Staff recruitment remains a critical priority for QSR brands, yet most employers face the same two constraints: managing high volumes of applications and finding the time and resources to assess them effectively.
Indeed’s franchise ambassador, Sergio Alderuccio, led recent market research on talent acquisition in the franchising sector. Here he reveals the latest insights into how franchisors and franchisees are facing up to the challenges.
What does the research reveal about the talent acquisition practices in QSR?
Sergio Alderuccio: “The standout finding is that talent acquisition is a high priority. This means there’s a lot of demand for a finite number of people, and intense competition.
“It heightens the need for employers to operate an effective recruitment process that leads to top quality candidates becoming long term employees.
“What franchisors want is simple: to spend less time managing the process and more time finding the people who are right for the business.”
What are the key pain points and operational challenges?
SA: “The sheer volume of applicants. A recruitment platform can automatically generate applicants who could be overseas, but it doesn’t flesh out key details such as their work rights or age. Finding candidates is not a problem; identifying the right ones is the challenge.
“There’s a lot expected from AI candidate screening, including eligibility checks. It’s a constant conversation, and there’s an eagerness to use AI, but we are at the early stages. Everyone is exploring this but no-one has found the solution.
“The AI debate highlights the tension between automated efficiency and the human touch. Employers will be seeking to harness AI’s capabilities for faster and more accurate screening and shortlisting, but they want to oversee references personally. They are cautious about allowing AI to make that filtering decision without human oversight.
“Employers still want to apply human judgement for reference and assessment.”
What processes do franchisors and franchisees use to recruit?
SA: “Referrals are universally regarded as the best source; however, there’s an untapped opportunity for franchisees to incentivise their team members, to use messaging and QR codes on packaging, and signage on new sites to promote opportunities.
“For specialised or managerial roles at store level, franchisees are willing to engage a paid recruiter, reflecting the approach franchisors take for senior roles.
“There is a commonality in using platforms and software to improve efficiencies, although the specific technology used is a matter of personal preference and experience.”
How are employers currently using technology and balancing that with a human oversight?
SA: “It is common for franchisors to have a recruitment toolbox, with recruiting guidelines, resources on how to interview, and often an HR hotline for franchisees, who are typically responsible for their own recruiting.
“Most franchisors will provide the system; some will assist with the initial team recruitment, some will get involved in supporting and mentoring, bringing the human element to the system.
“However, even with tools at their fingertips, franchisees don’t always follow the system.
“Some franchisees are not getting it right. It’s too hard for them. On the frontline, in a fast-paced working environment, the simplest solution is often to just place the same ad as last time.”
How do employers approach recruitment?
SA: “When it comes to the approach to recruitment, there’s a real division. Franchisors and franchisees are either strategists or scramblers.
“The bigger, more established organisations view recruitment as a strategic investment and dedicate time on thorough planning and preparation.
“They understand this is time consuming and frustrating, but an essential element of growth and success. Typically these are bigger franchisors or multi-unit operators, and they can’t afford to get it wrong.
“In contrast, smaller groups and single-unit franchisees can scramble to fill jobs at the last minute.
“When employers make reactive appointments they recruit quickly, skim over job references, have no or poor onboarding, and may find within six months the new recruit has left.
“Unfortunately, when this happens, not only are they once again short-staffed, but they can develop a reputation as a poor employer.”
What strategies are big firms employing to avoid employee churn?
SA: “Onboarding is widely recognised as critical to retention and to avoid employee churn, successful firms are getting the fundamentals right, creating an environment of value and support.
“The best operators understand the requirements of, and clearly define, the role, and provide a realistic job description. Once employees are onboarded, they offer support, they aim for flexibility in rostering to accommodate personal commitments.
“These initiatives turn employees into brand advocates and they encourage friends to work with them. It’s an approach that builds the brand’s reputation as a quality employer, and sets apart those who are succeeding, and those who are scrambling.”
