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Introduction
BMM Manual
Introduction
Welcome and Congratulations on being selected
to Lead Bakery Operations for your Market.
Welcome to the Panera Bread family! We are excited that you have joined the
Bakery Operations Team.
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The BMM Manual is designed to help guide your learning and development as a
new BMM. It contains information about every aspect of your new position, with
standards for performance and best practices on how to achieve the highest
performance from yourself and your baking team.
As a Bakery Operations team member, you will find the pace fast and demanding
at times. Panera will challenge you! Your flexibility and patience will be
instrumental to our success. It is exciting to be vital part of a great company
experiencing explosive growth. Not everyone is fortunate enough to experience
this opportunity in his/her professional life. Be sure to “stop and smell the bread”
along the way and share it with your family and friends!
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Lastly, we want to remind you that we don’t use cash registers in Bakery
Operations. Our entire purpose is to support our bakers - the foundation of our
business. In addition to supporting our bakers, you will also support the retail
managers and associates. Our associates in the bakery-cafes are not an
interruption of our work; instead - they are the purpose for it! They are our true
customers. Let’s never lose sight of that fact.
Bread is our passion, soul & expertise!
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BMM Manual
Introduction
Table of Contents
Introduction ................................................................................................................... 4
Bakery Market Manager Roles ........................................................................................ 4
BMM Performance Expectations ..................................................................................... 5
BMM Development Calendar – Internal Candidate ......................................................... 6
BMM Development Calendar – External Candidate ........................................................ 7
A Night in the Life of a BMM............................................................................................ 8
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Prioritization Exercises ................................................................................................. 9
Nightly Market Log ..................................................................................................... 12
BMM Checklist ........................................................................................................... 13
People .......................................................................................................................... 15
Who’s Who in the Baking World .................................................................................... 16
Recruiting Resources .................................................................................................... 19
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Interviewing Process ..................................................................................................... 20
New Hire Administration – Co & JV Only ...................................................................... 23
Placing New Hire Baker Trainees ................................................................................. 26
Baker Team Learning & Development .......................................................................... 28
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Baker Training ............................................................................................................ 29
Baker Training Schedule Overview – BMM Role .................................................... 29
Developing a Great Team of CBTs ............................................................................ 32
BTS Development ...................................................................................................... 41
BTS Tour with BMM – the Details ........................................................................... 42
BMM Self-Development ............................................................................................. 45
Ongoing People Development: Retention/Team Building ............................................. 46
Baker Career Path...................................................................................................... 48
Giving Feedback ........................................................................................................ 52
Performance Assessment .......................................................................................... 54
Reward & Recognition................................................................................................ 57
Attending/Conducting Meetings and Training Sessions ............................................. 58
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Introduction
PEGS ............................................................................................................................ 59
Managing Product Quality ............................................................................................. 61
Trouble Shooting Product Issues .................................................................................. 62
Completing Calibrations ................................................................................................ 63
Calibrating our Calibrations ........................................................................................... 65
Organization and Cleanliness ....................................................................................... 70
Providing a Safe Work Environment.............................................................................. 71
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Great Service ................................................................................................................ 73
Building Relationships ................................................................................................... 74
Cost Balancing ............................................................................................................ 76
Managing Equipment Maintenance & Service............................................................... 77
Labor Management ....................................................................................................... 80
Food Cost Management ................................................................................................ 86
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Profit & Loss .................................................................................................................. 87
Administration ............................................................................................................. 88
Staying in Contact ......................................................................................................... 89
Be the Boss of your Computer ...................................................................................... 93
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Forms ............................................................................................................................ 94
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Introduction
Bakery Market Manager Roles
Leader
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The Bakery Market Manager’s passion for bread inspires and motivates the baking team and managers
across the bakery-cafes. The BMM recognizes the strengths and weaknesses of the bakery team, and
constantly strives for improvement. This is achieved by leading the effort to work together to provide the
best quality products through hiring, training, and retaining the best team of bakers within Panera.
Communicator
The Bakery Market Manager is a proactive liaison and focal-point connecting bakery-cafes, bakers, the
FDF and the Support Center. The BMM communicates new product news and knowledge, ensuring
effective product implementation and in-store success.
Operator
Constant Learner
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Responsible for all the baked products and goods in a
multi-unit environment. Ensures all performance
evaluations are completed, products and quality
standards are executed, and done so consistently
throughout bakery-cafes.
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Always learning and growing, the BMM seeks help,
knowledge and self-awareness with the commitment to
improve personal performance and knowledge in ways
that can enhance the success of the bakery-cafes.
Ultimate Expert
While the Bakery Market Manager has no regularly assigned baking responsibilities, the passion for
quality breads and baked goods is personified in the role. Whether through forays into the bakery or in
the passion with which information is conveyed, it is clear that the Bakery Market Manager is connected
to and expert in everything in the bakery oven.
Team Captain
Clearly leads the baking team with enthusiasm and generates commitment to get the job done right. Sets
the pace and agenda for all baking initiatives; recruiting, training, planning, production, and high quality
assurance standards. Assigns responsibility and ultimately accepts responsibility for positive and
negative outcomes.
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Introduction
BMM Performance Expectations
Champions the Panera Brand
Lives Cultural Values – is a role model; inspires bakers through leadership
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No Jerks – Our relationships are based on respect and honesty
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Rule #1 – We form a connection through our authenticity and service
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No Shortcuts – We get the tough stuff done with optimism and mastery
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Profit Provides Possibilities – Profit sustains the growth of our concept and our people
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Upholds Concept Essence – Passion for Panera is a way of life; Enthusiasm for the Brand
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Bread is our Passion, Soul and Expertise
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We Build Trust through relationships with our customers and communities
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We are an Everyday Oasis for our customers
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We are a guide to discovering the warmth and energy of a lifestyle enhanced by bread
Ensures Operational Excellence through Execution of “PPC”
People (staffing levels and baker training completion)
Oversees implementation of orientation and training programs for all new bakers
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Recruits & staffs for existing & upcoming openings, maintaining proper staffing levels in order to meet
market/team bakers labor %
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Ensures effective communication throughout assigned district through regularly scheduled meetings
with bakers, touring with retail DM and attending monthly market meetings
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Ensures retail & baker satisfaction through continuous emphasis on Rule #1, ongoing coaching and
effective and timely responses to feedback & concerns
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PEGS (product quality/consistency, clean and organized bakery area, quality service to retail operations)
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Provides ongoing developmental feedback and coaching to bakers, trainers & BTS; reviews
performance on a period basis
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Communicates product quality & equipment issues to QA Hotline, FDF, Regional Baking Support
Manager and Retail DM
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Monitors and documents overall baker product quality and consistency, sanitation and efficiencies
through weekly visits and calibrations
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Ensures adherence to Bakery Operation & Company standards, policies & procedures
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Role models and requires open communications and teamwork between baker & retail operations
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Establishes and maintains open communications with Fresh Dough Facility Manager, including
monthly tours and/or meetings
Cost Balancing (effective management of controllables, especially labor and $ per hour)
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Knowledgeable in all food safety requirements and standards
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Meets or exceeds labor targets through accurate labor scheduling and tracking
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Assists with Food Cost Management through a focus on food cost control points with bakers and BTS
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BMM Development Calendar – Internal Candidate
Wednesday
Thursday
Friday
Saturday
Sunday
Monday
Tuesday
FDF
Refresher
Training
FDF
Refresher
Training
Week 1 –Orientation/FDF Refresher and BMM Training
Planet
Bread
BMM
Training
BMM
Training
BMM Manual
Pre-work
Meet
w/RBOM
Tour w/RBOM
& DM/JV
Partner
BMM
Training
BMM
Training
BMM
Training
Week 3 – BMM Training
BMM
Training
BMM
Training
BMM
Training
BMM
Training
BMM
Training
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Training
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Training
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Week 2 – BMM Training
Week 4 – BMM Training/Development
Situational
Leadership*
Situational
Leadership*
BMM
Training
BMM
Training
BMM
Training
BMM
Training
BMM
Training
PR
Focus*
Week 5 – BMM Development
BMM
Training
BMM
Training
*Note: Multi-Unit Management (MUM) Training (Focus, and Situational Leadership) will be scheduled when offered
during the BMM Training period.
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BMM Manual
Introduction
BMM Development Calendar – External Candidate
Wednesday
Thursday
Friday
Saturday
Sunday
Monday
Tuesday
Weeks 1-5 – Baker Training
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Complete the 5 Week Baker Training Program as designed
Pass 2 Demo Bakes
Positive Weekly Evaluations
Pass the Baker Final Exam with an 85%
Week 6-7 – Baker Experience
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 Bake for 2 weeks Solo
 Receive at least a 90% on Calibration completed at the end of the third week.
Week 8 – FDF Training and Retail Experience
FDF
Training
Open Shift –
retail
experience
FDF
Training
Week 9 - BMM Training
BMM
Training
Week 10 – BMM Training
BMM
Training
BMM
Training
BMM
Training
BMM
Training
BMM
Training
BMM
Training
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BMM
Training
Close Shift –
retail
experience
BMM
Training
BMM
Training
BMM
Training
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Week 11 – BMM Training/Development
BMM
Training
BMM
Training
BMM
Training
Dough 101*
Dough 101*
BMM
Training
BMM
Training
BMM
Training
BMM
Training
Week 12 – BMM Training/Development
Focus*
Situational
Leadership*
Situational
Leadership*
Week 13 – BMM Development
BMM
Training
BMM
Training
BMM
Training
*Note: Dough 101 and Multi-Unit Management (MUM) Training (Focus, and Situational Leadership) will be
scheduled when offered during the BMM Training period.
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BMM Manual
Introduction
A Night in the Life of a BMM
Your BMM trainer will be an invaluable resource to you! They will teach you all that you need to know
and give you the opportunity to watch them in action.
Being Proactive
The secret to being a great BMM is learning how to be proactive! What do we mean by that? If you stay
ahead of all of the challenges that come your way – you will either avoid them altogether or you will be in
a better position to respond to them.
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The key is to avoid being in situations where you have to be reactive. When you are reactive you are
forced to make the best choices you can – and sometimes the choices are really not choices at all. Don’t
compromise your high standards by “making do” with a situation.
Throughout your BMM Training you will learn how to put systems in place that will enable you to be
proactive – about everything from staffing and training to managing product quality while keeping your
labor dollars right where they are supposed to be.
Nightly To-Do List
Are you a list maker? Do you have a calendar of events that you follow? If not, we recommend you
create a master calendar to follow.
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Of course, things change and you will have to make adjustments. But, when you do, you will have your
calendar in front of you to see that item X has to be rescheduled. Item X won’t get lost in the shuffle of
everyday business!
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Thursday, June 21st
 Check Attendance
 Check voicemail and email
 Check Pan up amounts
 Complete labor tracking (actual pan up amounts
entered)
 Make any Scheduling adjustments based on:
 schedule changes (baker sick, etc.)
 pan up amts (big order for cafe #1068 – need to
add a helper)
 labor tracking (Jose is close to overtime – need to
add a helper there, too)
 Calibration on Bobby
 People time
 Follow-up with Sue (new Baker – BTS just completed 30 day Calibration and she may need a little
encouragement!)
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BMM Manual
Introduction
Prioritization Exercises
As a BMM you are a Decision Maker. You will be making decisions all night long, every night!
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You will learn about day to day bakery operations decisions with your BMM Trainer and through trial
and error.
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The following are some typical situations that may arise in any given night. Although, they will rarely
occur all at once as listed in the exercises below! Which “issue” will you address first? Which will
come second?
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There is a list of potential issues that may arise along with potential solutions for each, you can find
the solutions in the baker library on harvest, the file called “Bakery Operations Situations”.
Prioritization Exercise #1
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It is 10:15 pm and you are starting your night. Your BTS, Linda, is scheduled tonight as well and is
completing a Demo Bake with Bobby at cafe #1067.
You become aware of the following issues:
Priority
Problem
Solution
No one is answering the phone at cafe #1070.
You check the schedule and see that Miguel
should be there. He is never late. Hmm…
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Sue just called and said that she doesn’t have
enough cinnamon rolls for a special order she
has… you make a note to talk to her about
checking these things in advance (she is still a
new baker, after all) – but in the meantime you
have to find some cinnamon rolls.
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Sam told you that his last check was wrong.
He was shorted 5 hours. You will have to look
into that. You vaguely remember a problem
with his clocking in and out. Darn – you
thought you had fixed that!
Linda, your BTS, tells you that the new baker
trainee has some serious body odor.
Apparently, the CBT, Frank, has noticed
before tonight but has not mentioned it. Your
question – why hasn’t Frank mentioned it –
why hasn’t Linda noticed before now?
Hmm…
Which situation do you handle first, second, third… and what will you do about each?
Put the number (e.g. 1, 2, 3, 4) in the “Priority” column first and then write how you will handle each
situation in the “Solution” column. If you need help with the solutions, discuss with your trainer and refer
to the Bakery Operations Situations file.
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Introduction
Prioritization Exercise #2
It is 10:15 pm and you are starting your night. Your BTS, Linda, is off tonight.
You become aware of the following issues:
Priority
Problem
Solution
Sam says that his rack oven is not turning on.
He has already tried the reset button – and
checked the breaker. You hate Sam’s oven.
He hates it, too!  Many problems with that
oven…
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Ramesh hurt his hand pulling a rack out of the
cooler. He said that the door spring is tighter
than it has been and he wasn’t expecting it to
shut so hard. It crushed his hand against the
rack and he is not sure whether or not he
broke something. Side note, Ramesh is
baking in your highest volume cafe so you
can’t replace him with just anybody!
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Abdoul, a CBT, called to tell you that his baker
trainee, Craig, hasn’t shown up yet. Abdoul
thinks he may have quit. You think – why am
I just now finding out that there may be a
problem with Craig? Note to self – must
discuss with Linda (BTS).
Sue says she can’t find any onions cut for
focaccia. In fact, she says she can’t find any
onions at all. (but, since she is new, you are hoping
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that she just doesn’t know where to look!)
Miguel tells you that the closing manager, Iris,
yelled at him about being in the way. As if!
He is just doing his job – or trying to! This is
not the first time that Iris has been abusive.
Miguel is very upset.
Which situation do you handle first, second, third… and what will you do about each?
Put the number (e.g. 1, 2, 3, 4, 5) in the “Priority” column and then write how you will handle each
situation in the “Solution” column. If you need help with the solutions, discuss with your trainer and refer
to the Bakery Operations Situations file.
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Introduction
Prioritization Exercise #3
It is 3:00 am and you are having a quiet night so far! You’re glad – because the last couple of nights have
been kinda nuts! On a side note - your BTS, Linda, is following up with Abdoul. Craig, the baker trainee,
was a no-show last night. What went wrong?
You become aware of the following issues:
Priority
Problem
Solution
Bobby’s proofer is not working. It was working
– but then it just konked out. That is a new
cafe – the proofer shouldn’t be going down!
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Sue admits that she can’t find the pan up
sheets for today or tomorrow and is just
hoping that what the FDF delivered is correct.
Frank doesn’t have enough rosemary that is in
good condition.
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Linda calls to tell you that she went to followup with Jose (after his low level 2 calibration you
completed last week) and found a bottle of Jack
Daniels in the trash can (between the side of the
can and the liner). She wouldn’t have found it at
all – but she was helping out and wanted to
empty the trash. She said that Jose threw a fit
about her changing the trash – which she
thought was odd. Now, she knows why. She
wants to know what she should do.
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Now it is 5:00 am – and yes, there is more!
Julie, a manager, calls to tell you that she
suspects that Sam is stealing roast beef from
the cafe because she did an inventory the
night before and there were two cases and
now there is only one case this morning!
Tim, a manager from a different cafe, calls to
tell you that not only was the alarm not set,
but the back door was open. He wants you to
know – because Bobby isn’t normally so
careless – so what is going on!
Which situation do you handle first, second, third… and what will you do about each?
Put the number (e.g. 1, 2, 3, 4, 5, 6) in the “Priority” column and then write how you will handle each
situation in the “Solution” column. If you need help with the solutions, discuss with your trainer and refer
to the Bakery Operations Situations file.
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Introduction
Nightly Market Log
Shift Beginning Date/Shift Ending Date: __________/__________
10pm Call Around
Cafe #
Scheduled Bakers
Late/Absent
Pan-up Amt
Manager
1.
2.
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3.
4.
5.
6.
7.
8.
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Comments
6am Call Around
Cafe #
Issues?
Baker Time Out
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1.
Manager
2.
3.
4.
5.
6.
7.
8.
Comments
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BMM Manual
Introduction
BMM Checklist

