Chick-fil-A Manager Retention Issues


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We looked at manager retention rates at this Chick-fil-A location. We focused on culture, mainly attraction-selection-attrition model and socialization, in order to determine the effects of job satisfaction on turnover.

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Chick-fil-A Manager Retention Issues

  1. 1. Jennifer Burnham Matthew Hoffmaster Matthew Martin Hannah Simmons Amanda Simula It’s a Great Day at Chick-fil-A!
  2. 2. Mooresville Chick-fil-A <ul><li>Worked with the operating partner, Darin Wiggins </li></ul><ul><li>Turnover issues with new managers </li></ul><ul><ul><li>The last three Assistant Managers left the franchise within a year of their hire date </li></ul></ul><ul><li>Methodology </li></ul><ul><ul><li>Email </li></ul></ul><ul><ul><li>Topics </li></ul></ul><ul><ul><li>Surveys </li></ul></ul><ul><ul><li>Interviews </li></ul></ul><ul><ul><li>Analysis </li></ul></ul>
  3. 3. Culture <ul><li>Based on biblical principles </li></ul><ul><ul><li>Closed on Sundays </li></ul></ul><ul><li>Culture very family-based </li></ul><ul><li>Dedicated to philanthropies </li></ul>
  4. 4. ASA <ul><li>Employees Are drawn in by the culture </li></ul><ul><li>Hired based on their propensity to fit in well with the company </li></ul><ul><li>If new managers do not feel accepted or like the culture, there will probably be attrition </li></ul><ul><li>~ </li></ul><ul><li>Cannot hire a good manager who engages in behavior such as moonlighting at a strip club because it would upset the corporation </li></ul>
  5. 5. Culture <ul><li>Current managers all love the culture </li></ul><ul><li>Those managers believe the feelings are shared </li></ul><ul><li>Not everyone is as good of a “fit” as it may seem to managers: </li></ul><ul><ul><li>All front-line employees said that they “fit well” but either: </li></ul></ul><ul><ul><ul><ul><li>did not like the culture “much” </li></ul></ul></ul></ul><ul><ul><ul><ul><li>did not like the culture “at all” </li></ul></ul></ul></ul><ul><li>Possibly, managers that left did not fit with the culture as much as they or management expected </li></ul>
  6. 6. Culture <ul><li>Organizational culture should fit mission, values, and goals </li></ul><ul><li>Self proclaimed “Keys to Success:” </li></ul><ul><ul><li>Customer service </li></ul></ul><ul><ul><li>Product quality </li></ul></ul><ul><ul><li>Franchisee relations </li></ul></ul><ul><ul><li>Employee relations </li></ul></ul><ul><ul><li>Philanthropies </li></ul></ul>
  7. 7. Culture <ul><li>Discrepancy between corporate beliefs and employee beliefs: </li></ul><ul><ul><li>Team-members placed low significance on franchisee relations and employee relations </li></ul></ul><ul><ul><li>Employee relations ranked MUCH HIGHER in Mooresville store than the other store. </li></ul></ul><ul><ul><li>(more on this later) </li></ul></ul>
  8. 8. Socialization <ul><li>Ongoing process of internalizing organization’s culture </li></ul><ul><li>No formal rituals practiced when new management came on board </li></ul><ul><li>Team members felt that formal introduction of new management was important </li></ul><ul><ul><li>Build respect for new management </li></ul></ul><ul><ul><li>Feel more accepted and comfortable in new position </li></ul></ul>
  9. 9. Culture <ul><li>Mooresville Store: </li></ul><ul><ul><li>More family members who work there </li></ul></ul><ul><ul><li>More friends at work </li></ul></ul><ul><ul><li>Place more emphasis on prior experience </li></ul></ul><ul><ul><li>Believe “employee relations” more important than other location </li></ul></ul><ul><li>Mooresville store could have a more developed culture leading to barriers to change, and lack of acceptance of new managers </li></ul>
  10. 10. Is the Cultural Pressure Too Much? <ul><li>“ We are watched very closely by Chick-fil-A... It's very weird.” </li></ul><ul><li>Personal questions often asked during interviews: </li></ul><ul><ul><li>Marital status </li></ul></ul><ul><ul><li>Number of dependents </li></ul></ul><ul><ul><li>Involvement in community, civic, social, church, and professional organizations </li></ul></ul><ul><li>Family members of prospective operators are often interviewed </li></ul>
  11. 11. Job Satisfaction <ul><li>Idea that high performers having a reduced probability of turnover as job attitudes elevated </li></ul><ul><li>Current managers have a high level of job satisfaction </li></ul><ul><li>Excited by the values of Chick-fil-A </li></ul><ul><ul><ul><li>Specifically Christian virtues and family values </li></ul></ul></ul><ul><li>Front line employees think highly of management’s performance </li></ul><ul><li>Clear that job satisfaction would have a tremendous affect on retention </li></ul>
  12. 12. Conclusions <ul><li>Maintain a policy of seeking out managers that hold the same family values and Christian virtues </li></ul><ul><li>Promote from within as much as possible </li></ul><ul><li>Essential to have some previous restaurant experience, preferably another Chick-fil-A location </li></ul><ul><li>Current managers be a part of the interviewing process </li></ul><ul><li>Formal introduction policy be established </li></ul>