Training Tips from Successful Franchisees
How the pros do it – every day in every way
Training employees can be challenging for new franchisees who have never operated their own business before. While they come to franchising with many valuable skills, training employees usually is not one of them. Large corporations have training specialists to do the job, and solopreneurs don’t have to train anyone but themselves. To be blunt, training at most companies leaves a lot to be desired. Yet, well-trained employees are essential to success at virtually all franchised businesses.
So, how does a new franchisee learn how to train new employees? One way is to learn from others who know. Each issue of our Multi-Unit Franchisee magazine features lengthy profiles of successful franchisees from all types of industries. And one of the questions we always ask them is, “How do you train and retain employees?” Below is a sampling of their replies. Many started as a teenager working for the brands they now own and operate.
“Training is the key to success. Our stance is that training is about continued growth and development in all levels of life. We offer language classes, personal financial counseling, Microsoft Excel, even grammar courses. Measuring career growth is not limited to hitting the numbers on a P&L statement. Everyone in the company is a trainer. We are a learning organization!”
“We have created our own leadership training classes for managers and above. We have a lot of restaurant managers. We have monthly training programs for them to become a multi-unit operator. We also do quite a bit of computer-based training that everyone is required to go through. They must certify themselves at every station.”
“We are constantly finding innovative ways like capitalizing on grants to offer high-quality training to raise the bar on job satisfaction.”
“We have training staff. We do extensive training in the field and in the office. It’s very focused and specific for our industry.”
“We utilize career mapping tools and offer an initial training program along with ongoing touch points. We recently instituted a five-month reorientation program for hourly staff as we realized that we were losing a disproportionate percentage of folks at six months and that those who stay beyond six months stay for a significant time.”
“We have an excellent director of human resources and training whose passion is to train and communicate the most cutting-edge information to our teams. She prides herself on continuing education and is constantly seeking out the most efficient and effective ways to protect and develop our employees. She was with Taco Bell for many years before joining us. We are proud to have her in her 18th year with us.”
“For this new generation you have to communicate with your employees on a consistent basis. I take my employees through a thorough training program. Retaining requires effective communications through ongoing evaluations and creating a fun atmosphere.”
“We hire people with the right mental attitude and then groom them in their position so they know what to expect and I know what they’re capable of handling. We have our training in terms of whatever the particular franchise company offers on an annual basis.”
“We hire young trainees and encourage our operating partners to groom them for more responsibility. Our operating partners train employees, and we offer those who do well the opportunity for advancement.”