Skills Fast Food Restaurant Manager in Alberta

Find out what skills you typically need to work as a fast food restaurant manager in Canada. These skills are applicable to all Restaurant and food service managers (NOC 0631).

Expertise

People working in this occupation usually apply the following skill set.

  • Plan, organize, direct, control and evaluate daily operations
  • Determine type of services to be offered and implement operational procedures
  • Monitor revenues and modify procedures and prices
  • Ensure health and safety regulations are followed
  • Negotiate arrangements with suppliers for food and other supplies
  • Negotiate with clients for catering or use of facilities
  • Develop, implement and analyze budgets
  • Participate in marketing plans and implementation
  • Set staff work schedules and monitor staff performance
  • Address customers' complaints or concerns
  • Provide customer service
  • Recruit, train and supervise staff

Skills and knowledge

The following skills and knowledge are usually required in this occupation.

Essential skills

See how the 9 essential skills apply to this occupation.

Reading
  • Read instructions and other text on labels and packaging, e.g. read instructions about the use of products on labels. (1)
  • Read comments and instructions on work orders, invoices and shipping forms, e.g. read comments on invoices to learn about the particulars of a sale. (1)
  • Read short notes from staff, e.g. read short messages to learn about requests for time-off and holidays. (1)
  • Read letters, e.g. read customers' letters of complaint to learn about satisfaction levels and areas for improvement. (2)
  • Read notices and bulletins, e.g. read notices from Revenue Canada to learn about changes to Employment Insurance remittances. (2)
  • Read brochures and other marketing materials to learn about the features and benefit of new products. (2)
  • Read job applications and resumes, job descriptions and employee performance evaluations. (3)
  • Read a variety of manuals, e.g. read training manuals to learn how to operate point-of-sale equipment. (3)
  • Read a variety of newspapers and business-related magazine articles and books for professional development, e.g. read articles in magazines, such as Profit to learn about successful business practices and marketing approaches. (3)
  • May read research reports, economic forecasts and marketing studies, e.g. retail trade managers read reports from the Conference Board of Canada to learn the short- and medium-term economic and profitability outlook for the retail sector. (4)
  • Read regulations, e.g. read labour laws and workers' compensation legislation to learn about regulations governing wages, hours of work, statutory holidays and workplace safety. (4)
  • Read legal contracts, e.g. read purchase and lease agreements to understand the terms and conditions of the contract. (4)
Document use
  • Locate data, such as dates, sizes, codes, costs and quantities, on price tags, product labels, receipts and electronic monitors, e.g. retail trade managers locate dress sizes on product labels. (1)
  • Recognize symbols located on drawings, labels, product packaging and signage, e.g. residential home builders and renovators observe symbols that indicate personal protective equipment requirements and hazards, such as flammable ingredients. (1)
  • Use basic assembly drawings to service point-of-sale equipment, e.g. refer to assembly drawings to learn how to replace spooled paper. (1)
  • Look at schedules and parts listings to locate quantities, identification numbers, descriptions, dimensions and unit costs, e.g. restaurant and food service managers review price lists to locate the cost of condiments and sauces. (2)
  • Complete a variety of forms including government remittances, purchase orders, packing slips, special order forms and bank deposit forms. (2)
  • Study vendor catalogues, e.g. study online catalogues to determine the availability of products and their sizes, colours and costs. (2)
  • Locate data on graphs, e.g. scan bar and pie charts to locate information about sales completed and market share achieved. (3)
  • May interpret planograms, e.g. retail trade managers use planograms to determine how display areas are to be set-up and see the dimensions of various components. (3)
  • May interpret complex technical drawings, e.g. residential home builders and renovators interpret architectural drawings to determine the slope of drainage systems, the elevation of roofs and chimneys and the location and dimensions of items, such as walls, windows, doorways, staircases, beams and appliances. (4)
Writing
  • Enter short comments on a variety of forms, e.g. write comments on purchase orders to specify delivery requirements. (1)
  • Write reminders and short notes, e.g. write reminders about special orders and notes on cards to thank customers. (1)
