Recruiting and hiring the best talent we can find has been our number-one goal. We're always on the lookout for outstanding candidates. Given our growth, it's important for us to promote from within first and foremost. Our district managers and directors are the key to hiring and recruiting talent in the restaurants. We have processes in place to select the best candidate for the job, but at the end of the day it comes down to the candidates who can truly meet and support our company values and standards. Progressive discipline has always been our preferred method of trying to afford all employees the opportunity to improve. While we make every effort to give opportunities to employees, we sometimes have to make tough decisions to let them go if they're not meeting our expectations or following our policies or procedures.
In regard to training and retaining, employees are our number-one investment, our greatest asset. It's not only our goal, it is our responsibility to give our employees every opportunity to succeed, and you do that with constant training, with content that is always relevant and up to date. We've made a big investment into the digital age with our training, deploying iPads to all locations for on-the-job and online training--and to assure that all of our employees are receiving identical training. Employee retention begins from the moment we say, "You're hired!" We're training our leadership to have a servant's heart, mentoring and coaching to help lift the crew person to the next level and beyond. We want to help create a career path for that new employee, and have established a process to provide consistent feedback to that employee to reach their goals. Retaining an employee is as important as retaining a guest, and a lot of the same service principles are involved.
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