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Opinion Editorials

Using Pal’s Sudden Service model can make you famous for service, staff retention

(EDITORIAL) Winner of the 2001 Malcolm Baldridge Quality Award — the first restaurant to do so — Pal’s is a fan favorite with a turnover rate a third lower than the industry average. Here’s how they do it.

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It’s no accident

Regardless of your business, its focus is on people: the people you engage as customers, served by the people that you hire. It’s not about what you make, but about who you make it for, and how well the people who represent you do that. Impassioned customer engagement and employee retention doesn’t happen accidentally. It’s earned, day after day, by a devotion to establishing and maintaining your culture with the people who are hired and trained to do so.

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We all should be looking for ways to create the best customer experience by investing our energy in those things which we can control, starting with our employees and their experiences.

As we look to companies that are renowned for their customer service, such as Walt Disney or Zappos, it’s easy to say to ourselves, “Well, if I had the money and resources that those companies do, it’d be easy for me to have a more attractive experience for my customer and employee.” But there are companies much smaller in scope who deliver an amazing customer and employee experience.

How Pal’s Sudden Service succeeds

Located on the Tennessee/Virginia border, Pal’s Sudden Service is a quick-stop restaurant (QSR) with 26 stores that’s physically similar to other such restaurants, excepting that it’s a drive-thru only. However, there are many differences. When cars approach the dual drive-thrus, customers provide their order to a Pal’s employee face-to-face, rather than through a speaker.

This is such a hallmark of Pal’s that their recent advertising campaign was titled “Face-to-Face”, highlighting the speed and accuracy that come from beginning the order process talking to a person rather than a screen, allowing customers to progress through the line faster and resume enjoying their day. Speaking of their speed and accuracy, it’s legendary.

From the time of first contact with a Pal’s employee, the customer orders and receives their order within 30 seconds. By way of comparison, the next closest competitor completes the process in two minutes, four times slower than Pal’s. Now, you might well be thinking, “Great. They’re fast, we can be fast at my business, but only being fast doesn’t guarantee customer satisfaction.” And you’d be right.

It’s about more than just speed

The story of Pal’s transcends speed. Winner of the 2001 Malcolm Baldridge Quality Award — the first restaurant to do so — Pal’s makes a mistake in a customer order only once in every 3,600 orders, reports Harvard Business Review.

In comparison, that’s ten times better than their closest competitor, and the combination of speed and accuracy has won them loyalty from their customer base, as well as being a company worthy of study by competitors and management experts alike.

How do they do it, and how can we apply their methodology to our companies? It all comes down to their approach to their employees.

Retention begins with selection

Pal’s 26 locations employ roughly 1,000 workers. 90 percent are part-time, and 40 percent are between 16 and 18 years old. Given the complexities in managing this segment of the demographic, the hiring process at Pal’s begins with an extensive psychometric screener, a 60-point check to see how well the candidate is aligned with the attitudinal characteristics of Pal’s most talented employees.

“We’re believers that birds of a feather flock together,” said CEO Thom Crosby, speaking to the Harvard Business Review. “If you start having an operation with weak crew training and not a lot of really good leadership by managers, the people who apply there are the same kinds of people. We go the opposite direction.”

Training never stops

The work’s just beginning when employees are hired. At Pal’s, training isn’t a one-time event, but an intense process designed to ensure that all employees can successfully do all of the tasks involved in operating the store, with frequent rechecks to test for proficiency.

Employees new to the company receive 120 hours of training before they are allowed to work independently.

Each of the tasks that they do is accompanied by a certification test, which must be passed as well before they can work on their own.

The training is continuous: daily, in each restaurant on each shift, the company’s training software generates the names of employees that must be recertified in one of their areas of responsibility. Think of these as a form of a surprise quiz for the employee; they complete the brief test, and if they aren’t successful, they must be retrained in that area before they can do it again independently. This occurs for every employee on average 2 to 3 times monthly.

“Human beings go out of calibration, just like equipment”, said Crosby.  “We see so many operations that have training and they’re so happy when a trainee can pass a test. Then they sign off on this person as “trained” and they usually don’t revisit that person unless there’s a really severe performance issue.”

By focusing time, energy, and money on ensuring that employees don’t have the opportunity to go out of calibration with the expected standard, or to develop bad habits, Pal’s focuses on not only quality, but also culture in the same stroke.

Staff development is not a one-off event, especially for the part-time or adult learner.

By focusing on your staff as assets to be developed, rather than employees with varying levels of performance based on infrequent or non-existent training, you meet the needs of your customer and demonstrate to your employee that they matter.

Leadership never rests

At Pal’s, leadership is a serious endeavor in coaching employees. All leaders, including the CEO, are expected to spend 10 percent of their time daily teaching a specific skill to a specific employee. “At Pal’s, every leader needs to have a coaching and training target every single day,” said Crosby to Burger Business. “As CEO, I’m not exempt: Anyone is welcome to ask me my coaching target on any day.” This hands-on approach is bolstered by their master reading list, a selection of 21 books spanning leadership classics, alongside modern tomes on quality. These books are discussed at a bi-monthly book study occurring with the CEO and selected management.

