Manager Toolbox DK
Shift Planning Policy
The shift plan is our cornerstone for ensuring stores operate in the best possible way. For you as a manager, it’s a tactical tool to plan optimal team positioning and maximize overall performance.
Fail to Prepare = Prepare to fail
Creating a shiftplan is about scheduling each day according tospecific weekdays, high seasons, low seasons, productivity, vacation, Team Positioning and training of Juicers through the overview Workplanner facilitates. It is also an important tool, as Juicers can view both past and upcoming shifts, allowing them to better plan their personal time outside of work. In addition, Juicers can maintain a clear overview of their expected salary based on the hours they work in the current and upcoming month.
To remain compliant, ensure reliable financial optics, and secure optimal team positioning across allstores, the following deadlines and rules apply:
- You must plan all your Juicers and Managers in alignment withtheir contractual hours every month. If you are in doubt about theircontractual hours, please reach out to the DK HR-Department.
- All templates must be created at least 1.5months in advance (e.g., November templates must be created before the 15thof September).
- All assignable – also shadow shifts – must beassigned by the 1st of the month according to contractual hours andstandards for team positioning (e.g., October shifts must be assigned no laterthan the 1st of September).
- By the 1st of the month prior, at least 75%of all OH-hours must be assigned to fixed employees, in line with theOH/BTC Report (e.g., by the 1st of October, 75% of November hours must beassigned).
- By the 1st of the actual month, 100% of allOH-hours must be assigned to fixed employees (e.g., by the 1st of October,all October hours must be assigned).
- By the 1st of the actual month, 75% of all BTC-hoursmust be assigned to fixed employees (e.g., bythe 1st of October, all October hours must be assigned). By the end of theactual month, 100% of all BTC-hours must be assigned.
If you have any other questions regarding shiftplanning, then please refer to the basic shiftplanning module from BM Training: BasicShiftplanning.
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If you are curious, you can read more about our Moneyball program and your opportunities HERE.
Purpose
To ensure a structured and efficient process for handling work-related injuries among employees in the company. The structure is designed to provide AMR, Bar-,Store- & District Managers with the necessary information to correctly report injuries to the HR department.
Reporting a Work-Related Injury
- Action: When an employee is injured, the employee or a colleague must immediately report the incident to the AMR, Bar-, Store- or District Manager by phone.
- Responsible: Employee, colleague, and HR department.
Information
- Action: The AMR, Bar-, Store- or District Manager must collect the following information:
- The employee’s full name, employment start date, and position.
- Date, time, and location of the accident.
- A detailed description of the incident and how the injury occurred.
- Description of the injury (which body part and type of injury).
- Whether the injury required medical attention (e.g., doctor’s visit, hospital, emergency room).
- Actions taken immediately after the accident (e.g., first aid).
- Any documentation (photos, reports, etc.).
Reporting to Insurance
- Action: Within 24 hours of collecting the information, the AMR, Bar-, Store- or District Manager must report the work-related injury to Eyüp Polat via email so it can be reported to the insurance company.
- Responsible: AMR, Bar-, Store- or District Manager & Eyüp Polat.
Documentation and Reporting
- Action: All communication and documentation related to the work-related injury must be recorded in the company to ensure transparency and proper follow-up.
- Responsible: Eyüp Polat.
Follow-Up andEvaluation
- Action: After the work-related injury, the employee’s condition must be followed up on, and a discussion must be held about safety measures to prevent similar incidents in the future.
- Responsible: District Manager, and HR department.
C-Suite
Purpose
To ensure a structured and efficientprocess for handling long-term sick leave (four weeks or more) among employeesin the company. This structure is designed to provide Bar-/Store- and District Managers with the necessary information and create a systematic approach forfollow-up and communication.
Reporting Long term Sick Leave
- Action: When an employee calls in sick, the responsible Store/bar Manager or DistrictManager receives a start date for the sick leave period via a medicalcertificate/record.
- Responsible: Employee and Bar-/Store-, or District Manager.
Follow-up/Communication
- Action: Scheduled follow-up call or meeting every 2 weeks to get an update on the duration of the absence and any expected changes. A written summary on E-mail on any agreements should be conducted.
- Timing: Every 2 weeks during the sick leave period.
- Responsible: Store/District Manager and People Manager.
Documentation and Reporting
- Action: All communication and updates are documented via E-mails. Eyüp Polat to ensure transparency and a proper sick leave reporting.
- Responsible: Store-/District Manager and Compliance Manager.
Status Meeting and Evaluation
- Action: Hold a brief status meeting after 4 weeks of sick leave to assess the employee's situation, support needs, and any additional actions needed. This should also include a summery on E-mail with the included parties
- Timing: After 4 weeks of sick leave.
- Responsible: People Manager and District Manager
End of Sick Leave Period
- Action: Upon the employee’s return, a short conversation is held to discuss start-up, flexible working hours or task adjustments.
- Responsible: Store-/District Manager & People Manager).
The juicer request and planning process is the foundation of everything at Joe. Without proper planning, we cannot accurately identify our recruitment needs. The process of requesting a juicer is simple — but very important.
Step 1: Talk with the team
- Review your team’s current hourly needs.
- Are the juicers working their preferred hours?
- Has anyone shared that they will start studying soon or planned any longer vacations?
Step 2: Manager communication
Before rushing into a decision about hiring a new juicer,always align with your District Manager.
- Sometimes, another store has a juicer who has requested a transfer.
- This should always be the first option before opening a new hire request.
- This ensures we don’t overhire when existing hours can be covered.
Step 3: Draft the training plan
- Once you’ve confirmed there are enough hours available (minimum 20–25 per week) in your shift plan, create a draft training plan.
- When the draft is complete, you are ready to request the new juicer.
Step 4: How to make the request
- Send an email to the Head Recruiter with the subject line: Juicer Request (Store Name) (Week)
- Wait for confirmation from the recruiter before proceeding.