Tag: team

WHY ONGOING EMPLOYEE TRAINING IS CRITICAL FOR SUCCESS IN FRANCHISING

Posted on by Franchise Strategist

Photo by Mapbox on Unsplash

For franchises to succeed and grow in today’s competitive landscape, the investment in ongoing employee training is not just beneficial—it’s crucial. Such commitment to continuous professional development ensures that the franchise remains agile resilient, and consistently delivers the brand promise across all its outlet

Why Ongoing Employee Training is Critical for Success in Franchising
By Johnny Dey

Franchising is a unique business model that thrives on consistency, brand reputation, and standardization across multiple locations. The employees are at the heart of these enterprises and play a pivotal role in ensuring that each franchise mirrors the brand’s core values, service quality, and operational standards. This is where the importance of ongoing employee training becomes evident.

Initial training during the onboarding process is undoubtedly essential. Franchising is dynamic, with evolving customer expectations, technological advancements, regulatory changes, and market shifts. To stay updated and relevant, franchises must engage their workforce in continuous learning experiences. Regular training ensures that employees across all franchise locations are equipped with the latest knowledge and best practices, enabling them to provide consistent and exceptional service.

“The only thing worse than training your employees and having them leave is not training them and having them stay.” – Henry Ford.

Furthermore, franchises often face the challenge of high turnover rates. Continuous training can help in two significant ways: first, by enhancing the skill set of employees, making them feel more valued and thereby increasing retention; and second, by ensuring that new hires can quickly reach the performance level of their more experienced peers, maintaining the brand’s standard of service.

Moreover, ongoing training serves as a tool for empowerment. Empowered employees feel confident in their roles, take the initiative, and often go beyond their call of duty to ensure customer satisfaction. They become brand ambassadors, enhancing the franchise’s reputation in the eyes of the customers.

For franchises to succeed and grow in today’s competitive landscape, the investment in ongoing employee training is not just beneficial—it’s crucial. Such commitment to continuous professional development ensures that the franchise remains agile resilient, and consistently delivers the brand promise across all its outlets.

Let’s look at a few areas where training impacts a franchise organization:

1. Career Path
Crafting a clear career path is pivotal for employee retention and satisfaction. Ongoing training gives employees the insight and skills they need to progress within the organization. When they see a future with growth opportunities, they’re more likely to remain dedicated and driven.

2. Productivity
Enhanced productivity is a direct result of continuous training. As employees learn new techniques and technologies, they can execute tasks more efficiently, ultimately boosting the franchise’s overall output.

3. Cross-Training
Cross-training allows employees to understand and perform in multiple roles. This flexibility is crucial in the fast-paced franchising environment, where staff turnover rates can be high and operational needs frequently shift.

4. Empowering Employees
A well-trained employee is a confident one. By providing them with the knowledge and skills they need, you empower them to make decisions and take initiative, fostering a proactive rather than reactive environment.

“Give a man a fish, and you feed him for a day; teach a man to fish, and you feed him for a lifetime.” – Maimonides.

5. Incentive to Increase Responsibility
Ongoing training often uncovers hidden talents and potential within employees. By recognizing and nurturing these traits, franchises can give employees more responsibilities, helping the individual and the business grow.

6. Promotions
With the proper training, an entry-level employee can rise to a managerial or executive role within a franchise. This saves on recruitment costs and maintains company culture and values.

7. Counseling
Continuous training ensures that employees know what’s expected of them. Counseling becomes an educative process when issues arise rather than just a reprimand. This approach is more constructive and geared towards improvement.

8. Mentorship Programs
Mentorship programs can be invaluable. Pairing an employee with a seasoned mentor can address specific areas needing growth and provide guidance.

9. HR Employee Records
A robust Human Resource Management System (HRMS) that tracks training can be an asset. When franchises can see which employees have undergone which training modules, it simplifies determining who’s best suited for specific roles or promotions.

10. Building Resilience
Ongoing training prepares employees for unexpected challenges. A resilient team can adapt to changes in the market or industry, ensuring the franchise’s longevity.

“Train people well enough so they can leave; treat them well enough so they don’t want to.” – Richard Branson.