  • Write email messages, e.g. write email messages to request information and confirm details of upcoming activities. (2)
  • Write memos and notices to inform employees about matters, such as upcoming training and changes to operating procedures. (2)
  • Write short reports to describe events leading to workplace accidents and steps taken afterwards. (2)
  • Write a variety of business letters to customers, suppliers and subcontractors, e.g. restaurant and food service managers write letters of complaint to suppliers and subcontractors, specifying the nature and extent of deficiencies, timelines within which deficiencies are to be addressed and repercussions if they are not corrected. (3)
  • Write comprehensive work procedures, e.g. may write warranty claims processes to specify inspections needed, paperwork to be completed and solutions to be offered to customers. (3)
  • Write letters of reference, discipline and appraisal to detail the actions and performance of staff. (3)
  • Write job postings and job descriptions to describe duties performed by workers and the qualifications they require. (3)
  • May write contracts and proposals outlining work to be completed, timelines, payment schedules and caveats, e.g. home renovators may write caveats that specify contingency costs if they encounter defects, such as asbestos insulation and mould. (3)
  • Write business plans and applications for financing, e.g. write business plans that detail their goals and implementation plans for presentation to financiers when applying for loans. (4)
  • May write detailed reports, e.g. write reports that highlight their store's activities and outline plans for future undertakings. (4)
  • May write advertising copy, e.g. may write promotional materials, such as brochures and website copy, to promote their firm's products and services. (4)
Numeracy
  • May handle cash, credit card, debit card and gift card transactions and provide change. (1)
  • May take basic measurements, e.g. restaurant and food service managers measure floor space in order to plan the placement of display items. (1)
  • May measure products, such as the length of sleeves and the thickness of lumber. (1)
  • Compare a variety of measurements, such as airflows, dimensions, angles, moisture levels and temperatures to specifications, e.g. restaurant and food service managers compare the temperatures of freezers to specifications to ensure the safety of food. (1)
  • May calculate discounts, taxes and currency exchanges. (2)
  • May balance accounts at the end of a shift. (2)
  • Manage budgets for petty cash purchases. (2)
  • Prepare employee schedules. They consider time-off requests, the availability of staff and staffing requirements. (2)
  • Project wage cost for workers' compensation forms and applications. (2)
  • May calculate quantities, such as the amount of inventory needed for promotions. (2)
  • Analyze statistics to determine sales trends and the effect of promotions. (2)
  • Calculate performance indicators, such as average sales per hour, sales per employee and sales per store. (2)
  • Estimate how many days it will take before stock will need to be reordered. (2)
  • Estimate the demand for various goods and services on a daily, weekly, monthly and seasonal basis. (2)
  • May estimate completion times for large, multiphase projects. They consider lead times, times taken to complete similar projects in the past, expected weather conditions and the availability of labour, equipment, parts and building materials. (3)
  • Calculate invoice amounts and verify totals. They calculate the direct costs of labour, professional fees, materials, supplies and permits and include provisions for profit and applicable taxes. (3)
  • Prepare sales and inventory reports and calculate gross margins on sales. (3)
  • May calculate material requirements for large projects, e.g. residential home builders and renovators calculate quantities of materials, such as flooring, sheathing and shingles, needed for construction projects. (3)
  • Analyze financial data to determine turns, product demand and sales by category. (3)
  • Analyze sales, inventory and slippage data to establish variances and losses due to spoilage and theft. (3)
  • Analyze statistics from client surveys and other forms of research to draw conclusions about the quality of customer service. (3)
  • Prepare annual operating budgets, e.g. business services managers forecast monthly expenditures and revenues and provide for possible cost overruns and delays in the receipt of revenues. (4)
  • May prepare bids and quotes for large projects, e.g. residential home builders and renovators prepare bids for construction projects that forecast costs of design, lot excavation, foundation work, framing, roofing and installation of plumbing, electrical, heating and ventilation systems. (4)