This PPC focused checklist will help you spend quality time in the bakery-cafe with your bakers –
allowing you to be pro-active!
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You should average 3 bakery-cafe visits per night with each visit at a minimum of 2 hours in order to
spend quality time with your bakers and trainees.
People
 Check baker uniform compliance.
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 Ask the baker if there is anything you can do for him/her. (Sometimes the smallest things make a huge
difference.)
 Help establish or maintain open communication/teamwork between the baker and
manager/associates.
 Schedule a “sit down” session with the baker and manager at least once a period to discuss product
quality, satisfaction & relationship between both parties.
 Ask baker if they are enjoying their job. If you ask in a sincere manner, they will appreciate that you
care enough to ask and that it is important to you that they are happy! 
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PEGS
 Give feedback to baker on their performance/quality of product (compliments, too!)
 Between 6-8am, review product quality with the baker and opening manager – giving praise when
appropriate. This is a great way to educate our managers on product quality, too!
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 Review baker’s area organization and sanitation (check cleaning schedule to ensure all duties are completed.)
 Check the following equipment:
 Rack & Deck Ovens – lights work, bakes evenly, steams properly and in overall good repair.
 Proof Box – proper heat & humidity, clean filter and drain, in overall good repair.
 Cooler – proper temperature, humidifier working.
 Freezer – proper temperature, no ice build up.
 Racks – in overall good repair.
 Check that bake off is organized and condensed for the associates.
 Address any equipment issues, safety or overall sanitation/organization concerns with the opening
manager (try to find resolution for both sides without placing blame).
Cost Balancing
 Review baker’s efficiency; ensure bake-off is completed within desired timeframe.
 Demonstrate how to improve efficiency while maintaining product quality (do not vary from company specs
and procedures!)
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People
BMM Manual
People
People
We are in the People Business
You have probably heard people say – “we aren’t in the restaurant business –
we are in the ‘people’ business”… it is so true. It is all about your people.
As a leader, it is up to you to select the right people, ensure they are trained
properly to help them be successful and to give them continuous feedback on
how they are doing.
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In a multi-unit position, such as the BMM position, you have to develop the skill
to work through your people. Your ultimate responsibility is to have the proper
amount of outstanding baked goods at all of your bakery-cafes each and every
morning – you certainly can’t do it by yourself!
This section of your manual contains information that will help you learn how to
select the right bakers, identify potential trainers and manage the learning and
development of your team.

Who’s Who in the Baking World

Developing a Hiring Plan

Interviewing

New Hire Administration
Training

Baker Training Program

MIT Baker Training

CBT Certification & Development Program

BTS Certification & Development Program
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Staffing
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Ongoing People Development: Retention/Team Building

Baker Career Path

Giving Feedback

Performance Assessment

Reward & Recognition

Meetings
Study after study has shown that people don’t stay with a company – they stay with their boss! People
need to feel important and valued. Feeling valued is the #1 thing people want in their job – not money or
position – but to feel good about themselves and the job they are doing.
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BMM Manual
People
Who’s Who in the Baking World
It takes many of us to prepare the highest quality baked goods every day in over 1000 bakery-cafes
across the country! This is quite a Career Path, too! (Please find a more detailed Career Path later in this section)
Helpers
The BTS trains a Helper for 3 days. They will travel between bakery-cafes to work with bakers on pan-up,
bagels, and Focaccia. They receive instructions from the bakers. (No time limit)
Baker Trainee
Certified Baker
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A Baker Trainee is in training to become a baker. They will work with a Certified Baker Trainer (CBT) and
their BTS on all aspects of baking such as bench work, proofing, and baking. They are in training for 7
weeks (2 weeks Baking Orientation + 5 weeks Baker Training) with an additional 90 days in position as a baker
working towards certification.
All bakers are responsible for working at night. They will work with frozen dough, fresh dough, preparing
the product for the next day bake off, shaping, pan-up, proofing, scoring, topping, baking, finishing, and in
some cases, ordering. They are also responsible for cleaning and organizing the baker’s area. They work
alone most of the time. They give instructions/guide helpers and communicate any issues with bakerycafe managers. (One-year time limit to become a Senior Certified Baker)
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Senior Certified Baker
A baker with tenure willing to float throughout the market; a highly skilled level 3 baker. (No time limit)
Certified Baker Trainer (CBT)
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A highly skilled baker that has a passion for training others. Responsible for the training of new bakers
and managers. (No time limit)
Baker Training Specialist (BTS)
He/she is an elite trainer that is responsible for all the training that goes on within their baking team
including certifying new CBTs. The BTS also covers for the BMM on their days off. (No time limit)
Bakery Market Manager (BMM)
The BMM is ultimately responsible for the consistent quality bake offs at each of the bakery-cafes within
his/her market. He/she maintains a well trained, full complement of bakers to meet the needs of his/her
bakery-cafes. Role models a passion for baking and the preparation of the highest quality baked goods
while managing the scheduling of bakers and labor dollars used.
Regional Baking Support Manager (RBOM)
The RBOM simultaneously supports several markets with baking expertise, passion for high quality
products, and coaching/feedback for BMMs and their baking teams. The RBOM informs their markets
about new baker learning initiatives as well as new product rollouts.
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BMM Manual
People
Staffing
One of the most important elements of running a successful baking team is having the right amount of
well-trained and motivated bakers. To be successful, you must learn how to recruit and retain quality
bakers on an ongoing basis.
Keys to Maintaining Proper Staffing Levels
Always consider hiring a quality candidate, regardless of your current staffing levels.

Take care of your current bakers, especially the highest performers!

Create an atmosphere that proves that Panera is an ‘Employer of Choice’.

Actively “work” your Hiring Plan.
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Creating your Hiring Plan
Knowing your staffing needs and recognizing the impact under or overstaffing has on your team is the
first step in creating your Hiring Plan.
Understaffing - will affect morale, effectiveness, product quality, and interaction with associates and
managers.

Overstaffing - will affect your team because bakers will not be able to work enough hours and may
look for employment elsewhere!
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
When calculating staffing needs, consider the following factors:
Seasonality (holidays, school start and end dates)

Vacations

Bake off volumes (high volume bakery-cafes will need more support)

Bakery Mix and Celebrations

Bakery-cafe openings within the next 120 days
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
Staffing Calculation Examples
Example 1: Based on a team with average bake offs of $2000
Current
Bakery-Cafes
(opening within 120 days)
Projected
Turnover
# of bakery-cafes X 1.8
# of new bakery-cafes X 1.8
# of bakers X 25%
8 X 1.8 = 14.4 or 14
1 X 1.8 = 1.8 or 2
16 X 25% = 4
14
2
4
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New Bakery-Cafes
Fully
Staffed
20
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Example 2: Based on a team with average bake offs of $2500
New Bakery-Cafes
High Volumes
(opening within 120 days)
(helpers)
Projected
Turnover
# of b-cs X 2
# of new b-cs X 2
# of b-cs > $2700 X 1
# of bakers X 25%
8 X 2 = 16
1X2=2
2X1=2
20 X 25% = 5
16
2
2
5
Fully
Staffed
25
O
F
Current
Bakery-Cafes
Tips for New Markets or Markets with a wide geographic area (40-60 miles apart)
Hire at least 3 bakers for bakery-cafe openings, possibly 4. This creates a buffer if you have a higher
than expected volume or a baker doesn’t make it through training.

If opening a second bakery-cafe consider moving one of your more experienced bakers to the second
bakery-cafe and train a replacement baker for the first bakery-cafe. If this is possible it will take some
of the pressure off of the opening at the second bakery-cafe in your market.
O

Actively Work your Hiring Plan
Having a properly staffed team will allow you more flexibility
with the schedule, improve team morale, and contribute to
better baker-retail relationships.
PR

18
Review your staffing needs on a weekly basis.
 Begin recruiting for new opens 3-4 weeks before you need
the new baker(s) to start.

Always be on the look-out for great new people!
 If you have an underperforming baker, work with them to
help them improve. But, to be safe, you should begin
recruiting a replacement in the event that the baker’s
performance does not improve.
 Don’t allow yourself to get too cozy. It is the nature of the
business that as soon as you have enough people and they
are happy and performing well – something happens.
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Recruiting Resources
So, you have a Hiring Plan – now where do you go to find your next baker? The key to successful
staffing is to always be recruiting. Ongoing recruiting will allow you to be more selective with
applications you receive, rather than scrambling to find bakers when you are short staffed.
Associate/Mgr
Referrals
Newspaper Ads
Signs/Bulletin
Boards
Ask your high level 2/3 bakers if they know anyone who would like to become a baker! To help
encourage baker referrals, use baker referral bonus program. For more information, talk with
your DM/JV Partner.
Another great resource is referrals from associates and managers. Please find an example of
a Referral Bonus Flyer in Harvest baker library.
O
F
Baker Referrals
This can be very effective for attracting quality applicants, but can also be costly. Print
advertising reaches a broad audience of people quickly. Print advertising will require the
approval of your DM/JV Partner.
This method is very popular because it is cost effective. Signs are moveable and reusable.
Hang an eye-catching sign in one of the front windows of each of your bakery-cafes. Move the
signs around or occasionally take them down, so they do not become ineffective.
O
Place signs on the bulletin boards in the bakery-cafes, in your local grocer, or other local
neighborhood bulletin boards.
A new way to post jobs is through the Internet using sites such as Craig’s List. This is a
nationwide website which will allow you to place a job posting for FREE. Some Internet job
posting sites are not free; check prior to using.
Business Cards
You never know when you are going to meet a person that could be your next “best” baker.
Have business cards with your name and phone number on them to hand to potential baker
candidates!
PR
Internet Posting
Colleges and
Universities
Local colleges and universities can be excellent places to recruit bakers and helpers. Place
flyers on campus bulletin boards.
Government
Employment
Agencies
These agencies have access to a large number and variety of applicants who are unemployed
or looking for another job. To get referrals from them, you must list your openings with them.
It’s best to do this in person. Call your local gov’t agency and make an appointment with a Job
Placement Counselor. You can also contact your local Veterans Administration office.
Churches
Contact your local church with job openings and ask for referrals. Most churches have bulletin
boards, too. Call and get permission to post flyers.
Panera Bread
Human
Resources
One of the most important resources we have to assist with recruitment in our Company/JV
markets is:
Jeff Hayes; HR Baker Recruitment
Phone # - 573-581-9500 ext. 6345; jeff.hayes@panerabread.com
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Interviewing Process
Selecting the right bakers for your team is one of the most important – if not the most important – part of
your job! You can’t build a great team if you don’t have the right people!
You will learn how to use the behaviorbased “Interviewing & Selection Guide
for Bakers” which can be found on the
learning/tools website.
If you are new to interviewing, we also
recommend you talk to your DM or
Human Resources Manager about sitting
in on a few interviews with them.
O
Ask them to sit in on the first few
interviews you conduct in order to give
you feedback. This observation and
coaching will be invaluable to you and to
your skill development. Remember – you
are a Constant Learner!
O
F
We have a formal selection process at Panera to help ensure we are hiring the right people to become
part of the Panera family. As part of your BMM Training program, you will attend several classes within
the Dough 101/102 course offered as part of Baguette University. One of the classes is on interviewing &
selection.
Being able to identify the right candidates to become bakers will support long term success in your
market:
Select candidates that are:
Reliable – on time and rarely miss work

Eager to learn and perfect their craft

Personable – get along with other bakers and retail managers and associates

High energy – and able to handle the physical demands of the position

Team Players – willing to help other bakers as needed
PR

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Interviewing Process Overview
Application Received/Reviewed
O
F
Phone Interview
First Interview
Conducted during morning business hours
Job Preview
Candidate to observe a CBT for first three hours of shift
Second Interview
O
Conducted immediately after Job Preview
Make Hiring Decision
PR
Base decision on experience, interviews, and job preview.
Note: The Hiring Decision is contingent upon background check results.
Submit Background Check
Confirm Hiring Decision
if positive Background Check results and
Schedule Start Date
Best Practice - Get your Team Involved
To get a variety of feedback on baker candidates, some BMMs are inviting their DMs and BTSs to get
involved in the interviewing process. Usually, they will have the DM sit in on the first interview and the
BTS will sit in on the second interview.
This will give you more feedback and will help you with your ongoing relationship building with your DM
and BTS. They will appreciate being asked to be involved.
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Background Checks for Bakers
The following process should be followed:
1. Baker candidate completes application and background check release form prior to or at the time
of the first interview.
2. BMM and/or DM conduct interviews.
O
F
3. Offer of employment is extended that is contingent upon the results of
the background check and BMM asks for Date of Birth and writes it on
the bottom of the release form.
4. Once offer is accepted, BMM faxes background check release form to the
appropriate HR Manager or Recruiter who is responsible for the
candidate’s process.
5. Once results of background check are returned (usually within 48-72 hours), a
start date can be determined.
*Note: A baker cannot start work before the results of the background check are returned.
O
Procedures for Handling Negative Background Checks
Should a background check come back with negative results, the BMM should contact their HR
person immediately before making any further decisions or communicating with the baker candidate.

Review the issue(s) with your HR Manager. Each candidate’s results will be dealt with on a case-bycase basis.

The HR Manager will coach the BMM on whether or not to go forward with the candidate and what
communication should take place.
PR

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New Hire Administration
With something as important as hiring a new baker, there will always be paperwork to complete!
It is essential that you learn the New Hire Administration process and complete it as
designed. We need to be diligent about orienting our new bakers properly and giving
them the information that they need to become members of the Panera family.
The appropriate forms to complete can be found in a baker new hire packet.
Steps Items to Complete
1
O
F
Many of the forms are also available on Harvest website. If you are not sure where to
find something, please contact your DM or RBOM.
Schedule the new Baker’s New Hire Orientation
Note: It is best to combine this with the day that they go to Planet Bread prior to attending the
Intro to Dough Orientation with the BTS.
Prepare for the New Hire Orientation
New Hire Packet – order from NAC through your HR Manager.

Input the baker trainee’s training schedule (found in the front of the Baker Training Manual) for at
least the first two weeks on the blank calendar found after the sample calendar. If you have
to move the ‘days off’ around that is okay, but please follow the program as it is written so
that it will match up with their manual.

