TM - June 2008 - (Page 54) doctrine and employee development techniques via the Internet. Phase two delivered manager training to more than 430 locations and boosted the learning and development staff from five to seven people. Managers were taught how to mentor and on-board employees, and the new additions to Fletcher’s team focused on supporting development activities for field personnel working in the restaurants. “From our initial research, we saw that licensees were spending more time training cooks than developing managers. Our emphasis on the quality of our food and preparation was consuming us,” Fletcher said. “But ul- The final phase, which will begin this year, will overhaul the way newly hired team members are coached and introduced to their job roles and responsibilities. Underlying Zaxby’s newly designed talent management program is a goal to make its jobs as desirable as the food the company serves. “Career pathing, being heard and having a voice in what’s going on, are what we most often hear food service workers say is important for retention,” Tristano said. “These are not things corporate headquarters are typically doing for crew members. If Zaxby’s is able to create a talent management program that does this sort of thing, then turnover certainly ought to drop.” “We have to remove the business conflicts franchises face and gain adoption by making our system incredibly easy and valuable to use.” – Richard Fletcher, Senior Director, Learning and Organizational Development, Zaxby’s Franchising Inc. timately, the managers are the ones who have to focus on food and the quality of people. So we designed a program, underpinned by learning technology, that would give managers an easy-to-follow and consistent guide to develop the people around them.” Phase three removed barriers to talent management. Fletcher said a team within Zaxby’s operations group studied each store’s operations to make sure the ingredients were in place for a profitable restaurant. “Franchisees can own anywhere from one restaurant to 25; they don’t all have the same resources to call on when it comes to finding and developing talent,” said Darren Tristano, executive vice president for Technomic, a food industry research and consulting firm. “So it falls to the parent company to put together the tools and programs for employee development.” “It would be very easy for our franchisees to say, ‘Look, I want to spend time on developing my team, but I have to run a profitable restaurant first,’” Fletcher said. “So we have a huge group in operations who makes sure the store-level economics are good before we ask owners to develop their teams.” June 2008 Tristano said Zaxby’s should feel good if, as a first step, its talent management program could drive turnover from 150 percent to 100 percent. To make that happen, Zaxby’s newly revamped talent management approach must continue to align with business needs. Fletcher said the organization’s four-phase program to highlight employee development helps make this happen by showing employees they have a career path in the organization. Five years ago, it could be argued that Zaxby’s lost its way with regard to finding and keeping talent. However, during the past 36 months, Zaxby’s has diagnosed its talent management challenges, and the company has put a carefully choreographed plan together that promises to retain the talent it needs to safeguard growth, reduce turnover and build team-member engagement. Zaxby’s finally is ready to start serving a talent management program as good as its top-ranked menu. Bill Perry is the managing partner for MARCH 24 Media, LLC, a marketing and communications consultancy. He can be reached at editor@talentmgt.com. 54 talent management magazine www.talentmgt.com http://www.talentmgt.com
Table of Contents Feed for the Digital Edition of TM - June 2008 TM - June 2008 Editor’s Letter Contents Human Performance Leading Edge Foundations The New Components of Compliance Candid Culture: Embracing Employee Complaints Transitioning to a New Era: C&B at Nonprofits Three Ways to Build Successful Manager-Employee Relationships Implementing Successful Learning Programs The Succession Fix Fifth Third Bank: Putting People First Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu Workforce Readiness: Preparing Personnel to Meet Business Goals Kelley Blue Book: Writing the Book on Performance Management Advertisers’ Index Editorial Resources Full Potential TM - June 2008 TM - June 2008 - (Page Intro) TM - June 2008 - TM - June 2008 (Page Cover1) TM - June 2008 - TM - June 2008 (Page Cover2) TM - June 2008 - TM - June 2008 (Page 3) TM - June 2008 - Editor’s Letter (Page 4) TM - June 2008 - Editor’s Letter (Page 5) TM - June 2008 - Editor’s Letter (Page 6) TM - June 2008 - Editor’s Letter (Page 7) TM - June 2008 - Editor’s Letter (Page 8) TM - June 2008 - Contents (Page 9) TM - June 2008 - Contents (Page 10) TM - June 2008 - Contents (Page 11) TM - June 2008 - Human Performance (Page 12) TM - June 2008 - Human Performance (Page 13) TM - June 2008 - Leading Edge (Page 14) TM - June 2008 - Leading Edge (Page 15) TM - June 2008 - Foundations (Page 16) TM - June 2008 - Foundations (Page 17) TM - June 2008 - The New Components of Compliance (Page 18) TM - June 2008 - The New Components of Compliance (Page 19) TM - June 2008 - The New Components of Compliance (Page 20) TM - June 2008 - The New Components of Compliance (Page 21) TM - June 2008 - The New Components of Compliance (Page 22) TM - June 2008 - The New Components of Compliance (Page 23) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 24) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 25) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 26) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 27) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 28) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 29) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 30) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 31) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 32) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 33) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 34) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 35) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 36) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 37) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 38) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 39) TM - June 2008 - Implementing Successful Learning Programs (Page 40) TM - June 2008 - Implementing Successful Learning Programs (Page 41) TM - June 2008 - The Succession Fix (Page 42) TM - June 2008 - The Succession Fix (Page 43) TM - June 2008 - The Succession Fix (Page 44) TM - June 2008 - The Succession Fix (Page 45) TM - June 2008 - The Succession Fix (Page 46) TM - June 2008 - The Succession Fix (Page 47) TM - June 2008 - The Succession Fix (Page 48) TM - June 2008 - The Succession Fix (Page 49) TM - June 2008 - Fifth Third Bank: Putting People First (Page 50) TM - June 2008 - Fifth Third Bank: Putting People First (Page 51) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 52) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 53) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 54) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 55) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 56) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 57) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 58) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 59) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 60) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 61) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 62) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 63) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 64) TM - June 2008 - Editorial Resources (Page 65) TM - June 2008 - Full Potential (Page 66) TM - June 2008 - Full Potential (Page Cover3) TM - June 2008 - Full Potential (Page Cover4)
For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.