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Human Resource Management of Quiznos

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Netra Shetty
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netrashetty
Student of PGDM at Mats Institute of Management and Entrepreneurship
Bangalore, Karnataka
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Location: Bangalore, Karnataka
Human Resource Management of Quiznos - January 27th, 2011

Human Resource Management of Quiznos : Quiznos is a fast food restaurant franchise based in Denver, Colorado. The company specializes in offering toasted subs, although they may be served untoasted at the customer's request. It is the second-largest submarine sandwich shop chain in North America, after Subway.

There are over 4,000 shops located in the United States, 300 in Canada, and 100 more scattered across the world, in Central America, the United Kingdom, Ireland, Iceland, Sint Maarten, South Korea, Venezuela and the Middle East. In the Middle East, Quiznos has outlets in Saudi Arabia, Oman, Qatar, Bahrain, Egypt and the United Arab Emirates. Quiznos plans to open 15 of its sandwich shops in Kuwait under a master franchise deal.

Quiznos has been the target of several lawsuits. Profitability also seems to be an issue. 1000 Quiznos closed between 2007 and 2009. They are now attempting new strategies to grow the chain back.

Funding Considerations:

Agencies should review Section 4-6.01 k of the 2000 Appropriation Act
dealing with funding of salary increases including promotions, reallocations and
In-Band Adjustments.

k. 1. Except as otherwise provided for in this subdivision, increases in the level of
compensation for any job role contained in the compensation and classification
plans approved by the Governor shall be effective beginning with the first pay
period, defined as the pay period from June 25 through July 9, of the fiscal year
if: (1) the agency certifies to the Secretary of Finance that funds are available
within the agency's appropriation to cover the cost of the increase for the
remainder of the current biennium and presents a plan for covering the costs
next biennium and the Secretary concurs, or (2) such funds are appropriated by
the General Assembly. If at any time the Secretary of Administration shall certify
that such change in the level of compensation for a job role is of an emergency
nature and the Secretary of Finance shall certify that funds are available to cover
the cost of the increase for the remainder of the biennium within the agency's
appropriation, such change in compensation may be effective on a date agreed
upon by these two Secretaries. The Secretary of Administration shall provide a
monthly report of all such emergency changes in accordance with § 4-8.00,
Reporting Requirements.

2. Salary adjustments for any employee through a promotion, reallocation, or in-
range adjustment shall occur only if: (1) the agency has sufficient funds within its
appropriation to cover the cost of the salary adjustment for the remainder of the
current biennium or (2) such funds are appropriated by the General Assembly.

Other Agency Policies:

Additionally, agencies should review all of their existing policies, practices
and information systems requirements to determine if revisions and adjustments
need to be made in order to conform to the new provisions of the Compensation
Management System.

RESPONSIBILITIES

The agency needs to outline the types of actions each level in the organization is
responsible/accountable for in order to implement the Compensation Management
System. It is suggested that responsibilities be identified for the following:

Administration (the Agency Head's executive management team)
Fiscal/Budget
Managers
First-line Supervisors
Employees
Human Resources

The agency may also want to establish a Compensation Committee composed
of key executives/decision-makers in the organization. The role of the Compensation
Committee may be to establish agency compensation policy and provide for evaluation
of the Compensation Management System. Committee members may include Human
Resources staff, Budget staff, and agency program managers.

RECRUITMENT AND SELECTION PROCESS

The agency needs to determine the level of flexibility or control they wish to allow
in employment practices. Some potential considerations are outlined below:

Ř Advertising Jobs:
• use of Work Titles or Role Titles
• use of a hiring range (e.g. use the entire pay band, use a segment of the pay
band based on pay determination factors, etc.)

Ř Recruitment:
• information to potential candidates about career development opportunities
• information to potential candidates about possible opportunities to progress
through the pay bands

Ř Selection:
• starting pay determinations (e.g. centralized in the Human Resources
Department, decentralized to hiring manager; or a combination approach)

Ř Documentation (Tools and Forms):
• Employee Work Profile
• Pay Action Worksheet
• agency developed forms containing all required information

-8

December 2000

PERFORMANCE MANAGEMENT PROCESS

The agency should address the following decision points in implementing the
Performance Management process:

Probationary Period
• What forms does the agency intend to use for probationary reviews?
• Will the agency require progress reviews for probationary employees? At 3 months?
At 9 months?
• What positions require certification following completion of a prescribed training
program and therefore require notification and completion of a new probationary
period? (NOTE: Agencies may have positions that require a specific certification or
completion of a prescribed training program but do not require a new or extended
probationary period to be served.)
• What agency processes are required for extension of probationary period from 12 to
18 months?
• Will there be an agency-wide or a supervisor-based decision on:
− completing a performance review for probationary employees hired after the
performance cycle begins and
− their eligibility for an increase?