In Conclusion:
The significance of continuous employee training in the franchising sector cannot be overstated. Not only does it enhance productivity and ensure consistent service quality across outlets, but it also fosters a culture of growth, learning, and resilience. In a world where businesses must be agile and adaptable, investing in ongoing training is not just beneficial—it’s imperative.

BRAINSTORMING: A GUIDE TO EFFECTIVE GROUP IDEATION

Posted on by Franchise Strategist

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By prioritizing an open and accepting environment, you’re not only respecting the individual contributions of each participant but also effectively leveraging the diverse reservoir of creativity present within the group. The synergy that arises from a group’s collective creativity is often far greater than the sum of its parts, leading to richer, more varied, and innovative solutions. So, as you embark on a brainstorming session, remember to cultivate this space of openness, valuing the process of idea generation above immediate analysis.

Brainstorming in a Meeting: A Guide to Effective Group Ideation

Brainstorming within a meeting environment offers a unique opportunity to harness the collective creativity of a team. By utilizing a structured approach, you can capitalize on the diverse experiences, perspectives, and knowledge of all participants, turning them into a powerhouse of idea generation.

This approach isn’t just about coming up with a multitude of ideas; it’s about fostering an atmosphere where every voice is heard, where participants feel free to express even the most outlandish concepts without fear of judgment. By leveraging the power of group dynamics, brainstorming can lead to breakthroughs that may not be possible in solitary contemplation.

To ensure you’re making the most of these group sessions, follow these steps and best practices:

Set Clear Objectives: Before the meeting, establish a clear purpose. What problem are you trying to solve, or what ideas are you looking to generate? This will provide direction for the brainstorming session.

Choose a Facilitator: Appoint someone to lead the session. This person will ensure that the group stays on track, everyone gets a chance to speak, and the energy remains positive and productive.

Set Ground Rules:
No judgment or criticism.
Encourage wild and ‘out-of-the-box’ ideas.
Build on the ideas of others.
Ensure one person speaks at a time.

Warm-Up: Start with a light, unrelated activity or question to get the creative juices flowing.
Structured Time: Set a specific amount of time for idea generation. Using a timer can create a sense of urgency that stimulates thinking.
Encourage Quantity Over Quality: The goal is to generate as many ideas as possible. Evaluation comes later.

Use Techniques:
* Brainwriting: Instead of speaking ideas, everyone writes them down.
* Round Robin: Participants take turns sharing an idea in succession.
* Mind Mapping: Start with a central idea and branch out into related topics.
* Post-it Note Brainstorming: Everyone writes ideas on Post-it notes and sticks them on a board.

SCAMPER: A technique that asks questions based on Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse.

Encourage Participation: Ensure everyone has a chance to share their ideas. Some people might be shy or hesitant, so fostering an inclusive environment is crucial.

Capture Every Idea: Use a whiteboard, flip chart, or a digital tool to note every idea. This ensures that nothing is lost, and everyone feels their contribution is valued.

Group and Prioritize: Once idea generation ends, group similar ideas together. This helps in identifying common themes and patterns. After grouping, prioritize or vote on ideas that seem most promising or relevant.

Evaluation: This is a separate phase from brainstorming. Here, ideas can be analyzed for feasibility, relevance, and potential impact.

Follow-Up: After the meeting, ensure a plan for the next steps. Whether it’s further research, prototyping, or another round of brainstorming, provide a clear action plan.

Keep it Fun: Maintain a positive and relaxed atmosphere. The more relaxed participants feel, the more likely they are to share their ideas freely.

Limit Group Size: Smaller groups (4-7 people) often work best for brainstorming as each participant has more opportunities to contribute.

It’s crucial to bear in mind the core essence of brainstorming: it is a process dedicated to the uninhibited generation of ideas, rather than their immediate assessment or critique. This distinction is important because when participants fear judgment, they may hold back potentially innovative or unconventional thoughts. These withheld ideas, regardless of how unpolished they might seem initially, could very well be the seeds of groundbreaking solutions.

