Capitalizing on Franchisee Know-How: A Restaurant Chain Engages in Benchmarking

Denise M. Cumberland (University of Louisville, USA) and Kathleen E. Gosser (University of Louisville, USA)
Copyright: © 2020 |Pages: 269
EISBN13: 9781799817505|DOI: 10.4018/978-1-7998-0054-5.ch013
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While the current labor market is a dream for aspiring future employees, the low unemployment rate and the pervasive availability of hourly jobs makes it much more difficult in the quick service restaurant industry for employers. Hiring and retaining a solid team is a common concern across the industry; often it is easier to hire than to retain. Entry level employees are easily persuaded to work for a competitor for very little added pay. This current phenomena requires organizations to find differentiating tactics to retain their workforce. This case study explores a franchise restaurant chain in their quest to become an Employer of Choice in this very competitive industry. Franchise consultants were hired to explore best practices. The authors detail how a benchmarking tool was used to secure the information as well as the outcomes of the study. Specific actions are cited that can improve the retention of hourly employees in the quick service restaurant industry.
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