Content area
Full text
This restaurateur launched a highly customized development program that rapidly advances associates into critical roles.
"To meet our ambitious growth targets, Panda must recruit, hire,and prepare more future leaders faster," says Dora Lee, executive director of L&D.
She explains that for each new location, the company must employ restaurant managers responsible for the day-to-day operations of a single location, as well as training leaders and area coaches of operations. Training leaders oversee the management of one restaurant and help train other local managers; area coaches of operations supervise the operations of seven to 15 restaurants, are responsible for achieving financial targets up to $64 million in annual revenue, and recruit and develop the managers who work in those locations.
According to Lee, there was a "major need to not only bring on and train new managers but develop associates internally who can move quickly into these roles." That challenge inspired the Fast-Track Leadership Development Initiative.
Accelerating manager development
To develop the innovative new program, the L&D team examined existing leadership development pathways and courseware and conducted questionnaires, focus groups, and curriculum reviews with the chief operating officer, vice presidents of operations, regional directors, and other members of the senior leadership team to uncover development gaps and identify growth opportunities. The result was a high-touch program comprised of three key components.
Identification of high-potential associates. Twice yearly, general managers, training leaders, and area coaches of operations evaluate associates' performance and competencies. The company bases evaluations on key performance indicators for specific role descriptions (Do they meet high customer service targets?) and general...