Print a Direct Deposit form from Harvest. (found in New Hire Administration folder)

Have an extra pen with you.
O

PR
2
3
Begin the New Hire Orientation
Offer them something to drink and try to put them at ease. 
 Complete the SSN Verification process (after 8am) and fill out the form.
Note: If the baker trainee’s SSN cannot be verified, explain the problem to them. Tell them
that you will be unable to allow them to start work until their SSN can be verified.
 Have the baker trainee fill in the front page of the WOTC form 8850 (found on Employment
Application). This form is used to determine if Panera, LLC is eligible for a work tax credit for
the new baker.
Call (800) 669-6000, option 1 to determine eligibility within 24 hours of hire. They will ask to talk to
the baker trainee and will talk to you again after talking with the baker trainee. This will only take a
few minutes.
Complete the back page of the WOTC form 8850 after calling in. See instructions for completing the
form on your Harvest baker library answer key section.
If the baker trainee qualifies, you will have to mail the form in self-addressed envelope provided by
CIC. If not eligible, place form in personnel file.
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Steps Items to Complete
3
 Review New Hire Packet and Panera Policies
(cont.)
Review all policies in New Hire Packet and have the new baker sign the handbook
acknowledgement form that they have reviewed these items and agree to comply with
Panera Policies.
Note: Review Benefit Summary information and explain that they will receive more information about the benefits
they are eligible for directly from the Human Resources department when they have been in position for 30 days.
 Direct Deposit (optional) – Have baker trainee complete Direct Deposit form if applicable.
O
F
 Complete the Employment Verification Form (I-9)** Put the completed I-9 and copies of
documents in the separate I-9 folder you keep with all of your baker I-9s.
 Have the baker complete their W-4 Federal Tax form**
 Have the baker trainee complete Personnel Data Sheet found in the New Hire Packet.
 Explain the Uniform Program** for your market and complete order forms.
4
O
 Have the baker trainee input Important Phone numbers in their Baker Training Manual in
the introduction section, “Your Support Team!” Also recommend that they input the
numbers into their cell phone if they have one.
Review their Training Schedule with them. Show them their schedule at the beginning of
their manual. Give them an overview of the Baker Training Program. Explain that the BTS will review
the details of their training program during the “Intro to Dough” orientation session.
PR
Ask if they will have any problems following the schedule you have prepared and make
adjustments as needed. Be sure to communicate any changes with the BTS/CBT.
5
Conclude the New Hire Orientation

Ask them about Planet Bread – or remind them of what to expect if they are attending
Planet Bread after the New Hire Orientation.

Ask them if they have any questions.

Welcome them to the team!
The next two steps are specific to Co & JV only. For our franchise partners, follow your
procedures for “adding” a baker to your payroll system.
6
Complete the new hire EDF** and print a copy and put it in their new hire folder.
Note: For Company/JV markets print an extra copy of the EDF to send with the baker trainee to Planet Bread.
7
Input Baker into Baker Maintenance form on the portal – 2-3 days after inputting EDF.
Add them to other applicable forms (e.g. schedule, labor tracking, etc.)
** Instructions for completing these items can be found on Harvest.
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Baker File Management
The following are some policies and best practices for baker file management.
Keep all Files Secured
Each person’s file contains personal information and should therefore never be accessible to others.
Please keep personnel files under lock and key.
Include all Appropriate Documents in the Baker’s Personnel File
The items listed on the outside of the New Hire folder should be included in each baker’s file folder.

For information regarding record retention (how long you should keep files, etc.) please refer to the last page
of the “Interviewing & Selection Guide for Bakers”.
Create a Separate File for I-9s
O
F

Keep all completed I-9 forms for every baker in your market in a
separate folder.
Prepare a Training Folder for each Baker Trainee
Print the following items to include in each training folder:
Baker Final Exam

5 Calibration forms (to be completed at both demo bakes and after training
O

is completed at 30, 60 and 90 days)
Note: It makes sense to print a bunch of exams and calibration forms up in advance
to have on hand. One word of caution, though. Both the Final Exam and the Calibration go through frequent revisions, so don’t
print too many in advance or you may be giving outdated materials to the BTS.
PR
The most up to date baker Calibration is posted in the baker library on Harvest website. 
Give the Training Folder to the BTS

They will use the folder throughout the baker trainee’s training program.

They will insert completed Weekly Evaluations and Self-Evaluations that are extracted from the
baker’s manual. They will also keep the completed Final Exam and Calibrations in the folder.

Once the baker trainee has been certified, they will return the training folder to you to include in the
baker’s personnel folder.

In the event that the baker does not complete the training program, the BTS should return the training
folder to you to keep with the baker trainee’s personnel folder.
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Placing New Hire Baker Trainees
Congratulations – you have just hired the best candidate using your interviewing & selection skills and
tools and you have completed the new hire paperwork perfectly… Now, based on what you know about
this baker trainee (experience, energy, personality type, learning style) – where should they train?
O
F
Training in Your Market
You are fully staffed and hiring bakers for two new openings you have coming up. You have the standard
1 CBT for 4 bakery-cafes plus 1! Your CBTs are great craftspeople as well as good communicators and
teachers. Your BTS is outstanding – supporting your CBTs and effective in their follow-up with the new
baker trainees. In fact, your market is one of the best at onboarding and training great bakers. You are
sure this is one of the primary reasons your turnover is the lowest in the region!
Sometimes, though, we don’t live in a perfect world! We are always striving to get our market to
operate as the one above. As we work toward it, we need to make the best decisions we can for the
continued improvement and growth of our markets. Where you place new baker trainees is a very
important decision.
Key Factors in Determining Proper Placement

Staffing Levels

Training Team
O
If you are short staffed, it is critical that you put baker trainees with your most experienced and
effective CBT. You simply cannot afford to lose the trainee due to issues in training. You have to
bring people on in order to stop the turnover cycle you are currently in.
If you are short CBTs, place more experienced baker trainees with your newer CBTs. Discuss with
your BTS and plan for both of you to be in the bakerycafe supporting the new CBT as much as possible.
PR
Note: Sometimes more experienced trainees can be tough to train the
Panera way.  But, in the end, if the baker trainee has come to us with
experience as a craftsperson, they will fare better than someone with
little to no experience with a newer CBT.
When possible, select the CBT you feel will have the best
personality fit with the baker trainee. For example, if you
have a very introverted trainee, place them with a similar
CBT rather than one of your more extroverted CBTs.

Positive Training Environment
Always select the most positive learning environment. A
GM that understands that during the training process,
there will be a flaws in product – and a CBT that focuses
on their learning and not what they are doing wrong.

Train in their End Location
Always set baker trainees up to be successful. It is
always best to train bakers in the location they will be
taking over, whenever possible.
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Please Avoid these Barriers to Effective Learning

Training in multiple locations.
Again, it always best to train people in the locations they will be taking over.

Utilizing Inexperienced or Ineffective Trainers
If you have a CBT that has performance opportunities you are coaching them through, do not place a
baker trainee with them.

High Volumes

Language Barriers

Rushing Training
O
F
Avoid high volume bakery-cafes. Select volumes that allow an appropriate learning environment
(ideal is $1800-2200) where the baker trainee has the opportunity to practice and work on quality first
and speed second.
Avoid creating the feeling of rushing trainees through training. No matter how much progress a
trainee shows always follow the guidelines of training.
If you have a trainee that is learning but at a slightly slower rate, consider increasing training by a
week or two to accommodate their learning curve.

Doubling Up
O
It is best for a baker trainee to have a one-on-one training situation. Avoid putting more than one
baker trainee with one CBT – even if it is a very experienced CBT! The baker trainees then have to
“share” their learning and do not get as much hands on experience during training.
Other Best Practices at the Start of Training
It is always important that the baker trainees know what to expect out of their training. Also,
beginning with the interview/selection process through the orientation segments of onboarding, it is
important to communicate what our expectations are of the trainee, as well.
PR


Try to calm any fears or nervousness with your baker trainee. One thing that seems to help alleviate
nervousness is telling the baker trainee a little about their CBT. Also, be sure to tell the CBT about
the background of the new baker trainee, as well.

If possible, have the CBT you plan to have train the new baker trainee do the Job Preview, during the
interview process.
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Baker Team Learning & Development
One of the BMMs primary responsibilities is the selection, development and retention of a fantastic Baker
Team! In fact, if you do this part of your job well – the rest of your responsibilities will seem like a piece of
cake! 
This section of your manual will outline the BMM role in the Baker Training Program, the CBT
Development Program and the BTS Development Program.
For your reference we have posted many of the tools you will need on Harvest. You will find many of
them in the baker Library and few in other libraries as well.
For the Baker:
O
F
In the Baker Library on Harvest you will find the following files.

Baker Training Calendar

Baker Tracking form

Baker Re-Certification process
For the CBT:
CBT Certification Process

CBT Re-Certification Process

CBT tracking form
O

For the BTS:
BTS Certification Process

BTS Re-Certification Process

BTS Tracking forms

BTS Situationals Answer Key

BTS Calibration
PR

For the BMM:
28

BMM Bonus program

Baker Training Roster
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Baker Training
The following table outlines your responsibilities throughout the Baker Training Program. It gives details
as to the BTS role as well – so you can follow-up! 
Baker Training Schedule Overview – BMM Role
1. Once you have finalized the hiring decision, give the new baker
trainee contact information to your BTS.
Onboarding
Briefly explain the Baker Training Program.

Let them know where and when they will attend Planet Bread
and their New Hire Orientation and a brief overview of what to
expect.

Tell them when and where they will complete their Baking
Orientation and a brief overview of what to expect.

Let them know that they need to wear their uniform to their
New Hire Orientation, Planet Bread and the Baking
Orientation.

Give the baker trainee the BTSs name/phone # and your
name/phone #. The BTS will ask the baker trainee to contact
you or them with any questions/problems.
O
F

O
New Hire
Your BTS will contact the baker trainee to:
2. Discuss with your BTS where/with whom you would like to place
the baker trainee for their Baking Orientation and Baker Training.
3. Determine the start date and appropriate Planet Bread session.
Schedule New Hire Orientation to correspond with the Planet
Bread session if at all possible.
PR
Note: We recommend you involve your BTS as much as possible
(as above) in the onboarding process. This will allow your BTS to
begin to develop a relationship with the baker trainee and
hopefully help the baker trainee feel more comfortable.
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Baker Training Schedule Overview – BMM Role (cont.)

The BTS will schedule baker trainees to attend the Planet Bread
session in your market.

You will conduct the New Hire Orientation, as outlined earlier in
this section of this manual.
Note: If you have not been to Planet Bread, please schedule yourself to attend. It is
an important and valuable orientation to Panera Bread.
Baking
Orientation
The “Intro to Dough” classroom orientation will be conducted by the
BTS at a bakery-cafe. (whenever possible, it will be great if the BTS can conduct
O
F
First day
the “Intro to Dough” sessions at the bakery-cafe where the baker trainee will be
training)
2 days: “Intro to
Dough”
7 days: “Hands On!”
Best Practice: You should visit the baker trainee during the “Intro to
Dough” sessions for several reasons:

Continue to get to know and build your relationship with the new
baker trainee.

Follow-up with your BTS by observing parts of their orientation.
This will give you the opportunity to provide any coaching
necessary.

Reinforce portions of the “Intro to Dough” curriculum to further
communicate your expectations for performance.
O
First 2 Weeks
Planet Bread &
New Hire
Orientation
The “Hands On!” portion of the Baking Orientation is an initial
product/equipment overview conducted by one of your CBTs.
The Schedule of Learning for each day of the “Hands On!” portion
of the Baking Orientation should be followed by the baker trainee
and the CBT.
PR

Note: The “Hands On!” portion of the Baking Orientation doesn’t have to be conducted
by the same CBT who completes the Baker Training portion of the program. However,
we recommend using the same CBT because the baker trainee will be familiar with the
CBT and the bakery-cafe, sales volume, etc.
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Baker Training Schedule Overview – BMM Role (cont.)
The CBT will teach the baker trainee how to prepare all products to
standard, build efficiency and keep an organized and clean work area
by following the Schedule of Learning for the Baker Training Program.

Your BTS will support the CBT as needed and follow-up with the
baker trainee’s progress throughout the 5 weeks.

Your BTS should participate in weekly evaluations of the baker
trainee written by the CBT as often as possible.

Your BTS will also schedule and conduct the Calibrations for the
two Demo Bakes as well as the Final Exam outlined in the Baker
Training Program.

Follow-up with the BTS on a weekly basis to inquire about the
progress of the baker trainee.

You should visit the baker trainee and CBT throughout the 5
weeks to encourage focus on quality first – and speed second!
O
F
5 Weeks
Baker Training

Discuss placement of the new Baker with the BTS.

Select a bakery-cafe that is relatively low volume to allow the new
Baker the opportunity to build their skills over time.

It will be important for your BTS to spend time with each new
Baker to encourage and support them in their new bakery-cafe.
PR
Baker
O
Note: If your BTS is new or working on developmental opportunities,
you should complete some of the items listed above (especially the Demo
Bake process).
90 Days

Your BTS should also assist the new Baker with the creation of
their own baker timeline. This will help them internalize the timing
needed for the new sales volume and baking equipment at their
new bakery-cafe. (Find a blank baker timeline form on the learning/tools
website if you would like to complete electronically.)
Certified Baker
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
Your BTS should complete a Calibration on the new Baker at 30,
60 and 90 days.

You should also visit the new Baker as often as possible during
this critical transition time.

Being present with the new Baker will give you and the BTS the
opportunity to provide quality feedback to reinforce positive
behaviors and correct performance issues that may have arisen.

When the new Baker has successfully completed the three
calibrations, the BTS will complete the Baker Trainee Tracking
Form and submit it to your RBOM.
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Leader’s Guide for MIT Baking Orientation
Shift 1: 9 pm – 6 am
Shifts 1 & 2 are to be conducted by the BTS
Objectives:
Effectively communicate the structure of Baker Organization

Educate MIT(s) on how to properly execute the Late Bake program

Teach basic equipment operations and settings

Complete all Level 1: “Passion” products - preparation, baking, topping and finishing procedures.

Activities

Introductions
O
F

Timing
10 min
Introduce yourself to the MIT(s). Provide your name, title, a brief job description, and
length of service with Panera. Have everyone else introduce themselves.

Overview of Baking Organization
Review the following:
Number of bakers reporting to BMM.

BMM and BTS are acronyms for Bakery Market Manager and Baker Training
Specialist.

The BMM reports to (name the DM).

Review the roles and responsibilities of the BTS and BMM.

Describe the Baker Career Path.
PR
O


20 min
Late Bake Training/MIT Baking Orientation Overview
20 min
Learning Objectives:
For the MIT(s) to be able to correctly execute the baking of all “Level 1” products,
Cinnamon Rolls, and Whole Grain Baguettes.
Begin and reinforce the importance of relationship building between bakery operations
and retail operations.
Benefits: Explain the importance of having freshly baked products throughout the day.
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MIT Baking Orientation: Shift 1 (cont.)

Activities
Timing
Explain Product Levels:
Level 1 (Passion): Easy to bake products that do not require proofing.

Level 2 (Soul): Moderately challenging baking procedures that include some
proofing. Level 2 products are not part of the Late Bake Training/MIT Baking
Orientation except for Cinnamon Rolls and Whole Grain Baguettes.

