SPECIALFEATURE
suitable mentor. As part of this initial training programme, our partners attend a number of events, benefi t from on-to-one mentoring and receive a comprehensive set of manuals, guidelines and supporting material that include an introduction to the network, boot camp, property purchasing and refurbishing mentoring and a foundation letting course.” Guidance shouldn’t fi nish after the initial induction has come to an end. A franchisor should develop an effective training programme that requires ongoing certifi cation on core competency issues for franchisees. “We hold regular and continuous training to help the network build up complementary skills, which although voluntary, tend to experience a fantastic uptake from the network as they really appreciate the extra support,” explains Dave Anthony, technical director at Chipsaway. “We make sure our high standards are consistently achieved which is done through regular technical visits and monitoring, with further training scheduled when necessary. We undertake mystery shopping inspections, which really help identify areas for improvement and allows us to maintain best practice within the network.” He continues. As much as training can help franchisees improve, these sessions can also make it much easier for franchisors to deal with problems when they occur during initial training, rather than after the franchisee returns to their location and opens for business.
key to their success is the ongoing training available for their franchise partners. “Once our franchise partners have completed their initial training at ActionCOACH University in Las Vegas, the development continues. Each year, we get to work with half a dozen global thought leaders who are at the very top of their game. Recently Marshall Goldsmith, who is recognised as the number one executive coach in the world, invested two days of his time with our franchise partners. He shared the coaching techniques and growth strategies that he has mastered and developed to great success with his clients – he coaches the head of the World Bank! “Sharing best practice is another focus for us. There are over 50 opportunities for our franchise partners to physically come together at business planning days, training days, conferences and social days and learn from each other and external speakers.” This on-the-fl oor training allows the franchisees to learn and improve as they work. Another example of an effective training
“As franchisors are in long-term relationships with their franchisees, the long-term results of training are worth it”
Any franchisor wanting success, or the commitment of their investors, need to constantly ask themselves ‘what else can we do?’ and ‘how can we improve this?’ According to Andy McCarroll at Platinum Wave, it can often be “the simple things – franchisors can add massive value to training by sharing anecdotes.” While Ian Christelow, UK co-founder of ActionCOACH reveals the
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programme is Skillsoft e-learning, which has been adopted by franchise brand Bluebird Care, one of the UK’s leading national providers of home care. Bluebird Care has used the e-learning platform to create training programmes across their organisation. This has lead to increased employee capabilities and improved compliance levels throughout their franchise network. It has earned the company commendations from its regulating body, the Care Quality Commission, and they can now boast an excellent inspection report demonstrating how they value, train and support their employees. Skillsoft e-learning gives franchisees the fl exibility to learn and work at home, which is perfect for shift workers or juggling family commitments. This online approach allows franchisees access to the development tools at a time that suits them, in a format that is clear and precise. The programme is a living document that remains focused on the core subjects, but varies and grows with the needs and requirements of the each business. For a franchise to succeed it must maintain the quality of training on offer and a positive, carefully designed programme is crucial. Organisations that invest in the development of their franchisees may reap the benefi ts. So, whether it’s online or on-the-job, the mentoring of investors is vital for all parties involved to progress.
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nneli Thomson is managing director of Sandler Training, a franchise brand that specialises in sales training and business development for all kinds of industries and sizes of company. Within the franchise sector they have worked with brands representing the fi elds of B2B, domestic and commercial cleaning, and across the sphere of retail. Anneli shares some insights into what franchisors typically overlook and how they can improve their training provision.
A
Tell us a little about Sandler’s training style
The business started in the US but we’ve been the master franchise for the UK for 12 years. The sort of training we do is on business development, leadership and customer service. It’s very much about people and psychology; why people do what they do and why they react in the way they do.
What is your relationship with the franchise industry and how does that relate to training in particular? We are also a franchisor ourselves, which is why we train so many franchisors! … the biggest thing we see, however, is that franchisors invest a lot of time in product training or training on their systems, effectively on how to run their operation, but not enough on sales and management… so if you are expecting your franchisees to get in their own clients you are going to wonder why it’s not happening! Even those who do get client contracts for their franchisees don’t then give them the necessary training on how to deal with staff, give them training in softer skills.
Why do you think this is frequently overlooked by franchisors? They’ll often forget that the person making the investment was drawn originally to the business exactly because it is established; because they, the prospective franchisee,
What the trainers say
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