Main Duties and Responsibility

People

Staff Development

1. To implement and monitor Sous Chef Development Program.

2. To develop and maintain relations with local/regional culinary schools.

3. To actively contribute to the Corporate Management development plan.

4. To identify employee development needs.

5. To ensure training and development for employees. Take inputs from DOFB & Learning Manager for making use of the available resources

6. To coach and counsel employees.

7. To build a strong team which works well together and which is mutually supportive

8. To build a positive working environment.

9. To delegate work in a manner appropriate to the abilities and interests of his/her employees.

Management

10. To recommend operating criteria in compliance with Corporate Food and Beverage Standards Manual for each outlet.

11. To direct supervision ensuring that the Food and Beverage operation complies with the operating criteria.

12. To maintain quality goals, specifically by appropriate and persistent follow-up on:

• personal observation (eye for detail).
• in-house managers’ observations/reports.
• guest comments received via Medallia, Dine plan and Glitch system
• LQA, Coyle and Forbes report

13. To continuously stay informed of regional, local and national trends (i.e. by reading periodicals, competitive shopping, Follow influential social media icons and developing menu ideas library).

14. To respond effectively to internal audit reports and recommendations.

15. To adhere to established personnel procedures (i.e. hiring, transfers, promotion, terminations, etc).

1. To develop and motivate those employees you are responsible for, maintaining a high level of communication.

Product

Culinary

17. To continually monitor operations to achieve consistency in the following areas:

• Quality of food product. (Working with Purchasing to find the best in market and season)
• Quality of food preparation. (Ensuring that the team has the necessary equipment in good working order)
• Quality of food presentation. (Have foundations and guides like food pickup chart and recipes sheet made for all menus)
• Quality in all outlets. (Ability to have consistency in food product for all meal periods)

18. To taste food products daily, prior to service, to judge quality and overall consistency. To ensure that this is followed up by Sous Chef to ensure consistency

19. To properly interpret current and new trends for appropriate application within Four Seasons’ menu range. This must be supported by use of available resources of menu engineering report generated on a regular basis.

1. Ability to create exciting and trendy Menus for Banquets which cater to different needs of Coffee breakfast, Sit-down dinner, and Buffet’s

21. To demonstrate a variety of culinary techniques and regularly uses these in the development of his/her employees.

22. To produce healthy and nutritionally balanced food for the staff restaurant, within budget restraints.

23. To continually seek alternatives to high-cost menu items to ensure price, value, perception, and profitability. Have the ability to take timely corrective action to meet the targeted food cost.

1. To review daily menus for design and wording, composition, incorporation of alternative cuisine, variety (seasonal dishes) and balance.

1. Ability to collaborate with external chef’s and consultant for a pop-up opportunity that may be required for the hotel’s plan

Creative Skills

26. To consistently strive to be innovative through the utilisation of a variety of:

• cooking methods.
• materials (i.e. china, silver, glass, porcelain, wood, fabrics).
• displays (i.e. table, buffet, coffee breaks).
• themes (i.e. ethnic).
• Food and Beverage products.
• menu presentation (i.e. graphics, layout, design).

1. To possess the ability to keep the above under budget restrictions.

1. To develop and promote creativity and to introduce innovations throughout the department to differentiate from the competition, motivate staff, encourage new business and help up-selling.

1. Provide creative inputs for the F&B marketing Calander which achieve its objectives in lines of the hotels goals and marketing plan.

Culinary Obsession

30. To consistently think about food by:

• regularly striving to improve product.
• regularly sourcing and developing new products applicable to local marketplace and regional specialities.
• successfully and continually implementing the new product in all outlets.
• review the operational learning and be able to contribute to discussion of post mortem for key business periods (eg: Festive, Valentines, Easter)

Sanitation/Hygiene/Safety

31. To be knowledgeable in the proper use of all equipment.

32. To be responsible for maintenance of equipment. Be able to liaise with hotels engineering team to identify concern areas and ensure the equipment is in working order.

33. To seek out new equipment which increases productivity and safety. Help in build a case of the use of this from a productivity and safety point.

34. To ensure the highest standards of hygiene and sanitation by:

• complying with all state/provincial regulations.
• consistently achieving full compliance with public health department standards and Minister of Health.
• ensuring proper food storage and handling techniques are utilised by all kitchen employees (i.e., cross contamination, canning).
• maintaining a high standard of personal hygiene and appearance from all kitchen staff.
• in compliance with the Hygiene guideline recommended by Four Season corporate office (Appropriate SOP, checklist, training plan and Sample testing)
• support a monthly walk through to check compliance and progress made of the previous internal and external audits.

Profit

Business Involvement

35. To balances the need for financial control with the need to remain consistent with Four Seasons’ standards and values.

36. To analyse and respond appropriately to issues raised by the Medallia, Dine plan comments

37. To support Planning Committee and Company decisions.

1. To be continually aware of current and forecasted financial/business performance and be actively involved in analysing and implementing required changes.

1. Look at opportunity to increase average check and areas help support revenue increasing opportunity during peak business periods

Cost Control

40. To effectively control costs in the areas of:

• payroll (through labour standards).
• overtime and hourly rates.
• accurate daily control of payroll records.

41. To effectively control food costs on all menu items by using Avero & Birchstreet to:

• standard recipes.
• up-to-date costs.
• purchasing specifications.
• yield tests and factors.
• menu costing and contribution analysis prior to new menu implementation.

1. To regularly conduct supplier and market inspections and visitations.

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