2018/07/23(Sender: FC Owners Operations Office)
There are many franchise owners who are already members of a franchise and are troubled by part-time employees quitting quickly, and many people who are considering joining a franchise but are worried about whether part-time employees will stay.
Even if two franchise businesses are operating in the same franchise business, why is there a difference between stores where part-time employees quit quickly and stores where part-time employees stay?
Without the right number of part-time employees, it is impossible to operate a franchise store. If the retention rate is low, you will have to constantly recruit new personnel. Furthermore, constantly hiring new personnel means that training will be required each time.
If you compare the cost of increasing the retention rate of current part-time employees with the cost of hiring new part-time employees and the cost of training them, which is cheaper?
In terms of both money and time, the cost of retaining current part-time employees is often cheaper.
This time, we will introduce specific methods for how to retain part-time employees.
First, let's look at the reasons why part-time workers quit.
According to one survey, the top five reasons why part-time workers want to quit are as follows:
2nd and 5th place are reasons related to wages,
3rd and 4th place are reasons related to unclear evaluation criteria, such as "not being appreciated" or "not understanding why one was reprimanded."
Wages can also be included in "evaluation," so the reasons for 2nd to 5th place can be said to be "not being fairly evaluated" or "not understanding the evaluation criteria."
In my experience consulting with many stores, I would like to introduce some examples of franchise owners who have created their own part-time employee evaluation systems, separate from the headquarters' part-time employee evaluation manual, and have achieved positive results.
One franchise owner improved the retention rate of part-time employees by breaking down the evaluation items in the franchise headquarters' manual to a level that was easier to understand, such as "doing well" or "not doing well," and creating their own evaluation items.
For example, let's say the head office manual has an item that says, "Clean the toilets once every three hours and keep them clean at all times."
Let's say a part-time worker cleans the toilets, and the store manager checks and scolds the part-time worker because it's not clean enough.
Why does this happen? It's because the part-time worker's standard of cleanliness and the store manager's standard of cleanliness are different.
→This leads to the 4th place: Being scolded by a superior for reasons that are not satisfactory
and they end up quitting.
That franchise owner further refined the item of "cleaning the toilets," breaking it down to conditions such as "cleaning them to a pristine white state with no limescale" and "always having one extra roll of toilet paper available." This allowed anyone to see whether the task was "done" or "not done," eliminating differences in personal perception. They then customized and remade the evaluation criteria from the franchise headquarters.
→As a result, the communication gap caused by being reprimanded by superiors for reasons that were not satisfactory has decreased, leading to an improvement in employee retention.
One franchise owner had implemented a completely original system, separate from the headquarters manual, where points were awarded for each action, and bonuses based on those points were provided once every six months.
For example,
We have created our own point system, such as these.
As a result,
'It's fun because you can accumulate points like in a game'
'It's easy to see how many points you need to accumulate to be reflected in your bonus,' which helps to increase motivation.
The idea of 'accumulating points' and 'receiving a bonus after six months' served as motivations, resulting in a higher retention rate for part-time employees.
Instead of the franchise owner coming up with evaluation criteria that are more detailed than the franchise headquarters' manual, like Evaluation Method 1, or an original evaluation system, like Specific Example 2, and imposing them on part-time employees, there are franchise owners who have increased the retention rate of part-time employees by having the part-time employees think about and set their own evaluation criteria.
By having part-time employees create their own evaluation criteria, they can take initiative because they created them themselves rather than being given them from above.
In the process of creating the evaluation system together with their colleagues, they become closer to their colleagues and the workplace atmosphere improves.
There are also franchise stores that have seen improvements in the workplace atmosphere, clearer evaluation criteria because the criteria were created by the employees themselves, and increased retention rates.
Above, we have given examples of three franchise owners who have created their own evaluation criteria in addition to the manual provided by the franchise headquarters.
If the retention rate of part-time employees is low, there are two costs involved: the cost of hiring new personnel and the cost of training new employees.
Which is cheaper: those costs or the cost of trying to keep current part-time employees from quitting (including wage increases)?
Manuals from franchise headquarters often contain standard information that applies to any store. Franchise owners need to create evaluation criteria that adapt that information to their own store.
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