The next general manager hired before the last one gives notice.
With your leadership, we write a scorecard for each management role before it opens: the numbers the role is judged on, and the traits your best people in it already share. Every candidate is scored against it.
A management candidate gets two interviews on the scorecard, the second with the CEO or a peer GM when the role is a GM or chef, and the hire is the director of operations’ call.
Interviewers compare notes the same day, and a candidate moves forward only on a clear yes. Hourly hires are the GM’s to sign off.
Tell us what’s breaking.
Bring the roles open now and your last five hires.
Book a call with Jon (opens in a new tab)Start with an install
The install builds the scorecards, the interview steps, the hiring par and the tracker, and your team runs them from the handoff date set in the scope. This engagement adds the manpower plan, hourly pay ranges by job code, direct sourcing for GM and chef roles, and the recruiting for a new unit.
Every position carries a hiring par.
Each position’s hiring par comes from the schedule: the minimum each shift needs for its band of projected sales, the stations or sections, the shifts one person works, and an allowance for the people who will leave.
The par shows which roles need candidates in reserve, so interviewing stays on every manager’s calendar, in open blocks at a set time and place, even when the unit is fully staffed.
Each week your managers review every position’s par alongside the interviews held and the reason logged for every no. For a GM or chef, the reserve is the runners-up from the last search, who get the first call when the role opens again.
Your GMs and leadership find the candidates, working from the hiring par and the tracker we build with them.
Example scope of work
Examples of what the scope can include; yours is written to the problem you bring.
The plan
- Read of the last hires: where each came from, who interviewed them, how long they stayed, and what the ones who washed out had in common.
- Manpower plan tied to volume: the management roles each unit carries now, the ones that wait until sales support them, and each role’s recruiting lead time.
- Hiring par and tracker by position: hires held against the par, the interview trail, reserves and early exits, sent to the director of operations daily during an opening.
- Hiring decision rights by title: who approves each director, GM, chef and other salaried hire, written down before the first search opens.
Management hires
- Scorecard for each management role: the job description, every posting and the interview questions drawn from it.
- Management hiring in writing: a job-by-job career walk, interviews on the scorecard’s outcomes, reference calls and a probation review against the scorecard.
- Direct sourcing for GM and chef roles: a first-contact message from your leadership to managers working elsewhere, tied to a named vacancy or a new unit.
Hourly hires
- Hourly hiring in writing: a values form with anchors for every interview, and a two-step hire (a manager’s interview on the values form, then a short GM interview that decides within the day).
- Hourly pay ranges by job code: kitchen tiers tied to the stations a cook can run, and every change approved by the GM and the director of operations.
A new unit
- Opening recruiting plan: wages set by position, then postings, a hiring fair and interview blocks dated back from opening day, with recruiting teams by market.
- Recruiting deck for a new unit: the brand’s story, its values in practice and what the new location offers the people who join it, shown at the hiring fair and drawn on for every posting.
How it runs: a standing weekly call with your director of operations and GMs, the first live interviews joined by video where possible, and on site where the work needs it.
Fees are set by the scope and the value of the outcome, agreed before the work starts, with any time on site built in, never by the hour, the day or the visit.
The order of the work
| Step | What happens |
|---|---|
| 01 | The GM and chef scorecards are written first, and the first search runs on one of them |
| 02 | Your managers score the first candidates with us beside them |
| 03 | The scorecard is revised from why each candidate was turned down and from the first hires’ probation reviews |
| 04 | Done when a search runs from the posting to the offer without us |
If this is the problem, bring it.
The call works out where the fix starts.
Book a call with Jon (opens in a new tab)Common questions
Aren’t you just a recruiting agency with a different name?
What happens if a hire doesn’t work out?
Who runs it
RANGE was founded by Jon Peck, who spent twenty years running multi-unit restaurant groups: eight brands built and scaled, twelve openings across six concepts in three years, and more than $100 million of annual P&L owned.