Advice


In any event, the relationship you


have with the delegates typically stops at the end of the day. You can do the best you can during the course itself to set people up to practise what they have learned after the course. You send them off back to work and cross your fingers that you have done enough. But without proactive collaboration from the franchisee organisation and the delegate’s line manager, you know that a lot of what you have been teaching will not embed as new behaviours or be sustained over time. Perhaps the franchisee knows


this as well, although many of them don’t, but even the ones who do seldom have anything proactive and constructive in place to assist delegates in implementing their


new-found knowledge and skills within the workplace. Everyone loses because the training event is not part of a proper training programme with follow-up. Or do they?


Stop and consider why you


are doing the training: • Is it because the contract you have with your franchisee requires you to do a certain amount of training each year, regardless of the results? • Is it because the franchisees pay for the training and to you it is a revenue stream? If some people have to come back and get trained on the same stuff again, so be it. • Is it because you know it is the only


way the franchisee staff will learn what they need to know and enable the franchise to become successful? • Is it because this is what you have always done, and nobody is really questioning why? • Is it to protect your reputation because you want the people working for the franchisees competent enough at the point of delivery that your brand does not suffer?


Again… why are you doing


the training? The answer you come up with might mean that what you are currently doing in terms of training is working well and achieving what is needed. Well done! Thank you for reading


The Franchisor | 51


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