  • May create and modify construction schedules to ensure the timely, orderly and efficient completion of projects, e.g. residential home builders and renovators create construction schedules by factoring task sequences, time intervals between key events, lead times and seasonal variations in labour supplies. (4)
  • May analyze the influence that economic growth forecasts, demographics, interest rates and construction costs will have on the demand for their products. They select data from a number of sources, organize and analyze them to ensure accurate conclusions are drawn. (4)
Oral communication
  • May use public address systems to announce specials and page customers and staff. (1)
  • Talk to suppliers and manufacturers to learn about delivery times and the cost of products. (1)
  • Exchange information with employees and contractors, e.g. speak with bookkeepers about cash flow requirements and with sales people about their customer service strategies. (2)
  • May talk with customers to discuss their needs and provide information about products, e.g. explain to customers the benefits and features of various products and services. (2)
  • Provide detailed instructions, e.g. explain sales techniques to new staff. (3)
  • Lead meetings, e.g. lead start-of-day sales meetings to discuss concerns, motivate staff and share success stories. (3)
  • Discuss job performance with staff, e.g. talk to staff about their performance and offer suggestions for improvement and encouragement as required. (3)
  • Speak with dissatisfied customers, e.g. speak with customers who are unhappy with the service they received to learn about their concerns and negotiate resolutions. (3)
  • Network with other entrepreneurs, e.g. discuss shared business interests with other small business owners at networking events and conferences. (3)
  • Discuss sales strategies with managers, e.g. discuss the outcomes of promotions with managers and brainstorm new ideas. (3)
  • May negotiate settlements and agreements, e.g. negotiate settlement terms with vendors and the cost of leasehold improvements with landlords. (4)
  • May present to large groups, e.g. present information to gatherings at Chambers of Commerce to promote their businesses and services. (4)
Thinking
  • Decide the percentage discount to offer on damaged products. They consider the degree of damage and their company's policies. (1)
  • Evaluate the performance of equipment, such as refrigeration units and point-of-sale equipment. (1)
  • Encounter equipment malfunctions, such as point-of-sale equipment that is not working. They complete the transactions manually and use other equipment. They troubleshoot the faults and fix the machines if possible. They contact equipment repairers if they cannot repair the equipment themselves. (2)
  • Discover products are out of stock. They contact suppliers and arrange for expedited delivery of the product. Workers with retail chains contact managers at other locations to arrange for in-store transfers. (2)
  • Discover conflicts between staff. They meet with the staff members to learn about the issue and suggest resolutions. They issue warnings and disciplinary actions in situations where conflict persists. (2)
  • Discover they cannot meet deadlines. They set priorities, mobilize resources and negotiate with customers and suppliers. (2)
  • Select staff schedules, e.g. select staff's hours of work based on scheduling needs and individual performance. (2)
  • Select reward and disciplinary measures, e.g. select reward measures for staff members who provide exemplary customer service. (2)
  • May decide which items to stock and where to display them. They consider margins and the product's rate of turnover. (2)
  • Select suppliers. They consider factors, such as cost, quality and reputation. (2)
  • Evaluate the severity of workplace hazards and their risks. (2)
  • Judge the condition of products being returned for refunds. They consider signs of wear and tear and the condition of packaging. (2)
  • Evaluate the performance of staff. They consider factors, such technical skills, their ability to work with co-workers and their customer service skills. (2)
  • Locate information about the effectiveness of sales promotions by reading sales materials and by speaking with customers, co-workers and representatives employed by suppliers and manufacturers. (2)
  • Locate product information, such as descriptions, application techniques, specifications, costs and availabilities by speaking with suppliers and by reviewing catalogues, brochures, price lists and information posted on manufacturers' websites. (2)
  • Encounter product and service defects and deficiencies. They speak with staff and suppliers to determine the cause of the defects and deficiencies. They take corrective actions to prevent a similar occurrence from happening. (3)
  • Encounter dissatisfied customers. They speak with the customers about their concerns and attempt to negotiate resolutions by offering discounts, refunds and gift certificates, as warranted. (3)
