We asked our 2022 MVP Award winners, “How do you hire and fire, train and retain?” Here are their answers. Find Part 1 here. (Note: Brands and numbers of units current as of the Q3 issue of Multi-Unit Franchisee magazine.)
Jhonny Mercado—2022 Noble Cause MVP
Title: CEO
Company: Wen JAI Restaurant Group
No. of units: 73 Wendy’s
Age: 47
Years in franchising: Part of Wendy’s U.S. system since 2007
Initially, we take the time to analyze each applicant to make sure they are the right fit for the position. We try to find individuals with a lot of passion and good knowledge for that particular position. If they are young, I focus on finding someone who is eager to learn and will work hard to accomplish what he or she is trying to achieve. Then, we begin an in-depth training process where we have them work shoulder-to-shoulder with a training manager or someone who is very knowledgeable in each department. Before we let them spread their wings and take over, we want to make sure they understand the job description and have all the tools they need to succeed.
Retention is the most critical after development. In this line of work, it is difficult to retain employees, especially at the store level. Our team focuses on an internal marketing strategy to make sure we listen to our staff and make Wen JAI a fun place to work. It’s important to hear from everyone what we can change to be better and then adapt to create a positive environment. At the store level we try to have fun on a daily basis. We celebrate success on a weekly basis as an entire organization. To call out those who have gone above and beyond, we have an Employee Appreciation Day monthly.
If for some reason, someone isn’t performing well, we have them on a timeline program for improvement. We clearly map out everything he or she must improve on and monitor their changes. Rarely do we have to fire an individual, but if we must do so we do it face-to-face in a professional manner.
Shamsu Charania—2022 Multi-Brand Leadership MVP
Title: CEO
Company: The Falcons Group
Units: 57 Checkers & Rally’s, 22 Dunkin’ and Baskin-Robbins, 11 TGI Fridays
Age: 41
Years in franchising: 15
We have worked to establish a culture where like-minded people stay and thrive. We have found that when others feel they don’t fit, they tend to simply move on to other opportunities. Believe it or not, I have had to fire very few people in my lifetime. I grew up with high standards, which have persisted into my professional life and now our business. Mediocre performers don’t generally fit in well. As a result, I have been very fortunate to work with the most talented, hardworking, and dedicated individuals.
Luis San Miguel—2022 Mega Growth Leadership MVP
Title: President, CEO
Company: Fresh Dining Concepts
Units: 40 Auntie Anne’s, 2 Cinnabon, 6 co-branded Auntie Anne’s/Cinnabon, 2 co-branded Auntie Anne’s/Carvel
Age: 62
Years in franchising: 10
The bulk of our training is hands-on with direct supervision. This is true at the store level as well as for the administrative staff. At the store level, we also leverage operational e-learning modules developed by Auntie Anne’s and Cinnabon to ensure we are executing brand standards and making delicious products our guests know and love and have come to expect from our brands.