Level 3 (Expertise): Challenging baking procedures and routines that include
shaping, proofing, and topping. Level 3 products are not part of the Late Bake/MIT
Baking Orientation training.
O
F


MIT Baking Orientation – Learning Material Review
20 min
Review MIT Baking Orientation Schedule of Learning

Explain expectations and requirements such as the completion of worksheets,
trainer evaluation form, calibration, etc.
Baker Information Cards
MIT(s) will have to read PK 1-5 throughout the night. Right now, just show them
where to find the information.
Resources
O

Bakery Manuals

Color and Baking Charts

Ruler

Templates
PR



Pan up Sheets
Baking Equipment Tour
45 min
Demonstrate basic equipment operations:

Proof Box: Demonstrate basic operations (ON/OFF, 90 degrees and 90% humidity).
Explain that products go into the proof box to give products its final rise before
baking. Tell the MIT(s) which products are proofed and which are not.

Deck Oven: Demonstrate basic operations (ON/OFF, temperature, times, steam, etc). Tell
MIT(s) that bakers only bake Artisan breads in the deck oven.

Rack Oven: Demonstrate basic operations (ON/OFF, temperature, time, steam, JOG, etc).
Demonstrate how to properly load rack into oven.
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MIT Baking Orientation: Shift 1 (cont.)

Activities
Timing

Reading Assignment
15 min
Ask MIT(s) to read PK 1-5 in the Baker Information Card Booklet.
Also, ask the MIT(s) to refer to their Panera Passport for more product knowledge
review.
Level 1: “Passion” Product Training
O
F

Explain to MIT(s) that we are focusing on Level 1 Products, Cinnamon Rolls, and Whole
Grain Baguettes because these are the products which are being baked most during the
day.
Timing
aligned
with
baker
routine
Prior to baking product, review baking specs with the MITs:
Bagels – Proper pinching techniques, closing of open seam, stretching, toppings, etc.
Proof size and bake color.
Cookies – Cookies are panned up the prior day because product must have an internal
temperature of around 45°F prior to baking. Cookies should be pulled out of the oven
when there is an approximately ½” margin coloration (browning) around the edges.
Product should have almost no coloration in the center.
O
Muffins and Muffies – Muffins are left on the floor on a covered rack for approximately
2.5 hours to thaw. The product must reach an internal temperature of at least 60°F
prior to baking. Use scoops when topping muffins.
Savory Scones – Use scoops when topping scones. Half & Half cream that is not used
must be thrown away so only pour a small amount in a container.
PR
Egg Soufflé – Proper dough-blank stretching techniques. Ensure that the corners do
not overlap when closing soufflé.
Artisan Bread – loaves, demis, and baguettes. Since Artisan Baguettes are being
baked the most by retail, focus on this product in great detail. Have MITs practice on
proper scoring, stretching, loading oven, and baked color.
Level 2: “Soul” Product Training (2 items only)
Cinnamon Rolls – Product is panned up the day prior, with ‘cut side/clean side’ down.
The following day, product is flipped over, placed in proof box, then floor proofed on a
covered rack prior to baking. Icing product when warm seals it so it stays fresh longer.
Icing should be of thick consistency and not look like the product is just glazed.
Whole Grain Baguettes – Product is stretched to 23” and scored with three 6” scores.
Whole Grain Baguettes bake at 400/420°F unlike the rest of the Artisan breads which
are baked at 440/460°F.
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MIT Baking Orientation: Shift 1 (cont.)

Activities
Timing

Complete Pan up
20 min
Complete the Pan Up for following day with the MIT(s). Only do Pan up of Level 1
products and Cinnamon Rolls.

45 min

Baker’s table – proper cleaning of the table including the use of mineral oil.

Utensils – proper cleaning and storage.

Deck Ovens – proper sweeping, cleaning of metal edge and glass.

Proof Box – Properly shut proof box OFF to avoid stagnant water. Sweep and mop
proof box floor. Wipe down interior and exterior. Clean filter.
O
F

Review Sanitation procedures
Quality Assurance

Always use Bakery Manuals, Templates and Color Charts to evaluate product!

Ruler and Scale – use to check dimensions and weights of baked product.

Complete Bakery Check with opening manager.
O

Reading Assignment
45 min
25 min
Ask MIT(s) to read SBS 1-4 and EB 1-6 in the Baker Information Card Booklet.
PR
Be available to the MIT(s) if they have any questions as they read.

Complete Worksheets
20 min
Ask the MIT(s) to complete the following worksheets found in their MIT Manual.

Artisan Breads

Sourdough

Pan and Specialty Bread
Be available to answer any questions they may have.

Review Shift 2 Objectives

Continue practice with Level 1: “Passion” products.

Complete Baker Calibration Audit together.
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Leader’s Guide for MIT Baking Orientation
Shift 2: 10 pm – 6 am
Objectives:

Further develop baking skills of “Passion” Products

Understand the standards to which bakers are held. (Baker Calibration Audit)
Activities
Timing

Review
30 min

Baker Organization

Review Artisan, Sourdough and Pan Bread Worksheets with the MIT.

If time allows, have MIT(s) assist baker with these products plus Sweets, but only if
you think that the MIT(s) are not being overloaded with information. Remember, the
proper execution of Level 1 products is the objective of this training.

Sign off Level 1 products in their Panera Passport(s). Make sure MIT(s) has/have
tasted all Level 1 products.
Reading Assignment
O

O
F

30 min
Ask MIT(s) to read SBS 5-8 in the Baker Information Card Booklet.
Be available to the MIT(s) if they have any questions as they read.

Introduce Baker Calibration Audit
PR
Explain the:
30 min
36

Purpose

Frequency

What is being evaluated in each category and why or why not did the baker receive
or didn’t receive points

‘Great Service’ section is completed by opening manager
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MIT Baking Orientation: Shift 2 (cont.)

Activities
Timing

Level 1: “Passion” Product Training
During
entire
shift
Focus on all Level 1: “Passion” products and two of the Level 2 products. Demonstrate
and allow them to practice proper preparation, baking, topping and finishing of bakery
products.


Complete Baker Calibration

Demonstrate how to complete the Baker Calibration.

Encourage questions and an appreciation for our high product quality standards.
Quality Assurance

Always use Bakery Manuals, Templates and Color Charts to evaluate product!

Ruler and Scale – use to check dimensions and weights of baked product.

Complete Bakery Check with opening manager.
O

O
F
Follow Shift 1 Leader’s Guide for training “Passion” Products.
Complete Worksheets
During
entire
shift
45 min
30 min
Ask the MIT(s) to complete the following worksheets found in their MIT Manual.
Bagel

Sweets
PR


Scoring

Equipment
Be available to answer any questions they may have.

Review Shift 3 Objectives

Continue practice with Level 1: “Passion” products.

Visit 2-3 bakery-cafes with the BMM to evaluate product and environment.
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Leader’s Guide for MIT Baking Orientation
Shift 3: 10 pm – 7 am
The BMM will conduct Shift 3 of the MIT Baking Orientation
Objectives:
Further develop baking skills of “Passion” Products

Build on product evaluation skills

Understand how the Late Bake process is incorporated at the bakery-cafe level

Activities

Review

“Passion” Level 1 product preparation, baking, topping, and finishing of products.
See Shift 1 for explanation.

Quality Assurance resources. See Shift 1 for explanation.

Baker Calibration Audit. See Shift 2 for explanation.
Level 1: “Passion” Product Training


O

O
F

Timing
20 min
5 hours
Have the MIT(s) continue their practice with “Passion” Level 1 products.
Bakery-Cafe Tour
3 hours
While touring 2-3 bakery-cafes review the following with the MIT(s):
Product cutting – Slice open a few products and talk about cell structure, crumb,
dough density, etc.

Evaluate product – Explain what is good about the product and what would need
improvement to be ideal.
PR



38
Example: Coffee Cakes – Product has been baked to correct color, right
amount of toppings, iced warm, but it is under proofed. According to the spec, it
should measure 10” in diameter, but this one only measures 9” in diameter.
Evaluate environment – Explain what the Daily and Detail cleaning duties are for
the baker and whether all was completed.
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MIT Baking Orientation: Shift 3 (cont.)

Activities
Timing

Review Late Bake Planning Guide
10 min
Product completion time guidelines

Baking Throughout the Day

Bakery Zone Check

POF Bakery: Day Baking
MIT Baking Orientation Evaluation

Thank the MIT(s) for their attention and tell them that you look forward to working
with them in the future.

Ask the MIT(s) to complete the MIT Baking Orientation Evaluation found in their MIT
Manual and turn it in to their Regional Training Manager.
10 min
PR
O


O
F
Discuss the Late Bake Program and how MIT(s) will apply in their bakery-cafes:
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Developing a Great Team of CBTs
Having a great Baker Team really starts with the quality of your Certified Baker Trainers (CBTs). They
are an integral part of your team since they will be setting the example for new bakers you bring onto your
team.
You want CBTs that follow all procedures and standards, keep their bakery-cafes neat and clean, and
cultivate great relationships with their managers and associates. The best CBTs will exemplify Panera’s
Concept Essence and Values on a day-to-day basis and love to share their knowledge with others.
How to Build a Great Team of CBTs
Ask yourself - which of my bakers:
O
F
Identify Potential CBTs from among your Existing Bakers with your BTS

Consistently perform at a high level?

Are fairly open and communicative?

Have a high level of detail orientation and pride?

Are really organized and keep a very clean bakery-cafe?

Are great team players? Willing to help others out when needed?
Treat your Existing CBTs with Great Respect
O
Always show appreciation and respect to your existing CBTs. You should do this for several reasons:

It is the right thing to do – they are shaping the future of your market by training your new bakers!

It will make them feel valued and will make them want to continue training (even though it is always harder to
complete a bake with a brand new person than just doing it by yourself!)
Others will see you treating the CBTs well and paying special attention to them. This will help you
with your recruiting efforts later. If all of your bakers see the CBT position as one that is positive –
they will want to be a CBT, too! Then you will be able to select the best of the best to be your CBTs!
PR

Execute the CBT Certification & Development Program as Designed
The CBT Certification & Development Program includes an overall development program that will walk
you and your BTS through the process of developing and certifying a new CBT.

It can be started before you have an opening for a CBT. This is a good idea if you have a baker that
is a potential candidate.

The CBT Certification & Development Program will take some time to execute and if you begin early,
then you will always have someone sitting on the “bench” ready to step up if needed.
Having a solid “bench” of new CBTs will help your market in the event that you:
40

Lose a CBT and fall below the standard of 1 CBT per 4 bakery-cafes.

Have to hire more new bakers than usual (unexpected turnover, new openings, etc.)

Want to be the go-to market for bakers needing to be trained around the country! How great
would that be – for your market to be selected to train bakers for new markets?!
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BTS Development
Your Baker Training Specialist is truly your “right hand person”. Selecting and developing a BTS that will
make the learning & development of new and existing bakers their priority should be your ultimate goal.
It is up to you to develop your BTS and to help direct his/her efforts. The BTS position was created in
order to assist the BMM with the learning & development of the Baker Team.
Developing your BTS
O
F
Although it may be tempting to utilize the BTS in a more operational role at times, please avoid this as
much as possible. The more the BTS is in the market following-up with new baker trainees, building
relationships with his/her CBTs and being the “Champion of the Standards” – the better your market will
operate long term.
Regardless of whether you selected your BTS or inherited them, they are your BTS! It is up to you to
develop him/her to meet his/her potential.
The following are some suggestions:
Schedule Time Together
It is difficult to spend one-on-one time with your BTS –since you are working opposite shifts and there are
so many things going on all the time! 
Schedule a 1-2 hour meeting with your BTS at least once every two weeks. Make an agenda for your
meeting – make the most of it!

Spend ½ of the time on day-to-day business. Spend the other ½ of the time asking him/her about
the baker learning & development in the market.
O

 How are your CBTs performing?
 What bakers do you see as our next CBTs?
 Which of our bakers need additional coaching and development?
PR
 Are the CBTs following the Baker Training Program as designed?
 What can I do to help support you?
Involve your BTS
Keep your BTS involved in decision making. This will help the BTS learn about issues or problems that
arise and give you the opportunity to coach him/her through the problem solving process. If you truly
partner with him/her, he/she will also feel a stronger connection to the business and you will build a solid
relationship.
Involve them in:

Interviewing & Selection Process

Product Quality issues

Reward & recognition in the market

Equipment issues

New Product rollouts (in fact, you should allow them to lead these with your support)
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Encourage your BTS to create an IDP
What are your BTSs’ goals? Does he/she want to become a BMM?
Partner with him/her to complete the IDP process.

Have the BTS create a plan that outlines development activities for him/her to complete in the areas
in which he/she would like to improve.

Your DM will be able to help with the IDP process and you can find documentation on the
learning/tools website as well.
Execute the BTS Certification & Development Program as Designed
O
F
The BTS Certification & Development Program includes an overall development program that will walk
you through the process of developing and certifying a new BTS.

Schedule the FDF and Retail Training elements so you can add the actual dates for each into the
BTS Development Calendar.

Inquire about when the next Dough 101 will be held in your market and sign your BTS up to attend.
Add this into their calendar as well.

The BTS Development plan requires 4 “tour” days with the BMM. The learning events outlined in the
table below should take place during the 4 days.
Learning Event
BTS Development
Calendar
O
BTS Tour with BMM – the Details
Details
Provide BTS with their Development Calendar and review.
Explain the BTS Development Program (BTS Certification Process) to the new BTS.
PR
Review their Development Calendar and transfer the items to be completed to
their personal day timer – or add the actual dates into the calendar in their manual.
Add your weekly progress meetings with the BTS into the calendar. If you
schedule them in advance they are more likely to happen! 
BTS Manual;
Performance
Expectations
Give the BTS their BTS Manual and review the set up and content of the manual.
Review BTS Performance Expectations, BTS Roles and BMM Fill-In
Responsibilities.
Review BTS Observation & Assessment Form and explain that this will be used to
evaluate their performance as a BTS during their Certification and Re-Certification
visits by the RBOM.
Review and discuss “Situationals” with BTS. Please find the “BTS Situationals” answer key
on Harvest.
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BTS Tour with BMM – the Details (cont.)
FDF Training
Details
Provide BTS with FDF Manual and explain the purpose and benefits of their FDF
Training:

Building Relationships with FDF group

Gain an appreciation for the challenges that face the FDF system and the
mastery with which our FDF associates produce our fresh dough – on such a
large scale!

Meet our Mother!
O
F
Learning Event
Review the FDF Manual with him/her; tell him/her what to expect.
Give him/her the name and contact information for your FDF manager.
Retail Training
Provide BTS with outline of Retail Customer Service Training and explain the
purpose and benefits of spending time in the retail environment:

Building relationships

Gain an understanding of the retail operations

Learn more about product mix and shelf life challenges throughout the day.
PEGS-At-A-Glance
O
Give him/her the name and contact information for the GM of the bakery-cafe
where he/she will be working as well as directions to the bakery-cafe.
Train BTS how to complete a PEGS At-A-Glance
PR
Explain its benefits and when to complete them:
Team Building

Help keep our visits focused – by directing our observations and follow-up.

Complete a PEGS-At-A-Glance each time we go into a bakery-cafe for a visit.

Give the feedback to the Baker/CBT after completing the PEGS-At-A-Glance.
Be positive and encouraging about the items that are done well, while being
supportive and suggesting ways to improve on the items that are lacking.

