Researchers at
Bath University, UK, found that frontline managers play the
strongest part in structuring people's actual experience of
doing a job. Organizations must, therefore, implement strong
developments programs that ensure frontline managers
recognize the importance of their role and responsibilities.
Josh Bersin says, "If a strong development program is
not in place, people are 'learning how to lead' by
chance."
KFC found that its training material for standards was
gradually becoming redundant in piles of paperwork. With
standards and job aids running into six different binders,
the material was difficult to find-let alone maintain and
upgrade. The challenge with so much paperwork was that it
could be easily abandoned and replaced with "tribal
knowledge," or the tendency of supervisors to pass on
their work style to their subordinates. There may be tips
and tricks supervisors have learned along the way, but they
certainly did not set the standard.
To ensure consistency in the implementation of standards
and to eliminate the "chance" factor, KFC crafted
a set of carefully designed courses where supervisors could
immerse themselves in a virtual restaurant environment and
learn to implement standards practically instead of
following a set of theoretical guidelines. KFC's bold
goal was that the courses had to be so engaging that
learners would look forward to the next course as much as
they looked forward to their next paycheck. (Continued)
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