Multi-Unit Franchisee Magazine Issue IV, 2011 | Page 41

playing in training new crews in new shops. Our
most senior people—and that includes me—are
routinely involved in training. Our group believes
that it is essential to lead by example and to
demonstrate that everyone at every level must be
willing to perform each duty proficiently and to be
observed doing it.
How do you deal with problem employees? Coaching, along with careful documentation, in the event that they don’t respond to
coaching. But most importantly, asking about the
real-life reasons behind performance issues and
what we might be able to do to help them get
past the issue. Most people want to perform at
a high level, especially if they know that you believe they want to do it. The folks who respond
to this approach can grow to be your most valuable team members.

What kind of exit strategy do you have
in place? We generally require that we control
our real estate and have tried to diversify our
investments to businesses outside of our franchise
enterprises. We’re also looking at more growth.
What are you doing to take care of
your employees? We pay 65 percent of
health insurance premiums and paid vacation time.
We also have offered assistance with personal
matters on a level generally unavailable to our
employees.
How are you handling rising employee
costs (payroll, healthcare, etc.)? With
more detailed analysis and management. We have
also formed PACs on state and federal levels and
banded together with other franchise systems to
lobby government. We go to them armed with the
details of the increased costs and impact on job
creation of each new measure with which we are
forced to wrestle.
How do you reward/recognize topperforming employees? Bonuses, promotion
preference.

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Multi-Unit Franchisee Is s u e IV, 2011



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