Keep completed PEGS-At-A-Glance forms to show to BMM during business
meetings.
Introduce BTS to Baking Team and as many managers as possible.
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BTS Tour with BMM – the Details (cont.)
Learning Event
Calibrations
Details
Train BTS how to complete a Calibration Form and when to complete them.
Review the “Completing Calibrations - Best Practices” found in the BTS Manual
with the BTS.
Complete a Calibration on as many of the 4 Tour nights as possible:

Ask the BTS for input as you complete the first two and have him/her complete
the third and fourth calibrations with you helping him/her.

Pay special attention to the manner in which you provide the feedback.
Remember, you are role modeling how he/she will give feedback in the future.
O
F
Show the BTS the scoring and explain why you are scoring items as you are.
Role model the process of following-up with a baker trainee:
Greet the baker trainee and the CBT. 

Ask what the “focus” for the shift is and how everything is going.

Ask to see the baker trainee’s manual to follow-up with items they have
completed/checked off.

Observe the CBTs interaction with the baker trainee and provide feedback to
the CBT later – one-on-one.

Quiz the baker trainee on items he/she should know at this point in his/her
training. If he/she is struggling with the answers, choose easier ones so as to
leave your interaction with the baker trainee on a positive note.

If the baker trainee is really struggling with not only reciting the standards but
also with actual baking tasks as well, jump in to provide coaching. Be sure to
follow-up afterwards with the CBT one-on-one to discuss the progress/issues
with the baker trainee.
O

PR
Baker Training
Follow-up


Review the visit with the BTS once you have left the bakery-cafe. Ask him/her
for his/her thoughts on what is going well and what we need to do better (e.g.
baker trainee is on track with learning but not much interaction from CBT. Need to coach CBT to
give more feedback throughout the shift).
Baker Selection
Process
Explain the Baker Selection Process and the BTS role in the selection process (if
applicable).
Review the “Interviewing & Selection Guide for Bakers” with the BTS. (found on the
learning/tools website)
If appropriate, schedule the BTS to participate in an interview with you and add the
time and place to his/her Development Calendar.
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BMM Self-Development
While you are in training to become a BMM you will be focused on learning the performance expectations
and daily responsibilities of the BMM role. You will be learning how to be a leader. Your communication
and time management skills will continue to improve.
You will learn about new products and initiatives and work to become a true agent of change! You will
strive to complete a full bake regularly so that your skills stay sharp and you have first hand knowledge of
what your team is charged with on a daily basis.
O
F
Is this development enough? For some it may be. We encourage you to continue your own development
in a more aggressive manner, though.
You will be working toward completing your IDPs* (Individual Development Plan – Co & JV only) and maintaining
costs within established parameters. But, what about your knowledge and skills as a multi-unit manager?
The following are some self-development recommendations:
Partner with your DM to create an Individual Development Plan (IDP) for yourself.
What are your strengths? What are your biggest opportunities?

Create a plan that outlines development activities for you to complete in the areas in which you would
like to improve.

Your DM will be able to help you with your IDP and you can find documentation on the learning/tools
website as well.
O

Attend classes offered as part of the Baguette University curriculum
As you continue to work in your role, you may find that
rereading information learned in the MUM training will assist
you and help keep you focused.

New classes may become available that would benefit you
as a person, even if it does not contribute directly to your
role as a BMM.
PR

Create Goals for yourself and your Team

What are your long term goals? Do you want to become a
RBOM – or a Retail DM? What will you have to learn to be
able to perform in those roles?

What level of performance are you striving for with your
team? What areas of your business are lacking? What can
you do to improve?

Are you spending enough time working on developing your
people? Who will be ready to take your place when you are
ready for the next challenge? Partner with your BTS to help
them create their own IDP!
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Ongoing People Development: Retention/Team Building
You have taken great care selecting the right people and executing the learning & development programs
and materials as designed. You have a great group of well-trained people!
Now, how do you keep these great craftspeople engaged and happy working at Panera?
That is what this section is all about. How do we retain our folks? There are many things you can do to
keep people engaged and feeling valued. Remember, people don’t leave jobs usually – they leave
bosses! If you treat them with respect and listen to them, take action on any concerns they have and
recognize their value to your Baker Team you are going to keep your people.
O
F
This section includes:
Baker Career Path
Partner with your BTS to share the Baker Career Path with high
potential bakers.

Ask the baker if they are interested in growing with Panera.
Explain the opportunities that lay out before them and tell them
that the sky is the limit!

Discuss Panera’s plans for continued exponential growth.

They truly can go anywhere they like and become almost
anything they want within the organization. After all, one of the
Senior Vice Presidents of the company used to be a baker!
Giving Feedback
O

Letting people know how they are performing is one of the best
things you can do to grow and retain your people.

Your bakers want to know how they are performing and what
they can do to improve.
PR


The MUM training classes will give you much more information
about giving feedback –but this section will give you some
refresher points.
Performance Assessment

Learn how to write and give effective performance Assessment.

Have your people complete self-evaluations – in order to calibrate your assessment of their
performance with theirs.
Reward & Recognition

Recognizing your team’s hard work, team work, excellent craftsmanship, and customer service, just
to name a few, will make them want to continue to perform at that level!

We’ve included a few ideas for ways to Reward & Recognize your team here.

Remember to check out the “Hearth” google group for more ideas from other BMMs like you.
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Climate Surveys
The Human Resources team is supporting us with climate surveys. These surveys give us real time
information about how our baker teams are feeling about working for Panera.

We MUST respond to the information provided by our baker teams! If we are asking them to tell us
how they feel or what we can do to improve – then we must listen and take action for the better!
PR
O
O
F

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Baker Career Path
Certified Baker
Onboarding: Baking Orientation
2 Weeks
Day 1: Planet Bread & New Hire Orientation
w/BMM
O
F
Days 2 & 3: “Intro to Dough” orientation w/BTS
Days 4–10: “Hands On” baking orientation w/CBT
Baker Training
5 weeks
Weekly Evaluations; conducted by CBT/BTS
Final Exam in week 3; given by BTS (must achieve an 85% to pass)
O
Demo Bake #1 in week 4; evaluated by BTS
Demo Bake #2 in week 5; evaluated by BTS/BMM
PR
Baker Trainee’s title is now
Baker
Baker Certification Process
30/60/90 Day Evaluations using the PPC Calibration; conducted by BTS/BMM
Plan of Action completed for each section of the calibration.
The new Baker must receive an average of 85% on the three calibrations in
order to be certified.
Baker’s title is now
Certified Baker
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Certified Baker Trainer
Selection Criteria
At least 90 days in position as a Certified Baker
90% or higher on their last three Calibrations
Performance Evaluations positive
O
F
Baker timeline complete
Complete CBT Workshops
Experienced CBT
Observation
CBT Orientation
Conducted by BTS
Conducted by Experienced CBT
CBT Internship
Assists with training of 2 MITs
and trains 1 Baker Trainee;
supported by BTS
O
Certification Elements Met
CBT Certification Exam; receives a minimum score
of 90%
PR
Assists with the training of 2 MITs and trains 1
baker trainee successfully - with support from BTS
Certified Baker’s title is now
Certified Baker Trainer (CBT)
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Baker Training Specialist
Selection Criteria
At least 90 days in position as a Certified Baker
Trainer (CBT)
90% or higher on their last three Calibrations
Performance Evaluations positive
O
F
Training Evaluations completed by baker trainees
positive (at least 2)
Complete BTS Development Plan
Tour with BMM
4 days
BTS Workshop
Dough 101
Conducted by
BMM/RBOM
2 days
O
4 days
FDF & Retail
Training
BTS Certification
Completed 60-90 days in position
RBOM conducts Certification Visit:
PR
Observes BTS conduct all or a portion of an “Intro
to Dough” orientation session
Conducts BTS Observation and Assessment Form;
must receive a 95%
Conducts BTS Certification Exam;
must receive a 95%
Certified Baker Trainer’s title is now
Baker Training Specialist (BTS)
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Bakery Market Manager
Training Outline
Internal Candidate (BTS) – 5 weeks
External Candidate – 13 weeks
3 weeks of BMM Training
5 weeks of baking training
2 weeks of BMM Development
2 weeks of solo bakes
(2 day FDF refresher, and MUM training)
1 week of FDF & Retail Training
3 weeks of BMM Training
O
F
2 weeks of BMM Development
(Dough 101, MUM Training)
BMM Training & Development Program
Training conducted in a Company/JV and/or Franchise market
with an experienced certified BMM
BMM must complete all required components for certification
O
Certification completed by your RBOM
BMM Training – 3 weeks:
BMM Development – 2 weeks:
BMM Role/Performance Expectations
Dough 101
Recruiting and Staffing
People Development, Positive Work Environment - Human
Relationship Skills, Valuing our Teams, Harassment
Awareness and Prevention, Shift Management, IS 101,
Asset Protection, Coaching
Baker Team Development
PR
Managing Product Quality
Equipment Training
Administration
Multi Unit Manager (MUM):
Focus (1 day) – time management workshop
Situational Leadership (2 days) – results, leadership style
BTS or External Candidate’s title is now
Bakery Market Manager (BMM)
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Giving Feedback
Why Give Feedback?

To improve performance that is below expectations

To reinforce and support performance that meets or exceeds expectations

To assist the person with their ability to evaluate their own specific behaviors (calibrate!)
Formal and Informal Feedback

Calibrations

Performance Assessment

Performance Incident Form

Meetings
Informal feedback
Bakery-Cafe visit feedback/coaching

Communication via phone
O

O
F
Formal feedback
Giving feedback – How, When & Where
How
For example – formal; Meetings
Prepare for your meeting well in advance.

Communicate the date and time and generate some excitement about the topic of the meeting (if
PR

applicable).

Only give feedback that applies to the whole group in a group session (e.g. I would like for all of us to make a
greater effort to communicate with the opening managers about the bake…)
When


52
Bakery-Cafe visit feedback

As you observe, watch to see what they are doing well and what they are not executing properly.

If they are not performing a task correctly, you should ask them to stop and calmly explain what
they are doing wrong.

Show them again how to perform the task while talking them through it.

Then, let them perform the task again, giving feedback like “Yes, that’s right. Good job!”
Formal/written feedback

You should schedule the giving of a performance Assessment in advance.

Allow at least an hour for the discussion.
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
Selecting when to provide feedback is critically important

If you observe your BTS rushing a baker trainee wait until you can ask the BTS to talk with you
one-on-one. Never correct the BTS in front of a baker trainee.

Explain that although the BTS probably didn’t mean to come across as rushing the trainee, they
were standing over them in a hostile body posture. Point out that the rate of the way they spoke
to the trainee also sped up.

It is important to give this type of feedback as close to when it occurred as possible. So, in this
example, the BTS will be able to reflect back on their body posture and their tone of voice.
Where
Always share feedback with the individual only.

If others are present, give the feedback in the dining room or in another area of the back room.
O
F

Best Practices
Take note, literally, of specific behaviors you observe or that occur over time and refer back to them
when writing formal feedback.

Be timely with feedback given. It will show your people that you care.

Actively look to find things that are being done right! We tend to focus on the negative more than
the positive. Reinforcing the positive behaviors will go a long way to building a cohesive team of
bakers.
O

Performance Documentation Form
PR
If you have a performance discussion with a baker, you should always document the discussion using the
Performance Documentation Form.
In most situations, we will follow these guidelines:

First Offense – verbal warning (still includes documentation that the discussion occurred)

Second Offense – written warning

Third Offense – Up to termination
There are a few violations that can result in immediate termination: unauthorized persons in the bakerycafe, being under the influence of drugs or alcohol or theft.
If you are unsure how to address the situation or the appropriate action to take discuss with your DM.
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Performance Assessment
At Panera Bread we give performance Assessment two times per year. Please look in Harvest for
performance Assessment forms for the BTS, CBT and Baker roles.
Even though you are communicating and giving feedback to your people frequently, the formal
performance Assessment process is an important opportunity to clarify your assessment of the
individual’s performance. It will also give them an opportunity to reflect on their own performance by
completing a self-Assessment.
Conducting Effective Performance Assessment
Preparing for the Performance Assessment
O
F
The following are recommended steps and tips for conducting effective performance Assessment:
1. Give a blank copy of the performance Assessment to the BTS, CBT or Baker in advance. Ask them
to complete the performance Assessment on themselves. Explain that they should include specific
examples to support their ratings.
2. Set a date for the Assessment. Allow enough time for the person to complete their self-Assessment.
3. Schedule a time and location free from interruptions.
4. Gather information to complete the Assessment.
PR
O
BTS
 BTS Certification/Re-Certification
 Baker Turnover
 Baker trainee performance (weekly evaluations, final exam, demo bakes, etc.)
 Baker Training Program Evaluations
 CBT Certifications/Re-Certifications
 Baker Surveys
 Feedback from others (baker trainees, other bakers, FDF, retail managers and associates, vendors, etc.)
 Your notes on their performance
CBT
 Baker trainee performance (weekly evaluations, final exam, demo bakes, etc.)
 Baker Training Program Evaluations
 Calibrations
 CBT Certification/Re-Certification
 Feedback from others (BTS, retail managers and associates, baker trainees, other bakers, vendors, etc.)
 Your notes on their performance
Baker
 Calibrations
 Productivity measures
 Feedback from others (BTS, retail managers and associates, other bakers, vendors, etc.)
 Your notes on their performance
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5. Once you have gathered the necessary information – prepare the Assessment. Allow yourself at
least an hour to write the Assessment.
Remember to avoid:
Halo Effect - tendency to overrate a favored baker or one who has had good ratings in the past.

Horns Effect - tendency to rate a baker lower than circumstances warrant.

Recency Error- letting outstanding performance [or poor performance] immediately prior to the
Assessment offset an entire year of performance.

Cookie Cutter Effect - not focusing on individual specific performance and rating all your bakers
in a similar manner.
O
F

Facilitating the Performance Assessment Discussion
6. Allow BTS, CBT or Baker to share their opinion about how they did for each section first as you go
through the Assessment.
7. Share your assessment of their performance with them. Be specific! Give examples to support your
ratings. Share the information you used to arrive at your rating.
8. Get agreement from them on your feedback.
9. Agree to maintain or change the rating as appropriate.
10. Agree on the top 3 areas of skill and competence.
O
11. Agree on the top 3 areas of opportunity for development.
Concluding the Performance Assessment
12. Both you and the BTS/CBT/Baker must sign the completed Assessment.
13. Give a copy to the BTS/CBT/Baker to keep.
PR
14. Maintain a copy in the personnel file.
Other Tips

Maintain good eye contact and attentive posture.

Reflect back to the employee your understanding of what the employee
said.

Don't interrupt, but ask questions only for clarification.

Apply the 90/10 Rule: the employee talks 90% of the time and you talk
10% of the time.

Be non-judgmental

Compare the actual specific performance results and behaviors to the
standards. Stay away from an attitude or personality focus.

Ask the employee for ideas about how to resolve problems.

Focus on the future, not on the past.

Be honest and be prepared to discuss questionable items.
Support the employee's effort to improve.
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
Set goals, expectations, and standards together for the next Assessment.

Discuss development/training plans with the baker.

Summarize the session and end on a positive note.

If the baker becomes defensive or makes excuses:

Ask for specifics with open-ended questions.
If the baker becomes angry:

Stay calm and centered. Maintain eye-contact.

Listen to what the baker has to say and paraphrase back.