Creating a positive, judgment-free environment serves multiple purposes. First, it gives participants the psychological safety to voice even the most outlandish or unrefined ideas. These raw, unfiltered insights can often lead to unique solutions that might not emerge in a more constrained setting. Secondly, a positive atmosphere enhances collaboration. When team members feel valued and understood, they’re more inclined to listen to others, build upon their ideas, and contribute more vigorously to the collective brainstorming effort.

By prioritizing this open and accepting environment, you’re not only respecting the individual contributions of each participant but also effectively leveraging the diverse reservoir of creativity present within the group. The synergy that arises from a group’s collective creativity is often far greater than the sum of its parts, leading to richer, more varied, and innovative solutions. So, as you embark on a brainstorming session, remember to cultivate this space of openness, valuing the process of idea generation above immediate analysis.

Remember that the primary goal of brainstorming is to generate ideas, not to critique them. By fostering a positive, judgment-free environment, you’re more likely to tap into the collective creativity of the group.
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This article was researched, developed and edited with the support of AI

HOW TO RECRUIT & RETAIN “GEN Z” EMPLOYEES

Posted on by Franchise Strategist

Photo by fauxels

It is essential to consider Gen Z key preferences and values. Gen Z employees prioritize meaningful work and a sense of purpose. They are often motivated by opportunities for personal growth, career advancement, and the ability to impact society positively. Providing clear career paths and development opportunities is crucial to engaging and retaining them.


HOW TO RECRUIT & RETAIN “GEN Z” EMPLOYEES
By Johnny Dey

Finding, hiring, and retaining Generation Z employees requires understanding their unique characteristics, preferences, and attitudes toward work. As the newest generation to enter the labor force, Gen Z comprises individuals born between 1997 and 2012. According to the U.S. Department of Labor, as of 2020, Gen Z accounted for around 9% of the labor force, which is projected to grow in the coming years.

To attract Gen Z workers, it is essential to consider their key preferences and values. Gen Z employees prioritize meaningful work and a sense of purpose. They are often motivated by opportunities for personal growth, career advancement, and the ability to impact society positively. Providing clear career paths and development opportunities is crucial to engaging and retaining them.

Gen Z employees also value work-life balance and flexibility. They seek workplaces that offer flexible schedules, remote work options, and healthy work-life integration. According to a study by Ernst & Young, 75% of Gen Z employees believe that a flexible work schedule is essential to achieve work-life balance. Emphasizing work-life balance and offering flexible arrangements can be attractive to Gen Z job seekers.

Gen Z workers are also tech-savvy and expect employers to leverage technology effectively. They are comfortable with digital communication tools, collaboration platforms, and automation. Companies prioritizing technological advancements and providing a digital-friendly work environment will likely appeal to Gen Z candidates.

Gen Z employees also value diversity and inclusivity. They seek companies that foster a diverse and inclusive culture where they can express their authentic selves. Organizations that demonstrate a commitment to diversity, equity, and inclusion through policies, initiatives, and representation are more likely to attract and retain Gen Z workers.

Moreover, Gen Z employees tend to have a robust entrepreneurial spirit. They are interested in opportunities for innovation, autonomy, and creativity in the workplace. Companies that offer a supportive environment for entrepreneurial endeavors and provide platforms for idea sharing and collaboration will likely appeal to Gen Z employees.

In conclusion, attracting, hiring, and retaining Gen Z employees involves recognizing their preferences for meaningful work, work-life balance, flexibility, technological integration, diversity and inclusion, and entrepreneurial opportunities. By aligning company values with these preferences, organizations can better position themselves to attract and retain Gen Z talent in a competitive labor market.

Please note that while the U.S. Department of Labor provides information about the labor force and various demographic trends, specific statistics on the exact number of Gen Z individuals in the labor force may not be available as of my knowledge cutoff in September 2021. It’s advisable to refer to the U.S. Department of Labor or other reliable sources for the most up-to-date statistics.

HOW TO ATTRACT AND RETAIN EMPLOYEES AS WE EXIT THE PANDEMIC

Posted on by Franchise Strategist

Some of the causes of the great employment disruption of 2021 are beyond the influence of employers. However, there are a number of initiatives that can be implemented by employers to retain employees and attract those who are looking for a change in what they do. So, how do you retain and attract employees? 

