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Why did you initiate a comprehensive skill-development program for Taco Bell's General Managers? Why did you decide to bring in external resource assistance?
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"Taco Bell wanted to provide their Restaurant General Managers with key skills to
help them interact with their team members better, and create an environment of
coaching, training and recognition. In response we developed a performance-based
training program with a soft skills emphasis, "Setting the Pace - STP 5", for current
and new Restaurant General Managers and their coaches.
One person could not develop a program with the defined scope of this national training effort in the time allotted. The decision to bring in external resources allowed me the flexibility to focus on related aspects of this project and other projects. I worked with the C.G. Wright team as a key contact to set up subject matter experts, field reviewers, pilot users, and material distribution."
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Why did you select CGWA as your partner for the training design and development of your performance-based initiative?
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"The extended learning process is a design model we prefer to use at Taco Bell. In interviewing resources, I looked for experience and results with this learning model. CGWA's philosophy and methodology for learning was in alignment with Taco Bell's. CGWA was also highly recommended by other external resources and clients. Some of the CGWA produced programs seemed to be ideal for our target audience. CGWA clearly understood our training goals and vision. They did a terrific job. The diversity in designing and delivering other training programs such as Influence and Negotiation Skills was a positive feature."
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What did you think of the scope of the instructional design team's efforts?
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"The instructional design team, led by a highly dedicated CGWA Project Manager, Chris Roderick, was very qualified. The three designers on the team were right for this project. The instructional design team met our expectations by adhering to time lines and quality products. Having two-way, open communication was key to working together. CGWA delivered our requests in a timely and professional manner.
The team was very flexible. At one point we made a decision to take some of the classroom training and transform it into self-paced, self-study instructional learning. The team responded immediately to our request and redelegated resources to make it happen.
CGWA has made my job of maintaining programs a lot easier because the program is solid and updates are simple, e.g., delete flip charts, add an overhead, replace an energizer."
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What has been Taco Bell's biggest success as a result of CGWA's assistance with the development of your Restaurant General Manager Training Program?
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"Tricon trainers tell me the program teaches itself. The content is a concept that is powerful. The CGWA instructional design team was able to package strong skill building in a very realistic way.
This training led the way to our company embracing a new performance management model from top down. The processes and tools taught in the program are becoming a part of the "fabric of the organization." Employees are talking the language of the program, which indicates that the training is making an impact and it's sticking.
A large reason that this project is a success is due to CGWA Account Manager, Lorraine Wilmoth. She has been "there" on a regular basis even though the project has ended. The partnership continues. The project does too, in the sense of continual evaluation and revision. The support from CGWA reinforces our partnership on an ongoing basis."
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Can you share an example of improved employee performance as a result of CGWA training support?
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"The results indicate there is an average 20 percent increase in skill confidence and a
4.7 reaction level nationally (on a scale of 1- 5) to the training program.
Most of the pilot group participants have been promoted, which is quite a success.
Management turnover has decreased. I've heard several stories that RGMs have turned
their stores around as a result of using skills learned in the training. A level 3
evaluation (behavior change) shows positive, moderate usage of skills from employees'
and supervisors' viewpoints. The biggest opportunity is supervisor follow-up execution,
not program design or content."
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Interview with: