Global Franchise Issue 10.1

n franchising, we’re relentless about systems. We obsess over marketing strategies, scrutinize operational procedures, and invest in technology to boost efficiency.We plan national campaigns and fine-tune development pipelines. But when it comes to managing people – arguably the most important part of running a unit – we often leave franchisees to figure it out on their own. It’s something I’ve seen again and again after years of speaking at franchise conferences, working with brand leaders, and training franchisees across industries. Managing hourly employees – the people who interact with customers, prep the food, clean the counters, and keep things moving – doesn’t get nearly the attention it deserves. And yet, these are the teammembers who most directly shape the customer experience. Franchisees are expected to build teams, create culture, and execute operations flawlessly. But many have never been taught how to do that. Some are new to business ownership. Others come from corporate or professional backgrounds and quickly discover that managing hourly workers requires a very different skill set. It’s not about dashboards or delegation through email. It’s about showing up in person, providing real-time coaching, and navigating unpredictable moments with clarity and compassion. Unfortunately, few managers ever get the chance to develop those skills properly. One UK survey found more than a quarter of managers had never received any management training at all. Globally, most managers work for nearly a decade before receiving formal leadership development. Think of the habits – good and bad – that can form in that time. In franchising, this challenge is compounded by legal caution. Franchisors often avoid offering people-management guidance to avoid joint-employer concerns. So they train franchisees on marketing and operations, but rarely on how to lead a team. But there’s a big difference between setting HR policy and helping franchisees become better people managers. Franchisees aren’t asking for mandates. They’re asking for tools. And when that support isn’t there, it shows up in high turnover, poor morale, and inconsistent guest experiences. Let me give you an example. My daughter recently started working for a major quick-service brand – a global name with over 1,700 locations. From the outside, the brand looks rock-solid. Clean systems. Impressive technology. A comprehensive training platform. But on her first day? She was placed in front of a computer to complete digital training modules. No welcome. No conversation about the brand’s mission, values, or what it means to be part of the team. Just tasks to complete. A few weeks in, she asked her general manager for feedback, eager to know how she was doing with customers. The response? “I don’t know – I haven’t been watching you.” Then the manager walked away. Here was a motivated employee looking for support. Instead, she got indifference. That’s not a systems issue – it’s a leadership issue. And it happens all the time. Hourly workers make up the majority of the workforce in industries like food service, hospitality, retail, and care services. Many are younger, still developing professionally and neurologically, and often juggling school, caregiving, or second jobs. They may not view their role as a long-term career, but that doesn’t mean they lack talent, work ethic, or potential.What they often lack is a manager who understands how to unlock that potential. Their relationship with their employer tends to be more transactional than relational. Many don’t receive benefits or a guaranteed schedule. They know the company’s commitment to themmay be limited – and often reciprocate accordingly. But when they do feel seen, supported, and respected, their loyalty and performance can skyrocket. That’s the gap I set out to address. After seeing these challenges repeatedly, I wrote Stop the Shift Show and created the Hourly Employee Management System (HEMS) – a certification program designed to provide practical tools for managing hourly teams. During that process, I also interviewed franchisees who are getting this right – leaders who prove what’s possible when you treat people like people. I “Franchisees don’t need mandates – they need tools. And if we want to strengthen our brands, we have to strengthen the people leading them.” 44 GLOBAL FRANCHISE Issue 10.1