This approach is also seen in how they approach their role within the industry. After winning the Malcolm Baldridge Quality Award, the company created its Business Excellence Institute (BEI) as a development arm to provide best practices to others. As a sign of their success, one of their clients, Austin’s K&N Management became the second restaurant winner of the Baldridge award in 2010.

The result of all this? The customers are unswervingly loyal, and the employees stay employed.

In an industry renowned for its turnover rates, employee turnover rate for hourly employees is one-third the industry average.

Among leaders, it’s lower still. Over more than three decades, only seven general managers have left the company voluntarily, and assistant managers have an annual turnover rate of 1.4 percent.

How do we apply this to our individual circumstances? By focusing on the customer through the lens of improving your employees, you receive dual benefit. Your employees satisfy your customer, and you’ve invested in the best walking advertisement for your company that you can: a carefully selected employee who’s been well-trained and coached to take care of your customer.

#WorkForYourWorkforce

Roger is a Staff Writer at The American Genius and holds two Master's degrees, one in Education Leadership and another in Leadership Studies. In his spare time away from researching leadership retention and communication styles, he loves to watch baseball, especially the Red Sox!

Opinion Editorials

Women-owned businesses make up 42% of all businesses – heck yeah!

(EDITORIAL) Women-owned businesses make a huge impact on the U.S economy. They make up 42% of all businesses, outpace the national growth rate by 50%, and hire billions of workers.

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Women entrepreneurs make history in the U.S as female-owned businesses represent 42% of all businesses, while continuing to increase at DOUBLE the national growth rate!

Women are running the world, and we are here for it! The 2019 American Express State of Women-Owned Businesses Report, states 13 million women are now self-employed entrepreneurs. From 2014 to 2019, women-owned businesses grew 21%. Think that’s impressive? Well, businesses owned by women of color grew 43% within the same timeframe, with a growth rate of 50%, and currently account for 50% of all women-owned businesses! Way to go! What this also means is that women employ over 2.4 million workers who together generate $422.5 billion in revenue.

What can we learn from these women that’ll help you achieve success in your businesses?

  1. Get informed: In a male-dominated business industry, women are often at a disadvantage and face multiple biases. So, know your stuff; study, research, and when you think you know it all…dig deeper!
  2. Stay hungry: Remember why you started this journey. Write down notes and reminders, goals, and inspirations, hang them up and keep them close.
  3. Ask for advice: Life is not meant to go through alone, so ask questions. Find a mentor and talk to people who have walked a similar path. Learning from them will only benefit your business.

Many of these women found ways to use their passion to drive their business. It may not be exactly what they thought it would be when they started out, but is it ever? Everyone has to start off small and rejection is part of the process. In fact, stories of rejection often serve as inspiration and encouragement to soon-to-be self starters.

Did you know J.K Rowling’s “Harry Potter” book was turned down TWELVE times? Seven books later with over 400 million copies sold, the Harry Potter brand is currently valued at over 15 billion. While you might not become a wizard-writing fantasy legend like J.K Rowling, you sure as heck can be successful. So go for it, and chase your dreams.

If you want to support women-owned businesses, start by scrolling through Facebook or doing some research to find women-owned businesses in your community. Then, support by buying or helping to promote their products. Small businesses, especially women-owned, black women-owned, and women of color-owned, are disproportionally affected by the current economic crisis ignited by a health pandemic. So if you can, shop small and support local. And remember, there’s a girl (or more) doing a happy dance when you checkout!

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Opinion Editorials

How to increase website engagement

(EDITORIAL) A website is vital to any business, but customer engagement guarantees success. Check out these powerful tips to boost engagement.

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Having a website for your business isn’t enough. If you want to grow your company, you need to maximize this digital asset by increasing user engagement. The question is, where do you begin?

What does healthy website engagement look like?

Launching a website is one of the quintessential first steps in building a business. It’s a new company’s way of saying, “We’ve arrived! See, we’re legit!” But the problem is that very few entrepreneurs and business owners know anything about building websites. So they use a drag-and-drop web builder to throw a few elements together and develop a site in a few hours.

Simply having a website isn’t enough. If it’s only a placeholder for your brand, you’re missing out on an opportunity to reach people and move them from awareness to purchase. You don’t need a website – you need an engaging website.

What is user engagement?

“Put most simply, user engagement is when visitors to your site appreciate your content enough to stick around, absorb, and convert,” web design and UX optimizer Rob Wells writes. “Most importantly, when user engagement is high, you’ll find that your audience becomes more loyal. You’ll notice more return visits and higher conversions, because your website simply works.”

