KEY MANAGER JOB DISCRIPTION
ROLE OF DISTRICT TRAINING MANAGER/ KEY MANAGER:
The District Training Manager (DTM) must be a partner with the District Manager and assist with the operations of the district. The DTM must help improve the overall operations of the district, develop strong client relations, and be instrumental in the development of the management team. In addition the DTM will be responsible for independently overseeing 4 – 6 facilities representing HCSG as a District Manager.
GOALS AND OBJECTIVES:
I. To allow yourself the opportunity to be a DTM you must continue to consistently run a Model Account.
a. The facility must meet the Model Account Standard
b. Must have strong client relations to allow DTM to be out of the facility 2 – 3 days per week
c. Develop a strong Assistant Manager or Trainee that is capable of running the facility in your absence
d. All systems and procedures are completely in place and followed each day
II. Independently oversee 4 – 6 facilities. You are representing HCSG as the District Manager and must be confident and knowledgeable. You must be viewed by the client as a professional and assist the Account Managers to meet our standards. Providing the client with a clean facility must be a “given” and is the foundation to a strong, independent district.
a. Visit each facility weekly completing the Weekly Tour Sheet. Establish goals and objectives for Account Manager. Review the tour and objectives with the Administrator. Do not compromise on our standards.
b. Conduct a monthly Unit Inspection (UI) to continuously improve the quality and achieve the Model Account standards. Establish objectives for the Account Manager and review the UI with the Administrator. All HCSG systems and procedures should be in place and consistently followed.
c. Provide weekly follow up and support to Account Manager in staff training and developing an Assistant Manager.
d. Be available with opening new accounts and assisting with hot spots.
III. Recruit and develop a strong management team. This is the key to your success of independently running your area. You are only as good as the management team you surround yourself with. Your team is a reflection of you as a leader.
a. Work with the Regional Training Manager (RTM) in conducting weekly interviews. All Training Centers in your district must be consistently filled with quality management candidates. Having the training positions filled provides you the opportunity to make management moves and changes as necessary. This allows you to be proactive not reactive with your management decisions.
b. Develop a management team that will assist you in growing your area into a full district. Everyone benefits from the growth. Your management team should consist of strong Account Managers, Key Managers that can assist with the operations of the facilities, and DTM and DM candidates that can assist you in growing and running a full district and future opportunities.
c. Require each facility to have an Assistant Manager. This person must be capable of fulfilling the Assistant Manager’s job description. It is also an avenue for management development provides your area with future Account Managers that are experienced and loyal to you and the district.
d. Conduct a district meeting each month to provide your management team a continuing educations program. The meeting should be informative and professional. This is an opportunity for you to be viewed as a leader. You should help the DM organize and conduct the district meeting.
IV. You must have strong client relations to be successful. Your relationships within each facility are key to your success as a DTM and future DM. You must be viewed as a problem solver – the person that the client can go to if the Account Manager cannot solve their concerns. You are the “Standard Barrier” and must be the main representative of the company to the client.
a. During your visits to the facilities you must have contact with our clients. This is the opportunity for you to develop your relationships and make an impression on the clients. Your schedule has to be planed around the clients and make appointments if you need to ensure you are able to talk with the client.
b. Your management team is crucial in assisting you in developing a good relationship. Clean facilities and quality service daily are the foundations to a good relationship.
V. As the DTM you will be responsible for the financial performance of the facilities you oversee. We micromanage every penny. A quality service along with strong client relations and management development translate into a cost effective operations.
a. Controlling payroll costs is the most important job you have in managing the financial performance of each facility. This is the largest cost to each facility and it is in your best interest to closely monitor how it is spent. Payroll is the summary of all the money spent to perform the work in your area.
i. Payroll is collected every 2 weeks by you on Sunday and forwarded to the Divisional office based on the payroll schedule.
ii. All New Hire paperwork is completed the opposite week of payroll.
iii. You should review the Payroll Reports for errors or discrepancies and report them to the Regional Manager.
b. All payables and expenses should be submitted on a timely basis to reflect the accurate operations of each facility and to ensure accurate financial reporting.
c. You are responsible for developing the budgets for each facility. This is done by writing a Cost Quote. Anytime you need to change a budget you should write a cost quote, review it with the Regional Manager, and submit it to corporate. All changes must be submitted prior to the end of each month to be effective for the next month.
d. It is your responsibility to ensure the billing for each facility is accurate. Billing can be adjusted by using the Billing Change Request form.
e. On a monthly basis you should review the Health Insurance Audits for accuracy.
f. After completing the final payroll for the month you will provide to the Regional Manager a Projection of how you estimate each facility will perform financially. Your Projection should accurately reflect revenue, payroll costs, and expenses.
g. Each month you will attend the Regional Meeting to review the performance of your area. The meeting is intended for you to provide a comprehensive review of your area – operations, client relations, management development, and financial. For the financial portion of the review you will utilize the information provided on the Monthly Profit & Loss Statements. You will need to do a thorough review of the Sales and Purchases journals and the Profit & Loss Statements prior to the meeting. This is the report of how your area performed under your leadership.
i. At the meeting you should have the following information
1. professional presentation based on the Regional Meeting outline
2. District meeting date
3. monthly Unit Inspections for each facility
4. Linen inventory
5. Monthly Report
ii. Explanation for any facilities missing budget
The successful performance of your area is a reflection of your ability to accomplish the objectives.