  • Make hiring decisions, e.g. decide which job applicants to hire using information collected from resumes, references and job interviews. (3)
  • Set margins and sales targets, e.g. set sales targets by considering the value proposition of products, marketing budgets and effort required. (3)
  • Decide how to produce and deliver products and services to their customers. (3)
  • Evaluate the performance of sales promotions. They consider revenues generated and the money and effort invested in marketing. (3)
  • Evaluate the suitability of job applicants and subcontractors. They evaluate resumes, conduct interviews and review information provided by references. They consider requirements of various positions and how job candidates and subcontractors satisfy those requirements. (3)
  • Evaluate the quality of completed work and services, e.g. residential home builders and renovators consider the fit of doors, windows, cabinetry and appliances, number of visible defects and neatness of wiring, plumbing and mechanical installations. (3)
  • Find out about job applicants by interviewing them and their references and by reading resumes and cover letters. (3)
  • Decide what products and services to sell and how to market and price them. (4)
  • Determine their own priorities and the order of tasks in light of daily events, obligations with set deadlines and overall business plans. The day's work plan is often subject to interruptions in order to resolve unforeseen problems and interact with customers as per their schedules. Small business owner-operators must often co-ordinate their own work plans with those of others, such as employees and accountants. (4)
Digital technology
  • May use text messaging applications to exchange information, such as shift schedules with co-workers. (1)
  • May operate point-of-sale equipment, such as electronic cash registers, bar scanners, scales and touch-screens to complete sales. (1)
  • May use electronic office equipment, such as printers, scanners, fax machines, copiers and postage meters. (1)
  • May operate hand-held devices, such as laser radio terminals, to enter data, scan bar codes and transmit information to online databases. (1)
  • Use word processing software to write letters, performance appraisals and reports. (2)
  • Use spreadsheets to record and track costs, sales, turns and stock shrinkage. (2)
  • May use graphics software to create slide presentations for use during sales and training meetings. (2)
  • Use communication software to exchange email with customers, suppliers and workers. (2)
  • Use social media to communicate with customers, e.g. use social media tools, such as Facebook and Twitter, to inform customers about promotions and special events. (2)
  • May use databases to enter and retrieve customer information, sales and costs. (2)
  • May use databases to create distribution lists. (2)
  • Use the Internet to access trade publications and supplier websites for information about trends, product specifications and costs. (2)
  • Use the Internet to access meetings, webinars, training courses and seminars offered by trainers, suppliers, and associations. (2)
  • May use the Internet to access blogs and web forums where they seek and offer advice about industry and product trends. (2)
  • Use advanced features of word processing software to create newsletters, marketing materials and presentations. (3)
  • Use advanced features of spreadsheet software to create promotion and operating budgets. (3)
  • Use communication software to set up, host and attend online meetings, webinars and sales presentations. (3)
  • May use bookkeeping, billing and accounting software to input inventories, costs and receivables. (3)
  • May use bookkeeping, billing and accounting software to generate financial statements, such as sales summaries and income and expenses reports. (3)
  • Use the Internet to access online banking services, e.g. access payment details and account balances by accessing websites operated by financial institutions. (3)
  • May use advanced features of project management applications to record activities, assign tasks to workers, organize lists, schedule activities, balance workloads and print reports. (3)
Additional informationWorking with Others

Small business owner-operators work independently and in small work teams. They work independently when reviewing paperwork. They work in small teams, which could be composed of helpers, sales people and assistants, to discuss operations, serve customers and produce products.

Continuous Learning

Small business owner-operators continue to learn in order to upgrade their skills in areas, such as public speaking and marketing, and to expand on their knowledge, for example, of current technology, market trends and economic analyses.

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