Let the baker "run down" for as long as s/he needs until the baker can listen to you.

Avoid arguments.

Bring discussion and focus back to performance and standards.

Say the baker's name, and ask open-ended questions.
If the baker is unresponsive or withdraws:
O
F

Listen to what the baker has to say and paraphrase back. Remain neutral. Maintain eye-contact.

Be patient and friendly.

Show concern.

Stay silent, and wait for the baker to say something.

Ask open-ended questions.
Encourage the baker that you want to hear his or her input, and this input is important to you.
PR

O


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Reward & Recognition
Why reward and recognize your people?

Ultimately, you will reward and recognize your people for doing something
well. Why?

You want them to feel good about what they did/are doing. Why?

You want them to know you noticed (positively reinforce) and you want
them and the other bakers to continue to do things well.
O
F
So, that isn’t so complicated. We recognize our people because it feels good
for us and for them and it will help keep us all motivated and performing our
best.
If it is so easy, why aren’t we doing more of it?
Some Ideas
Here are some ideas for you to use for rewarding and recognizing your people. There is also space for
you to write down any suggestions your BMM Trainer has, as well.
Randomly award your bakers for outstanding performance. Make a big deal about it! The reward
could be anything – the mere fact that you noticed and praised them will make them feel great!

Give a “Best Score” award to the baker in your market with the highest Calibration score for the
quarter.

Implement the new “WOW” Baker Recognition Program.

Recognize high levels of dependability with a “You Can Count on Me” award given quarterly to the
bakers that have not missed any days and have come in on their days off to help out.

Announce everyone’s birthday in advance at quarterly meetings and mail a personal card to their
home on their actual birthday.
PR
O


Welcome all new bakers at quarterly meetings with group “Welcome”.
____________________________________________________________________________________
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____________________________________________________________________________________
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____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
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Attending/Conducting Meetings and Training Sessions
BMMs are encouraged to have meetings with their bakers at least once a quarter and before every new
product roll out or new celebration. It is a great opportunity to train new product specs and procedures as
a group and to inform the group of any product deletions. It is also a good time to review the “state of the
baking business” in the market and to celebrate successes!
It is extremely important that you conduct successful, effective meetings and training sessions.
Preparation:
Read and understand the roll out guide.

Bake the product by yourself first.

Have a complete understanding of how and what it takes to produce perfect looking product.

Contact your Regional Baking Support Manager with any questions you have.

Announce the meeting date, time and the place to the bakers at least one week in advance. Invite
your retail DM to attend.

Ask bakers if they would like to discuss any topics during the meeting so you can prepare
accordingly.

Put an agenda together three to four days ahead – plan/outline practice sessions and activities.

Make sure that you have all of new product and smallwares needed for the meeting.

Purchase any prizes or recognition items you will need (e.g. birthday cake for birthdays since the last meeting,
O
F

Right before the meeting:
O
awards for winning question and answer quizzes on new product at the end of the session, etc.)
Bake the new product that you will be showing to
bakers a few hours before the meeting.

At the beginning of the meeting set the ground
rules for the meeting: turn cell phones off, keep
side conversations to a minimum, ask questions,
etc.
PR


Make it fun by having some friendly competitions.
After the meeting:

Reflect on how you thought the meeting went.
What can you do better next time?

How can you involve your bakers in the meetings?
District and Other Meetings:

You will also be asked to attend some meetings with your retail District Manager. Ask for a copy of
the meeting agenda beforehand so you can prepare.

Some meetings are scheduled during daytime hours so schedule yourself accordingly so that you are
alert and “present” at the meeting.
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O
F
O
PR
PEGS
BMM Manual
PEGS
PEGS
The PEGS section of the BMM manual is about Product, Environment and Great Service! Your BMM
Trainer will review the following information with your throughout your training.
The Baker PEGS At-A-Glance is on the next page. It can also be found in the BTS Manual. You will be
training your BTS to complete the PEGS At-A-Glance on bakery-cafe visits.
Product

Managing Product Quality

Product Trouble Shooting

Completing Calibrations
Environment
Organization and Cleanliness

Ensuring a Safe Environment
Great Service
O

O
F
We recommend you complete a PEGS At-A-Glance with them regularly to ensure they are looking at the
same things that you are – and that as a management team of your baker group – that the two of you are
aligned with regard to your standards.
Providing Great Service

Building and Maintaining Strong Relationships
PR

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PEGS
PEGS At-A-Glance
Worksheet
This worksheet will help you spend quality time in the bakery-cafe focusing on PPC with your baker trainees and
newly certified bakers. You should average 2 bakery-cafe visits per night with each visit averaging 3 hours.
People




Bakery Manual updated,
clean and in use
Product color charts posted


Uniform is complete, clean
and worn properly
Bakery Check done w/mgr

Communication with bakers
and retail ops is positive
Uniforms ordered/scoring
knife issued
Schedule of Learning
followed; all items that should be

completed at that point should be
done or a plan in place to complete

Evaluations completed/
specific feedback provided

Product
Environment
Correct Pan Up procedures
Correct Proofing procedures
Correct Baking procedures


Weekly Cleaning list posted
and completed accordingly
Containers clean and labeled
Clean and Organized:
O






Bake-off matches Pan Up
Soufflé temp chart posted


Equipment rack
Baker’s shelving & drawer
PR




Proper inventory maintained


Product rotated
Labor:
Measurement tools in use


Buckets scraped out
Final exam and Demo Bakes
scheduled/complete
30/60/90 day calibrations
scheduled/complete





Established timeline
Maintaining dollar per hour
All items ready for open
Product consolidated
Bread wall set up
Baker’s area clean
Cabinets loaded/stored
properly
Safety/Security

Broken product baked
No re-baked product
Trainee tracking forms
complete
Great Service
Cost Balancing
Food Cost:
Worksheets completed/
accurate
O
F

Training Follow-Up




Bakery-cafe locked at all
times
Smoking policy followed
No visitors
Trash removed after open
Scoring knife used properly
Equipment
Ovens:
Proof Box:
Cooler/Freezer:












60
Lights working
Baking/steaming properly
Clean
Water filters changed/dated
Set at proper temp/humidity
Clean including filter & drain
Seals in good repair
Boxes closed
Containers wiped down
Curtains clean/in place
Holding proper temp
Doors kept closed
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PEGS
Managing Product Quality
As craftsmen and women we take pride in our work! Although productivity, cleanliness and organization
are very important – nothing is as important as the quality of our product.
How will you as a leader of a market affect product quality? You are not actually baking every night,
right? How will you make sure that all of your bakers are providing the highest quality product to their
bakery-cafes every morning?
Expect what you Inspect
If you look for high levels of product quality every time
you are in a bakery-cafe then you will be able to expect
others to do the same.

You are their leader. If you think product quality comes
first – it will come first to them, too!

After saying hello to the baker – look at the products
already prepared and talk about them!

Have the highest standards. Period.
These look really
good, Sam. Good
even color and
excellent spring!
Good Job!
O
F

Select Craftsmen and Women for your Team
If you select true craftsmen and women to join your
team you will be increasing the level of attention paid to
product quality.

In the selection process, look for people that take pride
in their work. We want people who really “care” about
what they do. Attention to detail, no cutting corners,
perfectionism…
O

PR
Reward Consistently High Levels of Product Quality
Put reward and recognition elements into place in your market that reinforces product quality efforts made
by your team. The proverbial – “put your money where your mouth is”…
Walk the Talk

Your actions have to support your commitment to the highest quality product.

If a baker notes that a particular product is not responding properly - take action! Call other bakerycafes to see if the problems are being seen in other bakery-cafes. Call the FDF and talk about what
you are seeing. If your bakers see you taking action to correct product quality issues, they will know
that you really do believe that it is of the utmost importance.

If a baker tells you that they aren’t getting the steam that they need to create our legendary crust –
take action! Look into the steaming problem yourself and try and resolve it. Teach the baker what to
look for too! If you are unable to resolve the issue, call a service technician to get it resolved as soon
as possible.

If you arrive at a bakery-cafe in the morning and find unacceptable product – take action! Call
around to other bakery-cafes to see if you can borrow product to replace what is unacceptable and
start baking replacements!
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PEGS
Trouble Shooting Product Issues
What Went Wrong?
When a product isn’t performing as it should or the end quality of a product is below standard, you will
need to be able to identify what went wrong with that product. Why? So you can be sure it doesn’t
happen again! 
Resources Available to you
O
F
Always refer to the Bakery Manuals for specs and procedures. If you are an internally promoted BMM,
you probably already know quite a bit about the “Science of Bread” and why the dough behaves the way
that it does. If you are an external candidate, learn as much as you can from your BMM trainer!
PR
O
We will be working on specific product trouble shooting information to include in our baking materials in
the future. But, for now, ask lots of questions of those around you – your bakers, your FDF partners and
do your own reading and learning about Bread Science.
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Completing Calibrations
Key Points
Ask yourself - why are you completing Calibrations? What is your ultimate objective?
To evaluate the baker’s performance.
Is it an Audit or a Training tool?

If it is pink, has a curly tail, snorts a lot and hangs out in the mud – it is a PIG!

O
F
 Let’s call a pig a pig. Many people say that the Calibration is a training tool. Well, it
is, sort of. But – it really is an AUDIT. You are auditing their performance. You are
evaluating how well they are performing.
If they are not performing as you expect, then yes, there is an opportunity for you to teach them how
to perform as you expect.
Be Tough
If you really want your people to respect you and take real pride in their product, you have to be
tough!

Hold to your high standards. Do not compromise. Even if it is your best baker and normally he is
GREAT! He always comes in for you when you need him. You don’t want to upset him – because –
well, normally he doesn’t have any problems. He usually has wonderful product.

If you lower your standards – you are risking more than him getting upset with you. You are risking
your role as a true leader and champion of product quality!
O

Calibrations – Best Practices
You and your BMM Trainer will complete many Calibrations while you are in training! Take Notes!
PR
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
Baker Calibration Process (Co and JV only)
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PEGS

BMMs are required to complete (1) Calibration on each baker per period. BTSs may assist by
completing ⅓ of the calibrations.

The baker will have at least 3 calibration scores per Quarter to determine an average for the
Quarterly Bonus calculation.

All baker calibrations must be conducted by a BMM and a Retail Manager in the cafe. Both managers
will sign off when the calibration is complete.

The BMM will meet with the DM/JVP to discuss baker calibrations once a month. The DM/JVP will
sign off on scores before the BMM submits them to Sherry Sellman for Bonus Processing.
PR
O
O
F
Although it may seem like we should be formally evaluating our baker’s product and overall performance
more often, we feel this change will reduce administrative challenges and allow BMMs to spend more
time effectively supporting and evaluating their baking team. It will also provide the bakers sufficient time
to correct any problems or performance issues before the next period evaluation.
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Calibrating our Calibrations
Consistency is the key with so many things. With our baking, with the way we treat our people and with
the way we evaluate our people.
The Calibration Form is a mostly “objective” tool – meaning your rating is either a “yes” or a “no”. With
some of the points on the Calibration, though, there is some room for “interpretation”. This subjectivity
can cause what is called “inter-rater reliability” issues. This simply means that one person may rate
someone higher than another person.
O
F
Our bakers rely on us to be fair and consistent with our calibrations. It is important for them to receive a
consistent message about their level of performance so they can focus their efforts to improve.
In an effort to help evaluate the Calibration as similarly as possible from one person to the next, we have
gathered the following additional points of clarification for portions of the Calibration.
Every section and line item is not included here. For example, we have not included the Great Service
section at all since it is supposed to be completed by the Opening Manager.
Points of Clarification for the Calibration
People Section
O
Appearance
Baker Uniform – in compliance with Panera Bread uniform policy (clean and pressed). Chef coat is being
worn while cafe is open. Note: Deduct 5 points for each article of clothing not meeting standards.
(Pants/Shirt/Shoes/Baker’s Coat/Hat)
The Baker Uniform is worth 35 points. 10 points are given for “clean and pressed”. 5 points for each
of the articles of clothing (5) = 25 points.

Clean and pressed means that it is visually clean, smells clean and doesn’t look like it was wadded
up in the corner of their trunk or room! 
PR

Baker maintains a professional appearance

No holes, bleach stains, old sweat stains – and the shirt should look the original color. If it is very
faded or has turned another color altogether you should deduct the points.

Their clothes should fit, as well. The pants should be pulled up and worn as designed (e.g. no drawers
should be showing!)

There shouldn’t be any outside logos on their shirts (e.g. Springfield Baseball Association).

If the baker has a beard it should be trimmed short/close or the baker should be wearing a beard net.

They should also be wearing their hat correctly.

The baker should remove their apron when they go to the restroom or if they go to the dining room to
smoke. The apron should be regarded as part of their uniform and it is important not to allow it to
become contaminated.

All of these things contribute to a “professional appearance”.
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Team Player
Baker assists in areas not in his/her responsibility (supply example)

If they assist with the bread wall award the points.

Anything extra that they do to help their retail teammates is great and should be recognized/positively
reinforced!
Training
Baker has been trained and certification is up to date, according to training department standards.

If the baker is in the middle of their certification you can still award the points as long as their
paperwork is up to date and they can show it to you:

Demos

30/60/90 day calibrations
O
F

Look for certificates on the wall (do not deduct pts if the certificate is not on the wall – but, encourage them to put it up!
They should take pride in being a certified Panera Bread craftsperson!).

If they are due for a re-certification, follow-up to see what they have done to start the process.
PEGS Section
Procedures

O
Baker follows all specs and procedures. Example: Rice flour is placed on the bottom of product and not
on peel. (Do not take points off for icing, Oven Temperature/Steam, Scoops/Portioning, Proofing)
Use the Bakery Manuals as your guide. If any procedures are not followed, deduct points. Be tough!
Baker is icing product while still warm.
If you do not observe them icing the product look for icing adherence to the product and for color of
icing to determine if they did ice the product while it was warm.
PR

Baker is up to date on any new product roll outs and/or spec changes.

Ask the baker specific questions about the new products. What is the raw weight? What
temperatures need to be observed? (if applicable) What is the proper measurement for toppings? (if
applicable)
Environment
Proof Box: wiped and polished exterior. Interior is swept and mopped. Filter is clean and nozzles
working properly.

Additionally, look to be sure they are cleaning under the door handles.

Check to ensure that the gaskets and sweeps are in good working order.
Sanitizer bucket is present, being used, and changed every two hours.

Check to ensure the baker is using only sanitized towels to wipe down bench surfaces.

Look for sanitizer test strips and check the water. If sanitizer test strips are not available, ask the
baker to request that the manager makes them available for the next time. For food safety reasons, it
is important that the right amount of chemical is present in the water.
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All containers are labeled and clean. Utensils are clean and stored in baker’s area. Area is organized.

Ensure that all spray bottles are also labeled!
Ovens: wiped and polished exterior. Swept and mopped rack oven. Brushed out burnt flour in deck
ovens. Motor fan brushed off on rack oven.

Check that the motor compartment is brushed out – not just the motor.

Also check to see if there are any issues with the deck ovens. Bring them to the baker’s attention and
encourage them to discuss the issues with the manager to help resolve them.
Cooler is organized. Floors, walls, doors, handles and curtains are cleaned.
Check for proper temperature.
O
F

Freezer is organized – boxes are properly closed. Floors, walls, doors, handles and curtains are cleaned.

Check for proper temperature.
Screens and molds are brushed off and stored properly.

