By Christina Cannon, contributing author
In an industry with such high turnover, retaining quality talent can be a top challenge for owners and operators of quick-service restaurants. Franchisees agree that it starts by treating the employees you have with respect and paying them well, but there are other things that can be done to foster a sense of loyalty within your workforce.
“We know that it’s the simple things that make a difference – paying on time, addressing any concerns, investing time in training them, and helping them set and achieve their personal and professional goals – that contributes to people feeling like a valuable part of the team,” said Vickie Volan, vice president of human resources for GPS Hospitality, which is owned by Tom Garrett.
Training & Expectations
One of the best ways to create a long-lasting relationship with your employees is to set clear expectations for each position and team member in the beginning and then continue to invest in employees to help them achieve those expectations.
“Give the team members the power to have personal accountability for their jobs,” said Staysee Wolff, director of human resources for Meridian Restaurants, which is owned by David Harper. “Everyone wants to feel like they are part of the team, but sometimes they don’t know how to do that. Everyone knows what our goals are and what their jobs are to help us get there, and that has made a huge difference for us.”
Meridian Restaurants has several training programs it uses to empower its employees, including foundations management training, ServSafe training and the recently created culture of accountability classes. The company also sends many of its managers to Rapport Leadership programs.
“We are always looking for our next set of leaders and how we can help move them up the path of success,” said Volan. “In order to grow, we believe that ongoing training is necessary. We have goal-setting classes, as well as classes on how to become a top right leader, which helps employees learn about the values and traits we look for in successful leaders.”
For Eugene Brooks’ Brooks Restaurants Inc., leadership meetings are conducted regularly with general managers, area managers and team leaders. Meetings cover general management principles and effective leadership strategies, and restaurant managers also hold monthly meetings within their restaurants that include a broader range of topics.
“Treat employees with respect and make them feel valued,” said Colin Brooks, managing director with Brooks Restaurants Inc. “Solicit their feedback on restaurant operations, and adopt their suggestions when appropriate. Allow flexible scheduling when possible and encourage collaboration.”
For companies that don’t have an updated or tailored training program, the NFA’s recently developed CORE (Cultivate, Organize & Prioritize, Relate & Communicate, Execute) Leadership Training program may provide a great solution.
Developed in conjunction with Sullivision and Renegade Hospitality, this adaptive train-the-trainer program gives managers at all levels a sense of responsibility and belonging. With 31 certified trainers having collectively taught 10 courses, plenty of opportunities exist to elevate the knowledge and commitment of franchise groups’ staff members.
Since its inception in August, approximately 142 participants have been trained across six states and can now take their BK-tailored knowledge back to their respective regions and restaurants to teach others.
The Cultivate module of the program focuses on exploring fresh ideas for recruiting, maintaining and motivating talent. The Organize & Prioritize section teaches managers how to spend their time, energy and resources on activities that deliver results, and the Relate & Communicate segment demonstrates how to increase commitment and performance from other team members by relating how different tasks affect guests, goals and the brand itself. Finally, Execute focuses on setting goals and communicating those to others to hold team members accountable. While the modules should be taught in order since each one builds off of its prerequisite, the CORE Leadership Training program can be taught at one time or in four smaller segments.
The NFA hopes to have plenty of CORE training sessions scheduled for 2018, and with a handful of sessions already in the books, the association is well on its way to establishing a comprehensive training program for BURGER KING franchisees and their staffers.
Keeping Up the Good Work
Once you have provided employees with the necessary tools to truly exceed at their jobs, you should then recognize them when you see them putting those tools to the test.
“In addition to training, we believe in recognizing our employees for achieving their goals, receiving positive feedback from guests or demonstrating our values/leadership traits,” said Volan. “By recognizing them in front of their peers, we are not only encouraging those employees but we are also setting an example for others on how to win at GPS.”
GPS Hospitality has a company website and various social media accounts where employees are regularly commended for a job well done. The company is also in the process of rolling out a service and recognition program that will recognize individuals from the GPS community that have exhibited outstanding performance or tenure.
