Employee Retention of Whataburger : Whataburger is a privately held, regional fast food restaurant specializing in hamburgers. The company, established by Harmon Dobson, opened its first restaurant in Corpus Christi, Texas on August 8, 1950. By 1960 the chain had grown to 17 locations in Texas, Tennessee and Florida. Today, Whataburger Restaurants, LP is still owned and operated by the Dobson family and has nearly 700 locations in the United States (Texas, Arizona, New Mexico, Oklahoma, Louisiana, Arkansas, Mississippi, Alabama, Florida, and Georgia). Operations in Mexico have currently been suspended. The corporate headquarters was in Corpus Christi, Texas until a move to San Antonio in 2009.
Whataburger is known for its distinctive A-framed, orange-and-white striped roofed buildings (newer buildings are built similar to other fast-food chains, though the roof is built in the orange-and-white triangular shape). The first A-frame restaurant, which is still standing, was built in Odessa, Texas. There are currently over a dozen of these type restaurants still in operation.
Aside from the classic Whataburger, other menu items include the Whataburger Jr. (a smaller version of the Whataburger), the Justaburger (a Whataburger Jr. with only mustard, pickles, and onions), the Whatacatch fish sandwich, the Whatachick'n Chicken Sandwich,and taquitos. Whataburger also has a breakfast menu and serves breakfast sandwiches along with other items. Whataburger's breakfast menu is unique because it is served from 11:00 p.m. through 11:00 a.m. each day, a wider window than most other fast-food restaurants, and all regular menu items are still available during breakfast service.
Last week, 160 workers from 16 Whataburger restaurants competed for gold, silver and bronze medals and a piece of the $140,000 in prize money at stake in the company’s 2011 WhataGames, an annual competition launched the same year as the 1996 Summer Olympics in Atlanta and designed to inspire the same kind of team spirit the athletes demonstrated.
“In essence [we wanted to] create an event that focuses on training in restaurants, builds employee morale, takes care of employees and concentrates on customer service from a quality perspective,” said Todd Neer, group director of field training.
Workers at Whataburger’s 720 restaurants in 10 states went under the microscope last November as the contest began with 12 visits by secret shoppers and five on-the-spot phone calls from corporate with detailed questions about different aspects of the operation. The process narrowed the field to 39, and follow-up audits and a few more mystery shoppers got it down to the 16 10-member teams that competed recently during the company’s annual convention, with quiz shows and card games aimed at testing their knowledge of the intricacies of running a Whataburger and a 30-minute simulated lunch rush attended by almost all of the chain’s top brass to determine who could best put their knowledge into action. The members of the gold-medal team came from a store in Fort Worth, Texas, and each took home $5,000 and the accolades of about 2,000 screaming fans.
The games have proven a powerful employee retention tool, says Neer, who has worked in various operations positions at the chain for 14 years. Eight general managers and three area managers in the San Antonio market who were part of previous years’ teams later opted for long-term careers at the company, in large part because of the way Whataburger shows its commitment, he says. Employees at the chain founded by Harmon Dobson in 1950 in Corpus Christi, Texas, are called “family members,” and while Dobson’s blood relations have controlled the company since its inception, the meaning of “family” includes all 21,000 of the chain’s current staffers.
Quickservice chains are notorious for high turnover – the industry averaged turnover of 100% or higher in the years before the recession – and companies are always looking for ways to retain workers. Whataburger boasts 150 “family members” who have been with the company for 20 years or more, many of whom worked their way up from after-school jobs serving burgers to executive posts, says Communication Director Pam Cox.
The idea that workers who feel connected and loyal to the company are more likely to provide a better customer experience is a pretty simple one, but the concept often hits snags as chains franchise and grow larger and more diverse. Efforts ranging from employee scholarship programs to a newly created initiative to tie together the company’s growing roster of education and training programs under the Whataburger University banner are aimed at keeping workers engaged. And, of course, there are the games, which give staffers a chance at the spotlight.
“The winners paraded in from the back, waving their flags. There were cheers as they got their moment at the front of the room. A lot of them are 16- or 17-year-old kids who are searching for a path. They have never been at an event like this before and they walk away saying ‘Oh my gosh, this company really does appreciate what we do for them. This company really does invest in their people and make sure we’re taken care of,’” Cox said.
Whataburger's annual WhataGames contest pushes employees -- called "family members" -- to excel at their jobs in exchange for cash prizes, career advancement and the respect of their bosses and peers. The games, launched along with the 1996 Summer Olympics in Atlanta, are just one piece of an employee-retention strategy that's working for the growing 720-store burger chain.