Observe proper cleaning throughout the night.

Check the cleanliness of the equipment rack. It doesn’t help much to put clean screens and molds
onto a filthy rack.
Clean/scrape baker’s table, sides, and shelf.
Also check the wall behind/to the side of the baker’s table.

Verify that the baker is using their bench scraper.
O

Muffin, muffie, brownie, and pecan molds are properly cleaned.
All perishable items are day dotted, in compliance with Steritech procedures.
Check to ensure bakers are using white day dots and adhering to the dates on the day dots (kill date)!

Verify that egg wash is not left out for more than 20 minutes. Replace nozzles daily.
PR

No chemicals stored in baker’s area.

The baker should be checking their area for chemicals before the start of their shift.
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Follows Procedures
Baker follows all proper portioning procedures. Scoops used as needed to measure correct amounts –
must observe for points.

Question the baker about other measurements that you do not observe.
Amount of baked product matches amount ordered on panup sheet.
Randomly count products to match up to Pan Up sheet.
PR
O
O
F

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Stock rotated properly & use by dates followed. No more than 1 open box of the same product.

Make sure day dots are available for stock rotation of perishable product.
Bakers are randomly weighing product to check for accuracy.
Look for the baker to randomly weigh their products.

Randomly weigh “raw” and “baked” product yourself as well.
PR
O
O
F

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Organization and Cleanliness
Clean and Organize your way to Better Relationships

One of the best ways to work on and maintain strong relationships with your retail operators is to
ensure your bakers keep their areas clean and organized.

Because we share the same spaces with our friends – it just makes it easier to coexist if we are doing
our part to keep the bakery-cafe looking sharp!
Show your Bakers that it is Important
Make a big deal about your bakers that do an outstanding job of keeping their areas clean and
organized!

Give special awards just for cleanliness and organization.

Never walk by areas that don’t meet your standards without
pointing out what needs to be done.

Look closely – so that you can “catch your bakers doing something
right”… When they are cleaning throughout their shift – tell them
they are doing a great job!
O
F

Utilize Tools Available
Completing your PEGS At-A-Glance and the BMM Checklist will
help keep you, and therefore your bakers, focused on cleanliness
and organization.

Ensure the bakers are following the Daily and Weekly Cleaning
Checklists.
PR
Help Balance Costs
O


Keeping toppings containers clean will help your retail managers order better – if they can see how
much of a topping is in the container!

Leaving the walk-in and freezers organized and clean will also help the manager do a better job of
ordering. This will keep their food cost down because they will be less likely to over order and keep
unnecessary levels of inventory on hand. It will also cut down on the amount of product that is lost
due to expiration.
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Providing a Safe Work Environment
Taking Care of Your People
Providing a safe work environment is one of the ways that you take care of your people. It is your
responsibility to ensure your baker team has read and understands all safety and security procedures in
the Baker Info Card Booklet – SBS 2: Safety & Security.
As part of the PEGS At-A-Glance and the BMM Checklist, you should be following up on safety and
security when you are in the bakery-cafes.
Taking Action
In the Event of an Injury
O
F
If one of your bakers informs you of an unsafe situation in their bakery-cafe you need to take action to get
it resolved! Unsafe situations could be anything from a leaky proof box to rolling racks that don’t roll!
If one of your bakers is injured, please follow the steps below.
Step
Action to be Taken
Ask the baker if they need to call 911 – if so, have them call immediately!
2
If the baker isn’t sure if they need to call 911 or not – get to the bakery-cafe as quickly as you can
(safely, of course) to see to their injury.
3
Show compassion for the baker’s injury. Ask them again if they would like to go to the hospital. If
not, have them complete a Refusal of Treatment form. Use your best judgment. If you feel that
the baker’s injuries should be seen to by a medical professional, encourage them to seek help.
O
1
Complete an Incident Report Form. (Co & JV only – Franchisees, please follow the incident reporting
procedures for your market)
5
If the baker needs to go to the hospital or home – arrange to cover the bakery-cafe. If you aren’t
able to cover the bake you better get busy baking!
PR
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Refusal of Treatment Release
Date:
_______________________________
_
Market
:
_________________________________
_
Location
:
_______________________________
_
BMM:
_________________________________
This form is to be completed & signed by the baker/trainee & Bakery Market Manager in the event a
baker/trainee sustains an injury & refuses treatment for the injury.
O
F
To be completed by the baker/trainee:
This is a statement to verify that _______________________________________ has sustained an injury
while at work.
The degree of injury is rated a ______.
Rate your injury:
Course of Action:
1 – Serious
1 – Going Home
2 – Questionable
2 – Finishing the Shift
4 – Superficial
3 – Not willing to seek any medical treatment
O
3 – Minor
If I change my mind and decide I need to seek medical treatment, I will contact my BMM to request where
I should go.
________________
Initials of Baker
PR
To be completed by the BMM:
Rate the injury: _____
Recommended course of action: _________________________________________________________
Witness to the injury: _________________________________
Additional comments:
____________________________________________________________________________________
____________________________________________________________________________________
The baker/trainee agrees that the statements above are correct.
Baker/trainee signature:
_______________________________________________
BMM signature:
_______________________________________________
Date reported to Work Comp Carrier
______________________________
Claim number assigned
______________________________
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Great Service
As the leader of your baking team – you must “role model” giving Great Service everyday! Answer the
following questions about providing Great Service. Check your answers with your BMM Trainer.
Who are your customers?
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
O
F
____________________________________
Give an example of what Great Service provided by a BMM looks like for each of the customers listed
above.
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
O
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
If you consistently provide Great Service to your customers – what will the results be?
PR
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
List the top three things you will do to ensure you are providing Great Service each and every day.
1. ________________________________________________________________________________
2. ________________________________________________________________________________
3. ________________________________________________________________________________
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Building Relationships
As you just discussed with your BMM Trainer, you have many, many customers. It is very important that
you build positive relationships with your customers as well as those people you rely on to provide
services and support to you.
One of the most important relationships for you to cultivate is the one you have with your DM. Ultimately,
they are your supervisor – but, it is more about having a partnership with them.

You should ask to tour with them a minimum of once per month during the evening hours.

Another key to a positive relationship is communication. Ask your DM if you can set up a set phone
call/meeting once per week.
During these meetings, share pertinent information about your team, equipment and
product.

Ask for their advice regarding any issues you may be facing.
O
F

Keys to Building Strong Professional Relationships
Be sincerely interested in the person. What is important to this person? What interests them?
Follow through on your commitments to them. If you promise to do something for them, do it. Build
trust.
O
Treat them as you would like to be treated – with respect and care. Make the other person feel
important and do it sincerely.
If you are wrong, admit it. It is okay to show vulnerability. In fact, it will make you more approachable
and people will respect you for being strong enough admit wrong-doing.
Give honest, sincere appreciation. Everyone appreciates being appreciated. It feels good.
PR
Smile and be genuinely positive. People prefer to be with others that generate positive energy.
Be a good listener. Encourage others to talk about themselves. Actively listening to the other
person will show them you care about what they are saying and that you respect them and what they
have to say.
Thoughts taken in part from How to Win Friends and Influence People by Dale Carnegie
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O
O
F
PEGS
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O
F
O
PR
Cost Balancing
BMM Manual
Cost Balancing
Cost Balancing
Panera Bread is the Bread Leader. Our Mission Statement is “A Loaf of Bread in Every Arm”. We are all
about Panera Warmth! But, at the end of the day, we are a business. We are a “for-profit” company. We
want to be a great company and do all the right things for our people and our customers – but we have to
make money, too! Profit is not a bad word.
As a BMM, you are responsible for so much! Great baked goods at every bakery-cafe in your market
everyday to start with. Why? Because we have to have great products to make money! People come to
our bakery-cafes for many reasons – but the primary one is because they are hungry. We have
something they are willing to pay for! Again – back to the money.
Equipment Maintenance

Labor Management

Food Cost Management

Profit & Loss (P&L) Review
PR
O

O
F
Your responsibilities as it relates to Cost Balancing are in the following areas:
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Managing Equipment Maintenance & Service
Taking care of our equipment will lead to lower maintenance & repair costs. Not only does completing
daily and weekly cleaning duties help keep everything clean, it is also very important to maintaining the
equipment over time.
How to get your Equipment Education
Your BMM Trainer will review preventative maintenance tasks for all of the main pieces of equipment
with you during your training.

In addition to the information you will learn from your BMM Trainer, your RBOM will be happy to
continue your education about equipment maintenance with an Equipment Training Class.

There is also a Panera Equipment Maintenance Manual available to you for your reference.
O
F

What you can Expect from the Equipment Training Program:

Learn how our equipment operates and what you can do to prevent equipment down time.

Identify problems in such a way that you can easily repair them yourself or know when to call for a
technician.

Learn each piece of equipment concerning operations, scheduled cleaning/sanitation and
maintenance, along with a list of tools and supplies needed to complete these simple procedures.
O
The More you Know the Better
Would you pay $200.00 for someone to replace a light bulb in your home? Yes, we have an actual
invoice for changing a light bulb in the oven!

A natural reaction to equipment failure in our bakery-cafes is to pick up the phone and call for service.
Instead, we should learn more about the equipment so that we will be able to identify if a service call
is even necessary!

We are in a very competitive business and in order to maintain our position in the industry we need to
continue to expand our field of expertise. We will benefit from learning more about our equipment
and the financial implications will benefit the whole organization.
PR

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Guidelines for Making Service Calls and Follow Up

Determine who is authorized to make service calls in the market (BMM or BTS/Lead Baker) and
review contacts: Hobart, HVAC, etc.

Clearly define what justifies a service call and what is a nut and bolts issue that can resolved by
Panera staff.

Be prepared to give the dispatcher and or service technician a detailed account of the issues with the
particular piece of equipment.

Oven is dropping temp - I checked for ignition and oven does not light

Proof box is cold - I reset breaker and it has not resolved the issue.
Have an understanding of expected response time (usually 2 hrs).

Have a back up plan in place for downed equipment overnight. (e.g. select a few bakery-cafes with
lower volumes that would be able to handle the extra bake)

Study the Equipment Maintenance Manual and have the recommended tools available.

Do not bite off more than you can chew when it comes to inoperative equipment. If you are even a
little bit unsure, make the call to the service provider.

If the service call was initiated by the bakery-cafe during a BMMs’ time off, the manager at the
bakery-cafe should handle the service visit and follow up with the BMM on resolved and pending
issues.
Are parts on order or have any preventative recommendations been made by the technician that
may be overlooked on the work order.
O

O
F

Get to know and develop a working relationship with your service vendor managers/supervisors, they
are part of your support team.

Review a work order and an invoice carefully to ensure that it is accurate.

Have periodic meetings with vendors on billing and service.
PR

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Keeping Equipment Records
The following is a tool to help you keep track of the equipment and ongoing maintenance and repair
activities at each of your bakery-cafes.
Bakery Inventory and Repair Sheet
Please take an accurate inventory of the equipment listed below. In addition identify repairs needed on
ovens & proof boxes.
Date: _______________
O
F
Bakery-cafe name & number: ________________________
Needed:
Screens:
__________
__________
3-slot Molds:
__________
__________
4-slot Molds:
__________
__________
Muffin Molds:
__________
__________
Muffie Molds:
__________
__________
Pecan Molds:
__________
__________
Baguette Screens:
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
Flan Rings:
Brownie Pans:
10 Slot Baking Racks:
15 Slot Baking Racks:
PR
Utility Racks:
O
On Hand:
Re-glazing Needed?  Yes  No
Oven (repair needed-explain):
___________________________________________________________________________________
___________________________________________________________________________________
Proof Box (repair needed-explain):
____________________________________________________________________________________
____________________________________________________________________________________
Other Equipment needed or repaired:
____________________________________________________________________________________
____________________________________________________________________________________
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Labor Management
Quality & Efficiency is a Team Effort
To maintain our Bread Leadership at Panera Bread, our primary focus in Bakery Operations is to
consistently produce the highest quality baked goods. However, it is also important for us to produce
high quality product efficiently!
Since we are a “for-profit” company, it falls on each and every one of us to do our part to control costs.
One of our largest expenses is labor dollars.
Share your labor goals with your baking team. Everyone has a part to play in the effort to control labor
dollars.
For example, the CBT has to ensure that our baker trainees learn the standards and procedures for
producing our product. But, the CBTs should also be teaching our baker trainees how to complete
the bake as efficiently as possible, as well.

Another example may involve one of your senior certified bakers. Even though the pan up sales may
be higher than expected, perhaps they can work harder to complete the bake without requiring
assistance from a baker helper – or maybe they can utilize the helper for a shorter period of time.
Learning to Manage your Labor
O
F

There are many tools available to you to help with Labor Management. Some listed here are
Company/JV specific but our franchise partners most likely have similar processes and tools.
O
Your BMM Trainer will review each of the tools and systems listed below with you. During your BMM
Training, your BMM Trainer will have you “practice” labor tracking to help you build your skills.
Labor Management Tools/Systems
Baker Training Program

Sample Baker Timelines

SBS 7: Organization & Efficiency

Demo Bake/Calibration
PR


Baker Scheduling Guide (see next page)

Baker’s Weekly Schedule
Co/JV Systems on Harvest:

Baker Team Leader Report

Baker Accumulated Hours Report

Baker Hours by Team/Date

Baker Timekeeping Adjustment Form
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Baker Scheduling Guide
The following chart shows recommendations for scheduling bakers based on pan up amounts.

Our goal is to maintain an average between $180 (artisan) to $200 (non-artisan) per hour.

If you have a lower volume location, the baker should complete additional retail responsibilities
(such as setting up the bakery case & slicing bread) to ensure the bakers receive their hours.
More experienced bakers may not need as much time or support, while new bakers will need
additional time & support.

All new bakers should be placed in one location with pan ups averaging $2,000 & should be
scheduled on a 4-day, 10-hour shift for their first 30 to 60 days.

If you have questions, please contact your RBOM.
Pan Up $
$1,400 or less
O
F

Schedule
1 baker - 8 hrs
1 baker - 8 hrs with BMM support or;
1 baker - 9 hrs
$1,800
1 baker - 8 hrs + 2 hrs of support or;
1 baker - 10 hrs
O
$1,600
$2,000
1 baker - 8 hrs + 3 hrs of support or;
1 baker - 10 hrs + BMM support
$2,200
1 baker - 8 hrs + 4 hrs of support or;
1 baker - 10 hours + 2 hrs of support
1 baker - 8 hrs + 5 hrs of support or;
1 baker - 10 hours + 3 hrs of support
$2,600
1 baker - 10 hrs + 4 hrs of support
$2,800
1 baker - 10 hrs + 5 hrs of support
$3,000
2 bakers - 8 hrs
st
nd
(1 10pm - 6am; 2 1am - 9am)
$3,200
2 bakers - 8 hrs + BMM support
st
nd
(1 10pm - 6am; 2 1am - 9am)
$3,400
2 bakers - 8 hrs with a 4 hr overlap
+ 2 hrs of support
$3,600
2 bakers - 10 hrs with a 4 hr overlap
PR
$2,400
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Baker’s Weekly Schedule
We have provided you with a Weekly Schedule form on Harvest. Your BMM Trainer will show you how to
input your bakers and complete a mock schedule.
PR
O
O
F
The excel form looks like this:
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Labor Tracking Form
This form has an instruction worksheet with notes about what to enter into each cell. It also includes a
form to send to the General Manager to receive actual pan up information. And, of course, it includes the
form you will use to input and track your labor.
This form will generate labor dollars as well as percents. Your BMM Trainer will show you how to input
your bakers and track your labor (you may have to use “mock” data while in training).
We recommend that you track your labor on a nightly basis. This will help you to identify potential
overtime situations in advance so you can make alternate plans to cover the bakery-cafe affected.
PR
O
O
F
Here is a sample of the form:
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Learning about Labor Management
Your BMM Trainer will complete the following Labor Management activities with you.

