with 8 restaurants.

4 GMs are very experienced and meet Operational and financial standards.

– Pete: Crow Creek #1.

– Jose: Spivey Corner #2

– Wanda: Spivey Corner #3

– Buddy: Flashpoint #1

3 GMs have less than one year in position:

– Tom: Spivey Corner #1

Tom is not meeting his YTD controllable and labor budgets.

– Brenda: Faraway #1

Brenda is having problems staffing and training her Crew.

– Rashid: Junction City #2

No issues. Meeting Operational and financial standards.

Your newest GM, Susan, has only been in position for two months:

– Gopher Falls #1

– Susan is not sufficiently staffed for night shift and weekends.

Other considerations . . .

Your RVP/RDO has scheduled a full day DM meeting on your calendar.

You have 2 Shift Leader Candidates working through their Shift Leader Training Workbook that you must attend their Behavior Feedback sessions and validate their workbook’s completed assignments.

When you visit a restaurant, you are expected to spend a full day in that restaurant.

You must roll out the new Meatloaf Burger to your district within the next 30 days and then conduct a follow-up about two weeks later.

You have two Shift Leaders attending the Coaching Workshop in 45 days and you are expected to help coach during this workshop.

Your RVP/RDO has asked every DM to conduct a follow-up visit to each restaurant to ensure that Operation Drive-Thru (including DTOS) is to standard before the next round of

mystery shops take place in 60 days.

One of your experienced GMs just received a “red” QA audit.

DMIT Select ion

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Plan out your time below based on the information above for the next 3 periods. Be prepared to explain your planning logic.

Tuesday Wednesday Thursday Friday Saturday Sunday Monday

Week 1

Week 2 DM

Meeting

Week 3

Week 4


Week 1

Week 2 DM

Meeting

Week 3

Week 4

DMIT Select ion

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Week 1

Week 2 DM

Meeting

Week 3

Week 4

DMIT Select ion

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Business Exercise – Leadership


It’s been a tough 6 months as the new District Manager in your region. You have been so busy helping your restaurants staff great people at the same time getting everyone up to standard when it comes to financials. Now your RVP/RDO (or Franchise Owner/Operator) just voice-mailed you and informed you that you will need to roll out several changes at the same time:

Drive-thru line time standard changed: Breakfast 2:30 or less – lunch/dinner & late night 3:00 or less.

Gap/Food Cost standard changed: Gap .4% - .5% or Food Cost +/- .05% to ideal.

All Crew must be recertified in Six Dollar Service within the next 30 days.

All General Managers must work Saturday night close shifts for the next 3 months.

All General Managers must work a minimum of one shift with their newest Shift Leader to ensure that they are running the shift to standard.

You know your General Managers are really going to resist this and you personally don’t agree with all the changes yourself, but you are the Leader . . .

Describe how you would inspire and lead your team and yourself to successfully

implement these changes.

DMIT Select ion

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Business Exercise – Problem Solving


Katarina (Kat) has been a General Manager for over 10 years and seems to know and advise everybody in the company. While Kat meets Operational and financial standards, you feel that the restaurant has not maximized sales

and profitability.

Kat does everything herself and works a lot of hours. She does the schedule, orders all the products, counts the inventory, and conducts all the training. She does not seem to “trust” her team to get things done or to meet standards. You note that her Shift Leaders and Crew are not be developed which does not help your benchplanning efforts to help the region open new

restaurants.

Describe how you would address this problem, including the leadership techniques you would use with Katarina.

DMIT Select ion

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Review Exercise Results & Conduct Final Interview

Review the Candidate’s Business Exercise responses prior to starting the interview.

Conduct interview with the Candidate . . .

Required Questions Response

Ok?

There are times when we work without close supervision or support to get the job done. Tell me/us about a time when you found yourself in such a situation and how things turned out.

Give me/us a specific example of a time when you used good judgment and logic in solving a problem.

Give me/us an example of when you took a risk to achieve a goal. What was the outcome?

Describe how your current position contributes to Carl’s Jr. business goals and objectives.