Performance Plans
• Will the agency have a prescribed time period for the development and review of
performance plans (generally within 30 days of the beginning of the performance
cycle)?
• Will the agency have a prescribed time period for the modification/revision and
review of performance plans due to an employee transfer to a new or different
position (generally within 30 days of the employee’s begin date)?

Documentation during the Performance Cycle
• Will the agency require an interim evaluation for non-probationary employees? If so,
what form will be used for evaluation purposes and will the reviewer’s signature be
required?
• What form will the agency use to document “Acknowledgement of Extraordinary
Contribution” or “Notice of Improvement Needed/Substandard Performance”?

Conducting Performance Evaluations
• Will the agency/subunits use the EWP or an agency designed form? Is this an
agency mandate or an option for the subunits? Are optional pages of the EWP
required by the agency? How will the agency transition from use of old PD and
Performance Evaluation forms to new EWP or other agency unique forms?
• What document and/or process (e.g., completion of a designated form, e-mail, etc.)
will be used for employees who elect to complete a self-assessment?
• At what level will the agency define organizational objectives (agency-wide, division,
college, subunits)?

-9

December 2000

Will the agency use other sources (e.g., peers, customers, other supervisors, etc.) to
gather employee performance information? If so, what process will be used to
inform employees of the potential sources used to gather performance information?
Will the agency use group/team-based performance assessments? If so, how will
the planning and evaluation process be administered?
How will the agency provide employees the opportunity to provide upward feedback
to reviewers regarding their supervisors’ performance? What documents will be
used for providing employee feedback? How will confidentiality of employee
feedback be maintained?
Will the agency allow higher levels of management (beyond the reviewer) the
latitude to modify an employee’s performance evaluation? Identify the level of
management in the agency that will be authorized to modify employee evaluations.
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Last edited by bhautik.kawa; July 18th, 2016 at 05:02 PM..
   
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Re: Human Resource Management of Quiznos
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James Cord
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jamescord
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Re: Human Resource Management of Quiznos - March 28th, 2016

Quote:
Originally Posted by netrashetty View Post
Quiznos is a fast food restaurant franchise based in Denver, Colorado. The company specializes in offering toasted subs, although they may be served untoasted at the customer's request. It is the second-largest submarine sandwich shop chain in North America, after Subway.

There are over 4,000 shops located in the United States, 300 in Canada, and 100 more scattered across the world, in Central America, the United Kingdom, Ireland, Iceland, Sint Maarten, South Korea, Venezuela and the Middle East. In the Middle East, Quiznos has outlets in Saudi Arabia, Oman, Qatar, Bahrain, Egypt and the United Arab Emirates. Quiznos plans to open 15 of its sandwich shops in Kuwait under a master franchise deal.

Quiznos has been the target of several lawsuits. Profitability also seems to be an issue. 1000 Quiznos closed between 2007 and 2009. They are now attempting new strategies to grow the chain back.

Funding Considerations:

Agencies should review Section 4-6.01 k of the 2000 Appropriation Act
dealing with funding of salary increases including promotions, reallocations and
In-Band Adjustments.

k. 1. Except as otherwise provided for in this subdivision, increases in the level of
compensation for any job role contained in the compensation and classification
plans approved by the Governor shall be effective beginning with the first pay
period, defined as the pay period from June 25 through July 9, of the fiscal year
if: (1) the agency certifies to the Secretary of Finance that funds are available
within the agency's appropriation to cover the cost of the increase for the
remainder of the current biennium and presents a plan for covering the costs
next biennium and the Secretary concurs, or (2) such funds are appropriated by
the General Assembly. If at any time the Secretary of Administration shall certify
that such change in the level of compensation for a job role is of an emergency
nature and the Secretary of Finance shall certify that funds are available to cover
the cost of the increase for the remainder of the biennium within the agency's
appropriation, such change in compensation may be effective on a date agreed
upon by these two Secretaries. The Secretary of Administration shall provide a
monthly report of all such emergency changes in accordance with § 4-8.00,
Reporting Requirements.