HOW TO ATTRACT AND RETAIN EMPLOYEES AS WE EXIT THE PANDEMIC
by Stan Silverman
Article originally published in the Philadelphia Business Journal on November 15, 2021.

Due to the effects of the pandemic, 2021 will be known as a year of immense employment disruption. This is especially acute in the restaurant, hospitality and other service industries, where employees now have higher-paying employment alternatives. 
The cause of the Great Resignation is not limited to dissatisfaction with pay. Many employees who are nearing retirement have decided to leave the workforce earlier than they had planned. Other employees have reevaluated their lives and decided what they were doing was not for them. 

Some employees are burned out dealing with hostile customers and working to meet pent-up demand. Others have left the workforce because they cannot afford childcare. There are those who point to governmental assistance as the reason people are not working, but that assistance ended in September.

Some of the causes of the great employment disruption of 2021 are beyond the influence of employers. However, there are a number of initiatives that can be implemented by employers to retain employees and attract those who are looking for a change in what they do. So, how do you retain and attract employees? 

Employees come before customers

In my columns for the Philadelphia Business Journal, I have emphasized the importance of delivering a great customer/client experience as a way to become the preferred provider in the marketplace. It’s your employees who deliver a great customer/client experience. 

Quoting Sir Richard Branson, co-founder of Virgin Group, “Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.” Treat your employees well. They will help you become a preferred employer.
Nurture a culture in which your employees develop a sense of ownership in what they do. Listen to their ideas. Value their contributions. Never micromanage. Set expectations, empower them and cut them loose to do their thing. 

Compensate employees so your company is an attractive employment alternative

For years, many have advocated raising the federal minimum wage to $15/hour, with little success. Today, many businesses need to pay $20/hour or more to attract employees. Why? Employees have alternative employment opportunities not only within the same industry, but also within other industries that are rapidly growing. For example, an employee working at a restaurant can quit and go to work for Amazon instead. Pay employees competitively with their alternatives to keep them and attract others.
Will increasing the compensation of employees require companies to raise prices? Yes. The economy will adjust as it did after the dramatic increase in oil prices during the 1970s. 

Differentiate your company and its culture 

Just as you differentiate your company so customers/clients want to buy from you instead of your competition, differentiate your company so employees want to work for you rather than their alternatives. 
Treat all employees as important to your success. Show your appreciation for what they do. Where practical, depending on the job, institute a hybrid model, giving them flexibility to work remotely or at the office. There are companies that have been operating 100% virtually with great effectiveness for many years without adversely impacting employee collaboration. Saved commuting time is spent working on business issues, as well as taking care of personal matters, which reduces employee stress and increases morale.

Differentiate your company from others. Treat your employees as you would like to be treated. Make it part of your brand. Your reputation will attract the employees you need to run your business. 

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About the Author
Stan Silverman is founder and CEO of Silverman Leadership and author of “Be Different! The Key to Business and Career Success.” He is also a speaker, advisor and widely read nationally syndicated columnist on leadership, entrepreneurship and corporate governance. He can be reached at [email protected].

Getting New Franchisees Off to a Great Start

Posted on by Franchise Strategist

GETTING FRANCHISEES OFF TO A GREAT START…The likelihood of a franchise owner “going rogue” when a company is transparent in its expectations lessens. Franchisees know what is expected of them. 

Getting New Franchisees Off to a Great Start
Prepare them for business ownership through the onboarding and training process.
By Gary Occhiogrosso – Managing Partner of Franchise Growth Solutions, LLC.
Photo by Perry Grone on Unsplash

When training new franchisees, there is a term that is used regularly but has received a lot of criticism “Onboarding” Many Franchisors believe that the “onboarding process” begins once a candidate is awarded the franchise. I coach this process is a different way. At Franchise Growth Solutions we know that the onboarding process begins from the very first interaction the company has with the franchise prospect.