Assistant managers, general managers and district leaders who demonstrate top right leadership traits receive recognition on both a quarterly and annual basis.
With examples of excellence everywhere you turn, GPS Hospitality is truly fostering an environment where employees strive to be their best, but smaller gestures can be just as effective. Brooks Restaurants utilizes “Way to Go” recognition cards for employees who demonstrate great service or hustle, and the company also provides colored lapel pins once team members complete various levels of training to help build camaraderie in the restaurants. Meridian Restaurants also believes in the simple things and hands out LOVE cards when it witnesses employees living the company’s mission and embodying the value to make a positive impact on someone’s life.
Alex Salgueiro, president and CEO with Savannah Restaurants Corp., takes things a little more formal and hosts an awards ceremony every February where top performers are presented with plaques and cash bonus awards.
Regardless of how it is done, recognizing employees for hard work and a positive attitude goes a long way in continuing the behavior and letting team members know their employer cares.
Getting the Green
As much as employees love to hear they are doing a good job, they also love to see it in the form of tangible rewards and benefits. The first step to this is being able to evaluate an employee’s performance.
“We review all crew members twice per year for performance and pay increases. This recognizes all employees, especially the top performers,” said Salgueiro. “We have a career ladder that allows any qualified crew member to rise through the ranks all the way up to general manager. We also regularly reward all top performing employees with cash bonuses, awards and promotions. Promotions are not based on tenure they are based mainly on performance. The top performers are constantly recruited and encouraged to move up.”
Meridian Restaurants also reviews employees on a regular basis and promotes from within whenever possible. “We conduct one-on-ones with our team members and managers consistently to not only let them know how they are doing but, more importantly, get their feedback on how we can get better. This also helps track their performance and allows us to set goals with them for advancement if/when it’s appropriate,” said Wolff. “When we do have an opening in management, we give an opportunity to interview to those interested in doing so. We have filled some of our office positions with team members who were working in our restaurants as well. Being able to grow the company has created many opportunities for others, which is the most exciting part!”
GPS Hospitality likes to share the wealth in a big way and provides its managers with unlimited bonus potential based on sales growth. Since the company was first founded in 2012, it has awarded over $9 million in bonuses to its employees, but the fun doesn’t stop there. Each month, the general manager with the highest score on their “Drive for Success Scorecard” in each region is awarded keys to a Jeep to drive the following month. The top overall assistant manager and general manager are also provided with incentive money for a vacation and an extra week of vacation time on an annual basis.
“We are a performance-driven organization,” said Volan. “We believe that our team should share in the rewards of growing our business.”
Brooks Restaurants is also performance driven. “We pride ourselves on recruiting internally and creating opportunities for individuals who deliver on performance. We have had a number of team members who have moved up in the ranks from part time to full time, to assistant managers, to general managers, and even to district managers,” said Brooks. “This is something that has gained us significant respect and support from our employees. We have a significant number of employees with longevity, including some who have been working for the company for more than 30 years.”
Brooks Restaurants conducts regular performance reviews to evaluate employees and recognize and compensate them accordingly, but in the end, it is fostering a culture of respect that will ensure employees stick around.
“The most important truth I have learned about employee retention is to treat everyone with care,” said Salgueiro. “You must have a people plan just like an operational plan, and you must execute that plan every day.”
Jessica Loeding is the NFA Associate Vice President of Communications. You may reach Loeding at 678-797-5169 or jessical@nfabk.org.
District Manager Joan Anderson, left, and Brooks Restaurants’ Whopper Challenge participant have fun at the BKC Convention.
Team members with Brooks Restaurants design T-shirts and are permitted to wear then on certain Fridays throughout the year.
A Brooks Restaurants employee is presented with an award for being with the company for 25 years.
When Meridian Enterprises witnesses its team members going above and beyond, it presents them with a LOVE card.
Team members of the month at Meridian Enterprises are presented a small award.