Multi-Unit Franchisee Magazine Issue II, 2017 - Page 58

Finders Keepers It all begins with discovering what an employee’s goals are, both short and long term, and letting them know that the brand’s growth plan for them will be developed around those goals whenever possible, says Moore. “When you invest in your employees, it comes back a thou- sand times, even if they don’t stay with The Little Gym forever.” Todd Jackson, whose growing Newk’s Eatery portfolio is on target to make him the 69-unit chain’s largest franchisee by 2019, knows that up-to-date technology is essential to effective training. “We use HotSchedules for communication and scheduling. Getting a message to a manager from the staff or the other way is so much easier than in the past,” he says. “We also use Schoox online digital training. We’re using it more and more. All of our training is now done on tab- lets or pads.” In part that’s driven by his awareness of how his younger employees respond to technology. “Interactive versions of register train- ing, line builds, and other tasks connect more directly with a new generation that enjoys interacting in a way they are used to,” he says. Jackson has found video an effective tool for training beyond just teaching an employee how to do a job. “We can continue culture building by showing our new employees videos of their peers explaining what the culture means to them and how the new hire can live our values.” Schoox, he says, also moni- tors whether training actually is taking place in the unit. “It helps us make sure our new hires are being taken care of.” Todd and Sonia Jackson 56 MULTI-UNIT FRANCHISEE I SS UE II , 2 01 7 Brooke Wilson Retaining the best Benefits and bonuses are obvious motiva- tors to keep employees happy, but money isn’t everything. Experience has taught successful employers and managers that simple gestures—such as saying hello and goodbye and thank-you to employ- ees— have a powerful positive impact. “If someone feels valued, they will stay,” says Jackson. “Everyone talks about this, but it is true.” Moore has established a practice that encourages teams at each location to create their own code of honor. “If you have a group of people who are unified in what they want to achieve, they are going to be more successful,” she says. Team-building activities, chosen by each team, are an important part of creating a culture at her locations. One team held a pre-Super Bowl event that challenged employees to “hike” a roll of toilet paper into trash baskets. The winners received their choice of gift cards or a certificate for an hour off work. Sometimes manag- ers will surprise their teams by thanking them for a job well done and treating them to lunch. “We work hard but we want to have opportunities for fun, and we want team members to see that from the start,” she says. And, in one more nod to her many part-time employees, Moore has moved away from viewing the static work sched- ule as inviolate. “We find that our team members value flexibility,” she says. “So when we can, we provide flexibility to work with their schedules i ^H\H[YH܈][\[HXH]Z\[8&\\[YH܈X[œX][ [H\^X[]H\H؂[Y] 'H[H^HY\ܙX][\YY\ܚ[܈[K'H][HۛH\XX]B[K8'H^\X^K8'^Hܚۙš\[H؈\\X[H[X[[˂H[[\YH\X[Y\][Hۛ^x&\H[[XYو][Z\\Y^x&\HB[H؋H]ۈ][B[[]]8&\[ۋ'B܈^[\KY[ZYYY^B[YHٙ\[[[܈Y[ۙH\ Bܝ[H[Z[HZY[H\ܘX˜]^H\ˈ]]۸&]\[[B\X[Y\ZHH[YHX\[ܙBX]Z\[\YY\[Z\\˜[Yˈ8'Y[Hۛ[H[\BX][K[H[HY[™܈[K8'H^\X^K