STORES Magazine - January 2018 - 45

about how to improve the company's
communications plan. "One big driver
for us is that Taco Bell has always been
known for its innovative messages to
consumers," says Onyett. "We knew we
had to reach our team members with
messaging that was just as creative."
A plan was developed to integrate the
necessary information into a format that
works with Inkling's mobile platform,
adding video to enhance the experience
and interactive quizzes to measure the
system's effectiveness. However, two
elements needed to be addressed for the
system to work.
The first was Wi-Fi, common in many
retail locations though not in all Taco
Bell restaurants. The other was how to
get company mobile devices into team
members' hands. The Wi-Fi challenge
was addressed by encouraging restaurant
franchisees to make the addition of
behind-the-counter Wi-Fi a priority and
to make sure they knew that when they
accessed the system through the Inkling
app, they could get to the materials they
needed without Wi-Fi since the system
downloads information passively.
For the tablets, the company
emphasized how much more efficient
employee training can be with mobile
devices, showing managers that an
employee using a handheld tablet at a
work station will better learn the material
and need less supervision afterward.
"When a team member is onboarded,
they have to take 22 online courses and
learn 22 job activities," Onyett says.
"With our older system, this meant
the new employee would get onto the
learning-management system in the
backroom and hammer out these tasks. It
wasn't learning as much as something to
get through.
"With the new system, the manager
gives the team member a tablet and
has them follow along with a lesson
that incorporates text and video. The
employee completes it better prepared and
is more knowledgeable about what they
need to do."
The company also started on a
two-track process to assist those
restaurants that haven't upgraded their
STORES.ORG

Wi-Fi. "The system will work just as well
when accessed on a PC in the backroom
as well as on a mobile device," MacInnis
says, "so while they make the transition,
franchise owners can get all the benefits
of the learning tool."
TRAINING MADE EASIER
One issue facing Taco Bell is common
to nearly any company looking to reach
its workforce digitally - what to do
about an employee's own device. Even
though the staffer may be amenable to
downloading a company app, there are
legal issues.
"There are many states and countries
where labor laws regulate how hourly
employees can be contacted," MacInnis
says. "If it's perceived that they're
receiving company training when they're
off the clock, it can leave the company
vulnerable to a class-action suit. That's
why it's recommends they use the app on
company-owned devices only."
The Taco Bell workforce didn't require
extensive training for the Inkling system
since it's based on intuitive aspects that
almost anyone who's used a smartphone
or tablet has experience with.
"Seeing that training could be made
easier was a big plus, as well as the
fact that company information was
easily found," Onyett says. "We had
webinars for our general managers
before the rollout, and the response was

good, although some may have been a
little cautious."
Like many large organizations, Taco
Bell also had to figure out how to make
its workforce comfortable with a wideranging technological change. "Some of
our more tenured managers were a little
resistant to the new system, and we had
to find a way to reach them," Onyett says.
"What we did was have those team
members who were more tech-savvy take
the lead to show how it works. It was a
little different at first since you'd see a
20-something teaching a 50-something
manager, but it worked out well. Plus, it
gave some of the newer people a chance to
become broader leaders in the company."
In June, Taco Bell tested Inkling across
90 stores and saw significant results.
Customer satisfaction scores with new
menu launches increased 5 percent in the
trial stores, which the company attributed
to the improvement in employee training.
The system was rolled out across all
stores in September, and the response has
been positive.
"We're seeing about 150,000 employee
course completions per month on the
system," Onyett says, "so we know
it's being used, and the feedback from
managers has been great."
John Morell is a Los Angeles-based writer who
has covered retail and business topics for a
number of publications around the world.
STORES January 2018 45


http://www.STORES.ORG

Table of Contents for the Digital Edition of STORES Magazine - January 2018

Editor’s Page
President’s Page
Retail Politics
NRF News
TRENDS
Retail People
Disruption Is the New Normal in Retail
20 Ideas Worth Stealing
Drug Store Cowboy
C2W
TECHNOLOGY
WORKFORCE MANAGEMENT
OMNICHANNEL
AI
MARKETING
FINANCE
BUSINESS OPERATIONS
STARTUP SPOTLIGHT
SECURITY
HUMAN RESOURCES
POV
Communities
End Cap
STORES Magazine - January 2018 - intro
STORES Magazine - January 2018 - cover1
STORES Magazine - January 2018 - cover2
STORES Magazine - January 2018 - 3
STORES Magazine - January 2018 - 4
STORES Magazine - January 2018 - 5
STORES Magazine - January 2018 - Editor’s Page
STORES Magazine - January 2018 - 7
STORES Magazine - January 2018 - President’s Page
STORES Magazine - January 2018 - 9
STORES Magazine - January 2018 - 10
STORES Magazine - January 2018 - 11
STORES Magazine - January 2018 - Retail Politics
STORES Magazine - January 2018 - NRF News
STORES Magazine - January 2018 - TRENDS
STORES Magazine - January 2018 - 15
STORES Magazine - January 2018 - 16
STORES Magazine - January 2018 - 17
STORES Magazine - January 2018 - 18
STORES Magazine - January 2018 - 19
STORES Magazine - January 2018 - Retail People
STORES Magazine - January 2018 - 21
STORES Magazine - January 2018 - Disruption Is the New Normal in Retail
STORES Magazine - January 2018 - 23
STORES Magazine - January 2018 - 24
STORES Magazine - January 2018 - 25
STORES Magazine - January 2018 - 20 Ideas Worth Stealing
STORES Magazine - January 2018 - 27
STORES Magazine - January 2018 - 28
STORES Magazine - January 2018 - 29
STORES Magazine - January 2018 - 30
STORES Magazine - January 2018 - 31
STORES Magazine - January 2018 - 32
STORES Magazine - January 2018 - 33
STORES Magazine - January 2018 - 34
STORES Magazine - January 2018 - 35
STORES Magazine - January 2018 - Drug Store Cowboy
STORES Magazine - January 2018 - 37
STORES Magazine - January 2018 - 38
STORES Magazine - January 2018 - 39
STORES Magazine - January 2018 - C2W
STORES Magazine - January 2018 - TECHNOLOGY
STORES Magazine - January 2018 - 42
STORES Magazine - January 2018 - 43
STORES Magazine - January 2018 - WORKFORCE MANAGEMENT
STORES Magazine - January 2018 - 45
STORES Magazine - January 2018 - OMNICHANNEL
STORES Magazine - January 2018 - 47
STORES Magazine - January 2018 - AI
STORES Magazine - January 2018 - 49
STORES Magazine - January 2018 - MARKETING
STORES Magazine - January 2018 - 51
STORES Magazine - January 2018 - FINANCE
STORES Magazine - January 2018 - 53
STORES Magazine - January 2018 - BUSINESS OPERATIONS
STORES Magazine - January 2018 - 55
STORES Magazine - January 2018 - STARTUP SPOTLIGHT
STORES Magazine - January 2018 - 57
STORES Magazine - January 2018 - SECURITY
STORES Magazine - January 2018 - 59
STORES Magazine - January 2018 - 60
STORES Magazine - January 2018 - HUMAN RESOURCES
STORES Magazine - January 2018 - 62
STORES Magazine - January 2018 - 63
STORES Magazine - January 2018 - POV
STORES Magazine - January 2018 - Communities
STORES Magazine - January 2018 - End Cap
STORES Magazine - January 2018 - cover3
STORES Magazine - January 2018 - cover4
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