This program began in Newport
McDonalds in October 2004, after seeing the results we implemented the
T.C. in the other two stores in April 2005. As our business increases,
retaining people continues to be a challenge. It was time to have one
person in the store in charge of Training and Development. The best way
to faster service and lower turnover is to focus on Hiring and Training.
The Training Coordinator trains full time ( 35-40 hours a week) on all
day parts. They are not scheduled to run shifts!
Why the Training Coordinator program started.
Current manager in charge of training had little time to focus on
responsibilities
Night and week end operations were not as efficient as week day
breakfast and lunch.
Night TTLs were 50% higher than day parts. Averaging 165”.
Too many call ins at night forcing managers to leave the floor to
find replacements. Lack of discipline on evening crew.
Night managers very seldom received additional
training and follow up after their initial training.
New hires were put on schedule without a crew
trainer to assist.
Many new hires were trained by marginal crew with
weak procedures
E-Learning was not used 100%.
E-Learning tracking was always behind.
Too much training by Osmosis.
Results from Program2006-2007
Sean Wells received Ray Kroc Award in 2006.(Pocahontas)
Miranda Spargo received Ray Kroc Award in 2007 (
Walnut Ridge)
Walnut Ridge recognized as one of the TOP 100
stores in the U.S. in 2006
Trailing 12 Months Mystery shop scores are over
94% ( April 07)
Increased service speed.All stores are 90 faster than regional average on DT TET. Fast scores
avg. 72% (2005, 2006, 2007).Pocahontas =78%
DT TTLs are below
98 seconds each day for
Pocahontas,
Newport and
Walnut Ridge.)(r2d2 report)
KVS times are lower. All stores are under 35
seconds daily and 25” at noon
Night and week end operations are just as strong
as breakfast and lunch.
Procedures are adhered to and followed up on
daily.
There is more continuity on the management team.
Managers are doing the right thing at the right time more often.SIO shift verifications are done on each manager on a routine basis
Lower turnover on crew and shift managers.
Training Coordinator now does scheduling freeing
up more time for the assistant to focus on store goals.
Training Coordinator takes all phone calls and
handles all problems related to crew. This keeps the Observation manager ON THE
FLOOR.
Pre shift checklist, travel paths and Service
Targets are completed for every shift with managers communicating results to
crew.
·We have developed a heritage of proper training
practices at each store. This will guarantee results in the future.
·Training Coordinators attend BSM and are next in
line for the next Assistant Manager position. They become instant productive
Assistant Managers!!!
The impact on labor was visible in the first three months, but the added
labor costs evaporated as the crew became more efficient and productive. Each
store is hitting their labor targets prior to the program. The Training
Coordinator is paid $ 9.00 hour and is now part of the Managers Bonus Program.
We have more potential shift managers than in the past and turnover has
decreased significantly.
If there are any questions you may
have please feel free to call me.
