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A national chain of copy shops took pride in its already high employee retention figures, but needed to improve productivity and reduce costs as it prepared itself to be sold. The goal was to improve performance while keeping the fun atmosphere and culture that kept employees committed. Interact worked with the corporate training staff to create a program that followed a Steven Covey course, and focused on real-world pressure-filled challenges. The course was titled Managing with Integrity. This became the most popular course at the branch level, being offered to branch managers, assistant managers, and technology specialists.
International Franchise of Hardware Stores
This franchise of over 5,000 stores was growing rapidly, and wanted to increase the professionalism of its many new managers. The corporate training group had experimented with a wide range of training programs, but was concerned that much of the training was not being used on the job. They wanted an approach that would produce immediate performance improvement. Interact’s Performance Problem Solving was selected because of its simple models and its emphasis on concrete skills. The implementation included corporate managers, managers and assistant managers at their corporate-owned stores, and any franchise managers who were interested. Nearly half of the franchise managers participated in the training over a five year period, making Interact the best accepted training in their history.
International Fast Food Franchise
A chain of 3,200 hamburger stores needed to help store managers cope with a tremendously challenging job. Turnover among employees was close to 150%, many of the stores were in transitional communities, and assaults within a few stores had received a lot of publicity. Interact worked with the corporate training group to develop courses targeted to store managers and assistant managers. Participants learned how to handle the challenges they faced with their very young, unskilled, part-time workers. Store managers who received the training were able to reduce their turnover by nearly 20%, even though turnover was not the focus of the course.