2. Salary adjustments for any employee through a promotion, reallocation, or in-
range adjustment shall occur only if: (1) the agency has sufficient funds within its
appropriation to cover the cost of the salary adjustment for the remainder of the
current biennium or (2) such funds are appropriated by the General Assembly.

Other Agency Policies:

Additionally, agencies should review all of their existing policies, practices
and information systems requirements to determine if revisions and adjustments
need to be made in order to conform to the new provisions of the Compensation
Management System.

RESPONSIBILITIES

The agency needs to outline the types of actions each level in the organization is
responsible/accountable for in order to implement the Compensation Management
System. It is suggested that responsibilities be identified for the following:

Administration (the Agency Head's executive management team)
Fiscal/Budget
Managers
First-line Supervisors
Employees
Human Resources

The agency may also want to establish a Compensation Committee composed
of key executives/decision-makers in the organization. The role of the Compensation
Committee may be to establish agency compensation policy and provide for evaluation
of the Compensation Management System. Committee members may include Human
Resources staff, Budget staff, and agency program managers.

RECRUITMENT AND SELECTION PROCESS

The agency needs to determine the level of flexibility or control they wish to allow
in employment practices. Some potential considerations are outlined below:

Ř Advertising Jobs:
• use of Work Titles or Role Titles
• use of a hiring range (e.g. use the entire pay band, use a segment of the pay
band based on pay determination factors, etc.)

Ř Recruitment:
• information to potential candidates about career development opportunities
• information to potential candidates about possible opportunities to progress
through the pay bands

Ř Selection:
• starting pay determinations (e.g. centralized in the Human Resources
Department, decentralized to hiring manager; or a combination approach)

Ř Documentation (Tools and Forms):
• Employee Work Profile
• Pay Action Worksheet
• agency developed forms containing all required information

-8

December 2000

PERFORMANCE MANAGEMENT PROCESS

The agency should address the following decision points in implementing the
Performance Management process:

Probationary Period
• What forms does the agency intend to use for probationary reviews?
• Will the agency require progress reviews for probationary employees? At 3 months?
At 9 months?
• What positions require certification following completion of a prescribed training
program and therefore require notification and completion of a new probationary
period? (NOTE: Agencies may have positions that require a specific certification or
completion of a prescribed training program but do not require a new or extended
probationary period to be served.)
• What agency processes are required for extension of probationary period from 12 to
18 months?
• Will there be an agency-wide or a supervisor-based decision on:
− completing a performance review for probationary employees hired after the
performance cycle begins and
− their eligibility for an increase?

Performance Plans
• Will the agency have a prescribed time period for the development and review of
performance plans (generally within 30 days of the beginning of the performance
cycle)?
• Will the agency have a prescribed time period for the modification/revision and
review of performance plans due to an employee transfer to a new or different
position (generally within 30 days of the employee’s begin date)?

Documentation during the Performance Cycle
• Will the agency require an interim evaluation for non-probationary employees? If so,
what form will be used for evaluation purposes and will the reviewer’s signature be
required?
• What form will the agency use to document “Acknowledgement of Extraordinary
Contribution” or “Notice of Improvement Needed/Substandard Performance”?

Conducting Performance Evaluations
• Will the agency/subunits use the EWP or an agency designed form? Is this an
agency mandate or an option for the subunits? Are optional pages of the EWP
required by the agency? How will the agency transition from use of old PD and
Performance Evaluation forms to new EWP or other agency unique forms?
• What document and/or process (e.g., completion of a designated form, e-mail, etc.)
will be used for employees who elect to complete a self-assessment?
• At what level will the agency define organizational objectives (agency-wide, division,
college, subunits)?

-9

December 2000

Will the agency use other sources (e.g., peers, customers, other supervisors, etc.) to
gather employee performance information? If so, what process will be used to
inform employees of the potential sources used to gather performance information?
Will the agency use group/team-based performance assessments? If so, how will
the planning and evaluation process be administered?
How will the agency provide employees the opportunity to provide upward feedback
to reviewers regarding their supervisors’ performance? What documents will be
used for providing employee feedback? How will confidentiality of employee
feedback be maintained?
Will the agency allow higher levels of management (beyond the reviewer) the
latitude to modify an employee’s performance evaluation? Identify the level of
management in the agency that will be authorized to modify employee evaluations.
Netra,

Here i am uploading Client Report on Quiznos, so please download and check it.
Attached Files
File Type: pdf Client Report on Quiznos.pdf (1.43 MB, 0 views)
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