Signs of high user engagement include reading and absorbing content, organic comments on blog posts, social media shares, watching videos, above average time on site, high click-through rates, and low bounce rates. We’ll tell you more about how to achieve these “wins’ in the following section.

5 Tips for Boosting Engagement

Every website developer, marketing guru, and entrepreneur has their own formula for boosting engagement, but there are a few tactics that everyone can agree on. If you want to see immediate results, start by doing the following:

    1. Make it About Your Target Audience: Too many businesses make the mistake of shaping their marketing messages around themselves. They mistakenly assume that customers care about them, when the truth of the matter is that customers only care about themselves.If you want to boost engagement on your website, start by transforming your messaging. Make it about your audience. Make the customer the hero of their own story. You’re just there to guide them along and point to solutions (products and services) that may help them get from where they are now to where they want to be.
    2. Tell Stories: Cut out the sterile corporate lingo and breathe a little life into your copy. Mission statements are lame. Tell stories!The Ward & Barnes, P.A. website is a perfect example of how storytelling can cause engagement to soar. They actually include client stories, testimonials, and quotes on their homepage. This helps visitors connect with the brand and immediately establish a feeling of trust and goodwill.
    3. Eliminate Distractions: “According to research by Google, people judge websites as beautiful or not within 1/50th to 1/20th of a second,” Website Magazine notes. “Perhaps even more interesting is the fact that visually complex websites are consistently rated as less beautiful than simpler sites.”Stop with the complex websites and sophisticated designs. You’re not a web design company – there’s no need for all of these bells and whistles! Eliminate distractions and simplify every page to one specific focal point. Anything more means you’re actually competing against yourself.
    4. Empower Your CTAs: Every page on your website should have a call-to-action (CTA). And when creating these CTAs, always ask yourself one simple question: “Why would anyone click this?”If you’re asking for an email address or sale without providing clear and direct value in return, you’re missing the point. You have to compel people to follow through.One of the best ways to empower your CTAs is to offer something in return – like a free eBook, a discount code, or a product sample. When there’s an enticing reward, people will be much more likely to follow through.
    5. Go Visual: The brain processes visuals much faster than text. Use this to your advantage by integrating visual content into your website. This means video, graphics, and original images. Skip the stock photos! However, don’t overdo it. Remember to keep it simple and avoid unnecessary distractions. Quality over quantity works every time.

Turn your website into a lead generating asset

Transform your website from a branded placeholder into a powerful, lead generating asset that procures leads, and converts them from curious visitors into profitable lifelong customers. This process can take time, but you have to begin somewhere. Start by leveraging the tips in this article and analyzing the data. Based on the numbers, you can optimize, iterate, and improve over time.

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Opinion Editorials

Idea: Color-coded face masks as the new social contract to combat COVID-19

(BUSINESS NEWS) Americans must come together on a new social contract if we have any hope of permanently reopening the economy and saving lives.

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social contract: color coded wristbands covid-19

A church in Texas used a stoplight color-coded wristlet system to help churchgoers navigate the new social awkwardness of closeness. Those with green bands are comfortable with contact including high fives, yellow bands indicate someone who wants to talk but not touch, and red is for someone interested in keeping their distance altogether.

In pre-pandemic America, basic social cues were sufficient to communicate these feelings, and most violations of them were annoying but not harmful. We now live in a world where daily banalities like grocery shopping and shaking hands with a new acquaintance are now potentially dangerous – for you and those you care about.

So what is the way forward?

Humans are social beings, and much of our survival is reliant on our relationships to, and interactions with, other humans. A way forward is critical. But our brains are trained to find and read faces in an instant to assess emotion and whether that emotion indicates a presence of a threat.

Not only has this pandemic challenged our innate notions of community and safety, the scientifically healthy way forward is to cover most of our faces, which is staggeringly counter to our understanding of a threat. It is now impossible to tell whether a sunglassed-masked stranger walking into a restaurant is a robber or just a person who was walking in the sun.

But because we are humans with large brains, we are able to adapt. We are inherently compassionate and able to emotionally understand fear in others and ourselves. We are able to understand both science and social grace. In this case, the science is straightforward but the social grace is not.

Governor Abbott of Texas announced the second closure of bars and reduction of capacity in restaurants last Friday in response to the dramatic increase in coronavirus cases statewide. During the press conference he said: “Every Texan has a responsibility to themselves and their loved ones to wear a mask, wash their hands, stay six feet apart from others in public, and stay home if they can.”

It is this shared responsibility that we must first embrace before any meaningful reopening can proceed.

We must accept that for the indefinite future, we have a new normal. We have to adapt to these new social codes in order to protect ourselves and our neighbors. Color-coded bracelets, masks, hats, choose your accessory – this could be a way forward.

First, we must agree these measures are necessary. And we shouldn’t take them because a politician told us to or told us not to – many people feel that our government has failed to provide us with coherent guidance and leadership considering a broad social contract.

We should adapt them because if you are not free, I am not free. We can do this together.

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