Getting to the Goal

That said, let’s take a step back and first explore the goal of proper onboarding. In my opinion, the main focus is to create value for the brand in the minds eye of the candidate. Without value and respect for the brand, all the training in the world will not produce a franchisee capable of living up to his or her full potential as the operating franchisee.
Although franchisee training is often seen as a means to an end because of how quick paced it is and how much information is packed into training sessions, in and of itself training is certainly not the sole answer in producing quality franchisees. Through the years I’ve trained franchisors to understand that in order to successfully orientate a new franchisee; Mission, Culture and Core Values of the brand must be communicated to and embraced by the franchisee. Here again I cannot emphasize enough that franchisors must start building value and respect for the brand during the recruitment phase. It is during that time, potential franchisees and the franchisor should engage in meaningful, mindful conversation so that the franchise candidate understands what is expected of them and the Franchisor should understand what the franchisee expects in return. It’s a simple (but not easy) process that can lead to rejecting a candidate and losing the deal. However, trust me when I say, losing that candidate is a far better outcome than bringing the wrong franchisee into the system only to wreak havoc, compromise brand standards and lobby additional, otherwise satisfied franchisees into their negative mindset.
Successful onboarding and training requires transparency, consistency and follow up.

The likelihood of a franchise owner “going rogue” when a company is transparent in its expectations lessens. Franchisees know what is expected of them. In addition, the Franchisor’s support personnel should be out in the field in front of the franchise owner, coaching, counseling and working with the franchisee to achieve optimum results, financially as well as making sure the business is providing options consistent with the franchisees lifestyle goals. Supplying ongoing training that places resources within reach of the franchisee is not only vital at the onboarding phase but throughout the lifecycle of the business relationship.

Initial Training & Support

This approach helps franchisees adapt as the brand grows and systems evolve. Preparing franchisees to deal with the issues that may come up along the way is key to building a successful franchise system. Ultimately solid onboarding and training should expose the franchisee to detailed information so the franchisee knows what the company expects and they can live up to the “Brand Mission”. Initial and ongoing training should support the idea that following the system is the most important aspect leading to the success of the business. This approach puts franchisees in a better position to make sound decisions concerning the business with little outside assistance and with little room to “reinvent the wheel”.

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Franchisees need to be held accountable for holding the same high standards as the franchisor. In order to do this, your company culture, value proposition, training program, operations manuals, job aids and other franchisor supplied tools should be carefully develop, tested, reviewed and updated as necessary. The onboarding process and training program is never “done”. As the franchisor it is you job to insure that franchisees have access to the tools and support needed to grow and thrive.
Get new franchisees off to a great start through a sound onboarding process that starts at the first hello. Recruit and vet your candidates thoroughly, be certain they are a fit for you brand culture and buy into your mission statement. Provide them with the tools and support needed to navigate system changes as they occur. Give the franchisees the foundation they need to grow, develop, and succeed as business owners. An excellent franchise system, built this way from the start makes it easier for franchisees to overcome challenging situations as they occur, and they will occur.
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About the Author:
Gary Occhiogrosso is the Managing Partner of Franchise Growth Solutions, which is a co-operative based franchise development and sales firm. http://www.frangrow.com
Their “Coach, Mentor & Grow Program” focuses on helping Franchisors with their franchise development, strategic planning, advertising, selling franchises and guiding franchisors in raising growth capital.
Gary started his career in franchising as a franchisee of Dunkin Donuts before launching the Ranch *1 Franchise program with it’s founders. He is the former President of TRUFOODS, LLC a 100+ unit, multi brand franchisor and former COO of Desert Moon Fresh Mexican Grille. He advises several emerging and growth brands in the franchise industry
Gary was selected as “Top 25 Fast Casual Restaurant Executive in the USA” by Fast Casual Magazine and named “Top 50 CXO’s” by SmartCEO Magazine. In addition Gary is an adjunct instructor at New York University teaching Restaurant Concept & Business Development as well Entrepreneurship. He has published numerous articles on the topics of Franchising, Entrepreneurship, Sales and Marketing. He is also the host of the “Small Business & Franchise Show” broadcast in New York City and the founder of http://www.FranchiseMoneyMaker.com