Some people consider themselves to be "big picture people" and others are "detail oriented". Which are you? Describe an example.

Describe a situation in which you were able to effectively "read" another person and guide your actions by your understanding of their individual needs or values.

What kinds of writing have you done? How do you prepare written communications, such as email, communication log, or hand-written notes? Describe an example.

What have you done to improve your verbal and written communication skills?

How do you involve your management team and/or others when you make a decision?

Have you ever been overloaded with work? How do you keep track of work so that it gets done on time?

What measures have you taken to make someone feel comfortable in an environment that was obviously uncomfortable with his or her presence?

What questions do you have?

Optional Questions Response

Ok?

What kinds of decisions are most difficult for you? Please describe.

What was your biggest mistake in hiring someone? What happened? How did you deal with the situation?

On many occasions, we have to make tough decisions. What was the most difficult one you have had to make?

Give an example of how you worked effectively with people to accomplish an important result.

Tell me/us about the most difficult challenge you faced in trying to work cooperatively with someone who did not share the same ideas? What did you do to try to overcome this challenge?

Tell me/us about a time when you anticipated the future and made changes to current responsibilities/operations to meet future needs.

Have you ever been caught unaware by a problem or obstacles that you had not foreseen? What happened?

Give me/us an example of when you were able to meet the personal and professional demands in your life yet still maintained a healthy balance.

DMIT Select ion

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How do you go about setting goals with your subordinates? How do you involve them in this process? Would you change this process as the District Manager?

How do you expect your role to change from a General Manager to a District Manager?





Final Decision Point

If the Candidate meets expectations after the interview, the next step is to prepare them to start DMIT. Ask your Regional Trainer or Franchise Business Consultant for details on the District

Manager-In-Training Program.

RVP/RDO (Franchise Owner/Operator) or Review Panel recommends Candidate to start DMIT.

– or –

RVP/RDO (Franchise Owner/Operator) or Review Panel determines that the Candidate needs additional development or is not ready at this time.

If the Candidate is identified as “needing additional development” or is “not ready,” The RVP/RDO or Franchise Owner/Operator should coach the Candidate

to complete a written development plan.

Schedule DMIT Orientation

DMIT Orientation is the first step that will help ensure that your new District

Manager-In-Training has the “tools” available to them to learn and grow to become your potential next District Manager.

Orientation includes the DMIT, their current District Manager, their assigned

Mentor-Coach, Regional Trainer, and the RVP/RDO or Franchise

Owner/Operator (best practice).

District Manager arranges for DMIT Orientation session with the Regional Trainer.

Best Practice: RVP/RDO or Franchise Owner/Operator arranges for the DMIT

Orientation with the Regional Trainer.

RVP/RDO or Franchise Owner/Operator identifies and assigns a Mentor-Coach to the DMIT prior to the Orientation session.

DMIT Select ion

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DMIT Program Enrollment

RVP/RDO: Remove, complete and forward this enrollment form to your Regional Trainer or Franchise Owner/Operator.

Candidate Name: (print)

Employee ID Number: (print) (Do not use Social Security Number)

Restaurant Number & Name: (print)

DMIT Start Date: (print)

Projected DMIT Workbook Completion Date: (print)

Document Description Date

Completed DM

Initials RVP/RDO

Initials

Candidate Meets All Required Prerequisites Best Practice

Best Practices Considered Best Practice

Readiness Checklist Completed (Candidate is Ready) Best Practice

Resume and Three Recommendations Provided

District Manager Interview & Decision

Business Exercises Completed (Responses Acceptable)

RVP/RDO or Review Panel Interview & Decision

DMIT Orientation scheduled: _______________ (date)

Sign-Off

Sign below that all selection criteria as defined in the DMIT Selection Guide has been met for this employee.

District Manager Signature:__________________________________ Date: ____________

RVP/RDO Signature: ______________________________________ Date: ____________ (or Franchise Owner/Operator) Remove this page and forward to your Regional Trainer or Franchise Owner/Operator immediately after Candidate selection.

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