Training is a fundamental part of the franchise offer, setting the groundwork for a successful franchisee to achieve their goals.  Essentially training needs to fulfil the skill demands of each franchise, and the complexity of the learning program reflects this. But how much training is enough for a franchisee?

One advocate for a solid approach to franchisee training is Corina Vucic, director at FC Business Solutions, which provides professional and relevant training programs for franchisors, their teams and the franchise network. She is in no doubt that training, both in personal and professional development, is a contributor towards stronger business performance and productivity, and cites the statistic that 81 percent* of all Australian employers provide some training for their employees.

“The key issue facing new franchisees is getting the right balance in training especially at this highly challenging period of a business lifecycle, where success and failure is at times most prevalent. Many new franchisees at this phase are time poor and most vulnerable to conflicting interests and demands,” says Vucic.

Tony Larkin, group manager franchise services at the Barry Plant Group agrees.

“A new franchisee should view training as ongoing and never enough. We understand that new franchisees are keen to take on the reins of the business quickly so at Barry Plant we have an ongoing 12-month rolling tailored calendar of training and interactive workshops to help ensure they are well supported in their business now and in the future.”

Training and the business plan

Larkin explains the training programs cover business systems and leadership through to staffing and team building. “These programs are ultimately tied back to the franchisee’s annual business plan,” he explains. These business blueprints are created prior to the new franchisee setting up their business and help to identify their knowledge gaps early on.

Potential franchisees need to always be on the front foot leading and developing their team, he advises. “It is important that the people within your business do not outgrow the business and the franchise. This will make you vulnerable to losing good people for greener pastures and businesses that appear to offer more.

“To earn your team’s respect you need to invest in yourself through training and show by example that training is vitally important,” he adds.

Jennifer Martin, head of people and culture at Hairhouse Warehouse shares a similar philosophy.

“I have found that with high performing stores, we generally see that the franchisee maximises the training on offer from the start.  We ensure that new franchisees understand that link and encourage our new franchisee to view training, for themselves and their team, as a vital ingredient for business success. There is never ‘enough’ training for new franchisees – it is an ongoing process throughout the whole franchise journey.”

“Sometimes we see new franchisees want to jump in, they are driven to make the money and may have the perception that training may not be needed and therefore be placed lower down on the list of priorities for the business. We nip that in the bud early and ensure that they understand that planning, strategy and training are critical to meet their business goals and visions.”

 Accelerated learning

Registered applicants in the McDonald’s system undergo a nine month training schedule, which franchise development manager Lilian Tartaglia explains is accelerated learning.

“The training is quite intense and detailed, registered applicants take a lot from it. Quite often they are keen to finish sooner but they can’t fast track. This is at least five years’ worth of knowledge on board. It takes them from a crew person to a restaurant manager.

“It’s not an option. It’s really important. We can extend their training if we think fit, if something needs fine tuning.”

Why does such an intensive training approach work for McDonald’s? “It works because of the expectations of the brand that we have to maintain,” says Tartaglia. “Hands on training can make a difference; if you’re not in QSR it could be different. We can’t just let people walk in and work it out.

“Any training is valuable. People development is important, you can have all the business acumen but you need to apply it in a new situation.”

*Australian Bureau of Statistics, Employer Training Expenditure and Practises, Australia