Talent is one of the core competitiveness of an enterprise, and as an influential restaurant brand in the hearts of young people, KFC, like many enterprises, has also put more attention into the campus.
Reporter: Nowadays, there are many companies in the market that are willing to use skilled workers rather than newcomers, because it takes a lot of human and financial resources to cultivate a talent, why does KFC insist on cultivating its own talents?
Liu Jianming: KFC has been in China for 25 years, we have accumulated and formed a complete set of talent cultivation system, it has been proved that as long as the young talent is interested in the catering industry, willing to engage in the chain of catering services, in our scientific and systematic cultivation of talent system, after 3-4 years of study and training can be from the reserve manager step by step to grow up to become the industry's leaders, it does not necessarily have to be a skilled laborer. I don't necessarily need to be a skilled laborer.
Reporter: the current situation, "talent reserve" program progress?
Liu Jianming: a good tree nests in a tree, 25 years many young talents continue to join, as of the end of September 2012, the number of Yum restaurant in China more than 5,000, this year KFC in China has exceeded 4,000, the Shanghai market has also exceeded 300, and now the Shanghai KFC to add 20-30 new restaurants each year at a steady pace, because of our talent reserve program, cultivating a number of business leaders
Paying attention to the personalized growth of employees
Salary and benefits are no longer the only concern of job seekers, and the stage to show their abilities and career advancement channels are more favored by job seekers.
Reporters: people recruited, how about the next development, KFC has any innovative ways to help young workers better success?
Liu Jianming: Take the reserve manager after 90, the reserve manager will start from mastering the basic management knowledge of the restaurant, item by item to learn financial management, human resources planning, service management, logistics and inventory, performance management, restaurant marketing and other 18 courses centered on business management and leadership development. Through the scientific method of mentoring, assessment and appraisal, classroom learning, and practical exercises, they gradually grow into restaurant managers who are capable of taking charge of a team of 100 people and in charge of a turnover of ten million dollars, and become the core figures of Yum! Moreover, there is no airborne troops in Yum's restaurant operation and management team, 100% internal training and promotion, from managing a restaurant to managing several, dozens, hundreds, or even thousands of restaurants; from restaurant manager to district manager, regional manager, and then to the market general manager and other higher operation positions, laddering career development channel, so that the staff have a longer-term development space.
Management is also a process of continuous innovation, for example, we have tailored to the characteristics of the post-90s, tailor-made programs for their success, for example, when a new employee joins the KFC store manager who will work in the future will come to the company to meet us in person, which we call the "journey of the nobleman". For any newcomer, when he enters an unfamiliar environment, it feels like crossing a river by feeling the stones. But if there is an experienced guide to lead him forward, he can feel solid and his heart will naturally open.
In KFC restaurant, for the characteristic of post-90s' preference for figurative expression, we disseminate effective experience and collect typical cases by shooting short films and producing pictures, etc., so that employees can learn inadvertently and enjoy learning in an in-depth way with visualized content.
Given that the 90s are mostly only children, lack of teamwork experience, the company also opened up the competition reward mechanism, through the form of teams, the organization of team competitions, in the competition, due to the cooperation between each other, *** with the advancement and retreat, so that the establishment of a deep emotion, team awareness and subsequently strengthened, which has become the mobilization of staff motivation, to develop the team spirit of the secret weapon.
Harmonious corporate culture to keep people
"Jumping ship" has long ceased to be a new term in the workplace, retention of talent, stabilization of the workforce has become a variety of enterprises to seek the development of the basic work. For catering retail enterprises, smooth and harmonious, cohesive work team is particularly important.
Reporter: Since it was mentioned earlier that companies provide a big enough stage to help employees grow rapidly, KFC is not worried about the outflow of these hard-earned human capitals for the talents who are already relatively mature and even hot in the market?
Liu Jianming: First of all, I am convinced that our corporate culture retains people, our reserve managers grow with our company, because of the full recognition of the corporate culture, many employees are working for 10 years or even 20 years or more.
We create a "big family of caring members" corporate culture, promote young, energetic, happy restaurant team, and create mutual trust, recognition and encouragement of the work atmosphere. For example, the company's "recognition and encouragement culture": in order to let each employee can feel valued and respected, feel the recognition and care of the enterprise for each employee, the company specially designed the "butterfly card", encouraging colleagues to give each other timely recognition and encouragement to the results of the little achievements. In addition, the company has also established an internal "family system" to help employees develop team cohesion and promote cross-departmental communication and teamwork. Employees can cultivate their hobbies through "family" activities, share their joys with colleagues, and build up a circle of friends. Of course, if employees choose to move to other companies, we are happy for them and wish them the best. In fact, over the past years, we have been nurturing and sending a large number of excellent management talents to the restaurant chain retail industry, which is why we are the "Whampoa Military Academy" of the restaurant chain retail industry. This is why we are the "Whampoa Military Academy" of the restaurant retail chain. Our development and cultivation of talents has promoted the development of the whole restaurant industry, and we have also benefited from the development of the whole industry.