Executive Chef

Cherry Creek Golf Club, Shelby Township, MI

Position: Executive Chef

NATURE and SCOPE

The Executive Chef for Cherry Creek Golf Club is responsible for the appropriate management and maintenance of the main hot food kitchen, downstairs prep kitchen, all kitchen coolers, all ware washing areas. He/She is also responsible for staff knowledge with respect to proper cooking techniques, food handling, sanitation standards and all prevailing Michigan/Federal Law that accompanies the operation of a commercial kitchen. Further responsibility includes selecting, training, disciplining and evaluating Culinary Staff. The Executive Chef is expected to uphold operational policies and controls while maintaining Cherry Creek standards and interacting with the Club administration to establish and effectively address short and longer term goals. The Executive Chef is expected to uphold operational policies and controls while maintaining Cherry Creek standards and interacting with the Club administration to establish and effectively address short and longer term goals.

These representations of responsibility are not all inclusive as Cherry Creek Management and Ownership alike believes strongly in a work environment which embraces Lateral Service whereas all leaders and associates alike are expected to “pitch in,” wherever opportunity exists, regardless of one’s primary departmental responsibilities.

PERSONAL CHARACTERISTICS

• The Executive Chef shall have a neat appearance in person and in dress; and demonstrate an enthusiastic approach to his/her work.

• The Executive Chef shall possess the experience to maintain culinary operations at the highest professional level through a personal and professional commitment to Excellence.

• The Executive Chef should recognize that he/she is working in a service environment and accordingly, accept the responsibility to deliver the highest level of professional service to the Club, its guests and its internal Ladies and Gentlemen.

• The Executive Chef must possess a strong acumen for sound business planning; profit & loss responsibility; and possess the ability to communicate clearly with the Club ownership, Leadership and all hourly Ladies and Gentlemen – both in person and in writing. The requisite people skills and communications skills are paramount to integrating into and being an effective member of the Cherry Creek Leadership team.  

• The Executive Chef should be computer literate with a proven capability to work with industry specific recipe and procurement software programs as well as Microsoft applications (Word, Excel, PowerPoint etc.)

• The Executive Chef should possess unquestioned personal integrity and approach to his/her job responsibilities with the highest standard of professional ethics.

SPECIFIC AREAS OF ACCOUNTABILITY

A. Appearance, Condition and Operation of Culinary Functions:

It is the responsibility of the Executive Chef:

1. To manage the proper receiving, storing, preparation and serving of food based on the demands of business.

2. To maintain sanitation standards meeting or exceeding the State and Federal expected environment.

3. To assist the Management and Ownership team by upholding the integrity and philosophy of Cherry Creek’s business practices, always promoting Product and Service Excellence.

B. The Culinary and Stewarding Staff:

To insure that the BOH staff is effective and possessing of the prerequisite morale to meet its obligations and sustain its commitments, the Sous Chef is obligated to:

Recruit effectively within budget throughout all levels of staff; and be able to educate/train (with the help of written and video/CD programming) all crew members relative to their specific assignments, cross-over assignments, safety, Club employment policies & procedures as well as owner relations.

Develop, implement and maintain standards for stewarding that promote a clean, sanitary and above all organized culinary work and storage space(s).

Ensure proper scheduling of full-time and part-time BOH crew during the season; and the reduction of staff during the off-season in a manner that will allow the BOH staff to meet all its obligations year round in a cost efficient manner and with minimal budget impact.

Post and maintain daily work assignments for each crew member before each working day begins; to include the appropriate delegating of authority to all BOH employees on staff.

Do the necessary research/homework to best insure: (i) that staffing levels are commensurate with business demands seasonally; and (ii) that the staff is kept informed (via bulletin board postings and an in-house library) regarding educational and other career advancement programs made available by the Club and throughout the industry.

C. BOH Facility & Equipment:

It is the responsibility of the Executive Chef to manage the BOH areas and equipment inventory in the following manner:

1.    To continue the maintenance of an already established master inventory listing/record system of all china, glass and silverware products used by Cherry Creek Golf Club.

2.    To establish an appropriate preventive maintenance and daily cleaning program for all equipment to help insure that each piece of kitchen equipment operates effectively through its intended life cycle.

3.    To insure that staff is properly educated in the use of each piece of equipment via personal in-house training using JSA (Job Safety Analysis) forms. Employees not properly trained on equipment are not allowed to use this equipment without proper training and documentation thereof.

4.    To insure that all kitchen areas and equipment undergo regular cleaning and deep cleaning during the off-season (winter) months as circumstances and industry norms require.

5.    To maintain all BOH areas and the Executive Chef’s office in a crisp and tidy manner that will positively reflect the professionalism of the Culinary Department, its staff and the Club, itself.

6.    To best insure that the staff has adequate access to well-maintained restrooms, day lockers and a luncheon/relaxation area.

7.    To annually schedule an “open house” for the Executive Committee and/or the Board of Directors to tour the BOH areas – with introductions of key staff members.

8.    The Executive Chef must stay relevant with industry trends and advancements whereby assuring that Cherry Creek’s culinary operation is at the forefront of the Hospitality Industry.

9.    The Executive Chef must embrace the aforementioned advancements and embrace the concept of change including recent investment in culinary advancements undertaken by Cherry Creek in the form of Sous Vide equipment and the Rational Combination Thermal finishing system.

D. Safety:

It is the Executive Chef’s responsibility to:

1.    Effectively educate the staff regarding all applicable local, state and federal safety regulations via personal training sessions, postings on the bulletin board and an in-house library of books and video/CD programs.

2.    Insure that BOH facilities are properly equipped with all required safety equipment/stations as required and is in compliance with all MIOSHA regulations.

3.    Insure that hazardous chemicals and products are properly and safely stored in OSHA approved storage facilities complete with up to date MSDS sheets on file and in the appropriate binders.

E. Communications:

It is the responsibility of the Executive Chef to communicate clearly and effectively with the General Manager on issues including:

1.    Staff activity (FOH and BOH alike) with respect to performance, discipline, promotion recommendation and any other pertinent information.

2.    Quality attributes of products being procured, prepared and served.

3.    Equipment issues such as replacement or repair needs, additions of equipment that could promote efficiency in the work place.

4.    Activities that have taken place in the absence of the General Manager.

F. Miscellaneous Assignments/Tasks:

1.    Inspect, evaluate and above all TASTE food constantly checking for seasoning, quality, quantity and wholesomeness of products on a constant basis.

2.    Be the one minute manager. Always take time to immediately own and resolve problems as they arise, never allowing a problem to go unaddressed.

3.    At all times, the Executive Chef is required to perform his/her job and to monitor the work of his/her staff to assure that the ecological balance within all Club properties is not adversely disturbed.

4.    Finally, the Executive Chef will meet annually at season’s end with the General Manager for an appraisal of his/her past year’s performance; to identify areas where the Executive Chef must improve his/her job performance the following year; to allow the Executive Chef to preliminarily identify/recommend PIP’s (performance improvement plans,) and staffing for the following year with approximate budget supporting data; and to confirm his/her compensation arrangements for the following year(s).