If you have the data or access to the data for your market, it would be best to use “real” information
when completing these activities. Your BMM Trainer will show you how to get the data you need.

If you do not yet have access to your market information, your BMM Trainer will help you create
“mock” data to input.

Your BMM Trainer will also allow you to help them with their labor management activities in their
market.
O
F
Activity 1: Determine Scheduling Needs (based on volumes of your bakery-cafes):
Typical Pan Up Amt
# of Bakers/Hrs + Support
PR
O
Bakery-Cafe #
Activity 2: Create Labor Schedule
Create two weeks worth of labor schedules.
Consider the following when completing your schedules:

Volumes

Baker experience

Training

Meetings

Schedule requests (when they don’t impact the business)
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Activity 3: Harvest, Baker Clock in System Training (Co/JV only)
Learn to access and read/input data:

Baker Team Leader Report

Baker Timekeeping Adjustment

Baker Accumulated Hours Report
Check Clock In/Out history for one of the bakers

Baker Hours by Team/Date

Baker Maintenance (expansion)

QA Hotline Complaint Form
Activity 4: Labor Tracking
O
F


Input real or “mock” data into your Labor Tracking Form with help from your BMM Trainer.

Observe your BMM Trainer as they track their labor.
Note: The more opportunities you have to practice with this while you are in training, the better! This
is not terribly complicated, but the form is very robust. The information is invaluable, but you will have
to be diligent about keeping up to date with the data.
O
You’ve heard the old adage – garbage in – garbage out? If you don’t put accurate data in and on
time, the information that comes out will be wrong.
Remember when we talked about building relationships with your DM. This is going to be an
important part of that. Your DM will need to rely on you to inform them of your labor and he/she will
rely on you to provide accurate information!
Notes:
PR
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
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Food Cost Management
Food and Labor costs account for more than 50% of the cost of running a Panera bakery-cafe. For every
dollar that is rung into our registers, more than 50 cents goes to pay for the cost of the food and the labor
to prepare it.
Food Cost Management falls primarily upon the retail managers, but there is quite a bit that we can do to
help them control those costs.
Portion Control

Your bakers need to follow all procedures for portion control. There are many reasons for this – not
just food cost control. The recipes are built to factor in the correct blend of flavors – so, if a baker has
used too much filling or topping, it will make the product taste differently than designed.
Keeping the walk-in, freezer and baker’s area organized will help the manager do accurate ordering
and inventory. This will help with food cost because they will be less likely to over-order or underorder.
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Over-ordering can cause waste due to expired
product.
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Under-ordering can cause food cost issues as well. If
you are running out of product on a regular basis,
transfers become a nightmare in terms of paperwork.
Inevitably, product is unaccounted for and impacts the
food cost line.
Stock Rotation
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Organization
Your baker’s should be rotating product and looking at
dates to ensure they are using the oldest product first.
This will minimize the loss of product due to passed
expiration dates.
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Waste Control
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If your bakers are properly trained waste will be minimized. Obviously, no one is perfect and product
may be ruined at times. Work with your bakers to keep burnt/ruined product to a minimum.
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If there is a lot of breakage in a particular case of product, ensure that your baker’s bring it to the
manager’s attention so that they can try and get a credit for the product.
Record Keeping

Although we recommend that you and your bakers not get involved in ordering, we still have a role in
record keeping.

If you are forced to transfer product at night (because you were not notified of the shortage ahead of time), ensure
that the transfer is documented properly and communicated to the opening manager.

Explain to your bakers that noting adjustments on the Pan Up sheet is very important for the
managers. They need to know how much is being baked to ensure that the Bakery Opportunity
Report is accurate.
Controlling Theft
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Reinforce the importance of following all security procedures with your bakers. If they are setting the
alarm and NOT opening the back door, they will be less likely to be a suspect if theft is occurring in
the bakery-cafe.
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Cost Balancing
Profit & Loss
Here is that word again… PROFIT! Remember the Cultural Value – “Profit Provides Possibilities”? If
Panera continues to make a healthy profit then Panera can continue to grow. It is really that simple.
When you meet with your DM, he or she will be looking to you to provide back-up information to support
the results shown on the Profit & Loss (P&L) Statement.
Every bakery-cafe has a P&L for each period. The P&L reports all of the income (sales) and then the
costs for the period. Several of the “line items” on the P&L will sound familiar: Food Cost, Labor Cost,
and Equipment Repair and Maintenance!
There are other cost line items that your team can help with as well: linen costs (aprons and towels), utilities
(keep walk-in/freezer doors closed, power off equipment when not in use), cleaning supplies (only run the dishwasher when it is
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full, use the correct amount of cleaning solution for sanitizer buckets, mop buckets, etc.)
Activity: Learn to Read a Profit & Loss Statement
Your BMM Trainer will teach you how to read a P&L. As always, if you have additional questions, you
can contact your RBOM to assist you, as well.

Hopefully, your DM will get you involved in business reviews where the P&L is analyzed in order to
create an action plan to improve our profitability.

To prepare for this, you will need to learn to “speak the same language”. Not only will your DM be
impressed that you understand how to read the P&L, but they will appreciate your focus and efforts
toward controlling costs.
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Administration
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Administration
Administration
Some people love paperwork and some people hate it. Regardless of whether you like or dislike it, in
your role as a BMM, there will be plenty of it!
In the Introduction section, we introduced the BMM Nightly Log as well as the BMM Checklist.

In the People section, we reviewed some of your administrative responsibilities as it relates to New
Hire Paperwork as well as other forms related to training.

In the PEGS section, we reviewed PEGS At-A-Glance, Calibrations and the Injury Reporting
information.
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And in the Cost Balancing section, you learned about Equipment tracking,
Labor Tracking and how to fix baker hours, to name a few.
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Overview
In this section, we will review the remaining administrative tasks you will
perform as a BMM. The best way to keep on top of all of this admin – is to
be organized, make to-do lists and to perform some of your paperwork at
the same time each week.

Many of the pointers you will learn in the Focus Workshop on time
management will serve you well with your administrative responsibilities.

Here is a rule of thumb to follow regarding paperwork: “Handle it Once” –
either take action immediately, delegate it, file it or trash it. This will save
you time in the long run, because you will not be looking at the same
paperwork over and over again.
In this Section:
Staying in Contact
Contact Lists
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Email
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Voicemail
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Websites
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Be the Boss of your Computer
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File Management
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Computer Basics
Forms
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FDF Reports
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Expense Reports
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Administration
Staying in Contact
Contact Lists

Support Center Extensions
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RBOM Contact Numbers
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FDF Contact List

Support Alignment – Bakery Operations
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Bakery Ops Phone Listing
Email
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The following contact lists are available on the
learning/tools website. Contact lists change frequently,
so please check for updated contact lists regularly.
As a BMM, email is a vital form of communication between you and the many others you work with on a
daily basis; Human Resources, District Manager, GMs, etc.
You should check your email nightly. We recommend that you check email at the beginning of the night,
sometime in the middle and then again at the end of your shift.
Keeping Emails
Even though it is not necessary to keep all emails you will want to keep important information.

Create sub-folders, such as equipment, Celebrations, training or the names of people you frequently
receive communication from like your DM, RBOM, etc.

You can then save emails pertaining to those subject areas or from those persons so that you may
easily retrieve them later.

The following are some examples of e-mails you should keep:
Information regarding equipment
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Baker performance issues as communicated by retail management
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Any HR information/communication
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Company policies/changes to policies
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Product information/spec changes
Email Etiquette

You have probably heard some of the embarrassing email stories where someone mistakenly sent a
personal email to their entire company. Don’t let that happen to you!

Please be careful and considerate of others. Do not send “mass” emails even if your intentions are
good. If you have information that you think would be appropriate to share, discuss with your DM.
Perhaps The Hearth google group may be a better venue.
Email How-To’s

There are instructions for how to use Panera’s email system on the learning/tools website under
“Technical”, then “General Technical Documents”, then “Email 101” and “OWA1”.

Ask your BMM Trainer to assist you with your email if you need further clarification.
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Voicemail

Voicemail is another tool that you will use to keep in touch with people. You will have a Panera
extension assigned to you if you work for the Company.

You will need to check that voicemail several times throughout each night.

You will also be able to find instructions on how to set up your mailbox and use the Panera voicemail
system on the learning/tools website under “Technical” then “Voicemail”.

If you have any questions, don’t hesitate to ask your BMM Trainer, your DM or your RBOM.
Voicemail Do’s & Don’t’s
Speak clearly and concisely. No one wants to struggle to hear someone and absolutely no one likes
long-winded voicemails.

Consider what you have to say (take quick notes if necessary) before leaving the message.

Respond to voicemails sent to you. It is polite to do so. If you do not have the answer for the person,
respond anyway and let them know when you think you will have the answer. Then, be sure to get
back to them.
Websites
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There are three Panera websites that you will frequent. Tour them yourself. If you are not familiar with
the internet ask your BMM Trainer to walk you through how to access the websites and give you a tour of
how to navigate around the websites.
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This is our public website.
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http://www.panerabread.com
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https://harvest.panerabread.com
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This is an internal one stop shop website for all of your administration needs
The website above will also lead you to the two websites on the next page.
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http://www.baguetteu.panerabread.com
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This is an internal website containing training materials and so much more!
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Be the Boss of your Computer
File Management
Don’t let your computer “push you around”! You are in charge! Your
BMM Trainer can show you how to set up a simple File Management
system on your laptop.
This will help you keep yourself organized.

You will be able to download information you receive into folders
you already have set up.

You will be able to retrieve information more quickly and
confidently.

Don’t become one of “those people” who have all of their files on
their desktop!  Seriously though, it will take you longer to find
what you are looking for and it will also take longer for your laptop to “boot up” with excess files on the
desktop.
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Computer Basics
If you are not as comfortable as you would like working with a computer, you are not alone.  Don’t
let it intimidate you, though. It would be really difficult for you to do anything to hurt the computer
(well, if you spill coffee on it, that wouldn’t be good).

Sometimes the best way to learn something new is to just “play” around a bit.

There are documents on the internet to help you learn how to use Microsoft Word and Excel, the
programs you will be using most. Your BMM Trainer will also be able to help you, as well, time
permitting.

If you are very insecure about your computer skills, please consider signing up for a computer basics
course in your neighborhood, or have a family member walk you through the basics.
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Forms/Reports
There are always going to be forms and reports to complete! We have posted the forms in the Baker
Library on Harvest; please look them up when referenced to forms in this manual.
If you have any questions, or cannot find what you are looking for, please contact your BMM Trainer or
your RBOM.
Tracking Form – Report – Survey Schedule
Weekly (as needed or completed):
Baker Trainer Tracking
Form & Trainer Timeline
Baker Training Specialist
Certification Tracking
Form & Exam
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Baker Trainee Tracking
Form & Trainer
Evaluation form
Completed every Tuesday and emailed to RBOM. The RBOM will send 1
email containing all FDF reports to the FDF and the Regional FDF Manager.
Tracking Form is completed by the BMM/BTS and mailed/emailed to their
RBOM. The Baker receives a Baker Certification Certificate and Patch.
The Trainer Evaluation form is completed by the Baker Trainee on their CBT
and mailed/emailed to their RBOM for pay out of training bonus (CBT must
be certified to receive bonus).
Tracking Form completed by the BMM and BTS after completing the CBT
Certification Process. The Baker Trainer Tracking form is mailed/e-mailed to
the RBOM for the market. Keep the Trainer Timeline on file for RBOM
review on his/her next market visit. The CBT will receive a CBT Certification
Certificate and Patch.
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FDF Report
BMM to complete the BTS Certification Tracking form when the BTS
becomes certified. BMM will mail/e-mail the form to their RBOM. The BTS
will receive a BTS Certification Certificate and Patch.
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Yearly (2 times a year or as needed)
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FDF Support Survey
Completed by the BMM and Operator/JV Partner 2 times a year (June and
January) – the survey is emailed to Sherry Sellman.
Regional Bakery
Operations Manager
Survey
Completed by the BMM & Operator/JV Partner 2 times a year (June and
January) – the survey is emailed to Sherry Sellman.
Bakery Operation
Roundtable sign up
sheet
Completed by the BMM 2 times a year (3 weeks prior to the scheduled
roundtable) – sign up form is emailed to their RBOM.
New Product Rollout
Survey
Completed by the BMM & Operator/JV Partner after they receive training and
support with new product rollouts (based on level 3 rollouts – like artisan
pastries).
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Administration
FDF Report
Once a week you will be required to complete an FDF Report and email it to your RBOM. Your RBOM
will gather all of the reports from their BMMs and forward them onto the FDF Regional Managers.
By gathering multiple reports we are better able to see aggregate issues with product. You can find the
FDF Report on Harvest.
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The report looks like this:
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Expense Reports
Steps
Actions to Take
Completing your Expense Report
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Download the Standard Reimbursement Form from Harvest.
Note: Always pull a new template to ensure formulas include current travel reimbursement rates.
Heading Section
Complete the following: Name, Address, Job Title, Today’s Date, Department #, Dept. Name (will populate)
and Week Ending (note the "Week Ending" is always the week end date (a Saturday) of the purchase. If you bought
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Transportation Section
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several items on January 29th and January 31st, the week end date would be Feb 3rd.)
Input airline, auto rental, gas, parking and tolls (airport, hotel, etc.) and other (taxi-rail) purchases.
Please indicate the name of each company and the number of days at each establishment.
Note: Keep your boarding pass to submit with your receipts.
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Lodging Section
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In the blank space to the right of Acct# type in the meeting name, if applicable, or location visited.
Your hotel receipt will include all of your incidental charges (e.g. room service, internet, parking, etc.)
Please separate these charges and input them in the appropriate section (e.g. room charge in lodging
section, food in food section, parking on parking line in lodging section, etc.)
Food Section

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List the establishment by name and enter in the cost under the appropriate date.

Has to be approved in advance by a Senior VP.
If you “bought” a meal for a group of people, enter the amount in the Food Section as well as the
Entertainment Detail section. (see Entertainment Detail section for more details)
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Please indicate the name of each company and the number of days at each establishment.
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Other Section
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Entertainment Detail
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Include all your copying, office supplies, home/cell phones, Internet (hotel internet charges, too), etc.

Include the date, names of persons involved, the business reason, the establishment and the amount
that matches the entry you made on the “Entertainment” line in the Food Section.

Has to be approved in advance by a Senior VP.
8
Daily Mileage Rate Entry
9
Complete and Submit for Approval and Payment
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List to and from destinations and the amount of miles under the appropriate date.
Enter your name and the date and your DMs name and the date.
Email an electronic version of the completed form to your DM for approval. When you have received
approval from your DM, print the email approval.
Tape your receipts to an 8½” X 14” piece of paper and staple it to your DMs’ approval email and the
Standard Reimbursement Form and mail to the appropriate person in accounting.
Note: Make copies of your submission for your records.
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