Organization & Talent Development Manager is a business partner responsible for assessing individual and team behavior to identify opportunities for development and develop a plan for improvement that guides Organization & Talent Development (OTD) just-in-time and long-term solutions to improve employee engagement, retention, and loyalty. This position will provide effective performance consulting for Operations and Support System individuals and teams through goal development, needs assessment and diagnosis, role and responsibility clarification, leadership and team development, coaching, and implementation of process and performance interventions. Executes objectives as outlined in the Zone and Strategic Playbooks Works with Field HR & Operations to implement, facilitate, evaluate and measure the Talent Development Plan Process to meet identified development needs. Implements organization and individual programs that result in a high performance workforce and organization. E.g. classes, coaching, and ongoing assessments. Provides feedback to Operations and Field HR on execution of Talent Development Plans. Works with the Field Director of OTD and others to develop measures and assessment tools to evaluate development activities. Significantly responsible for working collaboratively with internal stakeholders to analyze talent needs, propose, source and/or design and develop solutions, support their adoption, and evaluate their impact to drive business performance and increase leadership capabilities.
POSITION REQUIREMENTS:
Associates degree required or equivalent work experience. Bachelors degree preferred Minimum seven to ten years of supervisory/management/leadership experience in a multi-site business environment preferred. Demonstrated basic/intermediate-level ability to communicate, influence and negotiate decisions while motivating assigned staff. Demonstrated ability to work in a team environment. Demonstrated skills in the areas of coaching, process development and consulting Prior experience in calculating costs associated with HR/OD Management for budgetary reasons. Proficient in MS Office Word, Excel, Outlook and PowerPoint, and JD Edwards preferred. Solid knowledge of Human Resources, Organizational Development and Change Management principles and practices Instructional Design, DDI, Facilitation, PHR and/or SPHR Certification(s) preferred, or willingness to accomplish within an appropriate timeframe. Employees are expected to work the necessary time to satisfactorily fulfill job responsibilities. Working conditions exist to satisfactorily fulfill job responsibilities. Must be able to travel within region (possible 70% overnight travel). Must be able to lift up to 50 lbs.
PHYSICAL REQUIREMENTS:
Satisfactory background check, to include drug screen, required for all hires into the positions of Coordinator/Manager and above.
BENEFITS:
Innovative Compensation Plans, Bonus Program, Medical Insurance, Dental Insurance, Vision Insurance, Life Insurance, Long-Term Disability Insurance, Profit Sharing, 401 K, Paid Holidays, Paid Vacation, Paid Training, Regular Reviews, Quality Meal Program
Andrea Acerra gathers her team for a huddle. With heads bowed and arms clasped behind one another's backs, they send up a prayer. They've been training for this moment for months. Just one small error could be the difference between gold and not medaling at all. Acerra, a seasoned vet with two silver and two bronze medals hanging around her neck, leads the nine competitors in one last chant: "Shake and bake!" they yell before taking their positions in the kitchen.
Over the next 30 minutes, Acerra and her crew will cook and assemble 34 orders in a simulated lunch rush in an elaborate fast-food competition. Every two years, Whataburger--a family-owned business that started as a single burger stand in Corpus Christi, Texas, in 1950, and now spans nearly 700 restaurants in 10 states--gathers its best employees to compete for bragging rights, cash, prizes, and, yes, medals, in a slyly effective mass training-and-loyalty exercise that masquerades as corporate Olympics. It's called the WhataGames.
To Texans, Whataburger is a cult brand, inspiring the same feelings that Californians have for In-N-Out Burger. But even local pride can't inoculate Whataburger, which expects to hit $1 billion in revenue this year, from the fast-food industry's infamous employee turnover rate, which hovers around 300% annually by some accounts. Whataburger staged the first WhataGames in 1996, thinking that better training would improve retention.
The burger chain is certainly not the first company to host a competitive event in an effort to bolster enthusiasm within its ranks. But you'd be hard-pressed to find one that works as well as the biennial WhataGames, which uses employees' pride in their work to infuse corporate culture in a far-flung enterprise. The company credits its same-store increases for the last 54 consecutive quarters to its rigorous attention to doing things the company way. In other words, exactly what the WhataGames reinforce. Although the privately held chain won't release turnover numbers, John Heiman Jr., who runs 14 franchises, reports that his employee churn has dropped from 900% to 100%.
That explains what the company gets out of the games. It doesn't explain why employees care so much that they'll spend months poring over operations manuals and company history. Certainly, the prize money helps: The top teams split more than $140,000. But the raw emotion on display during the two-day event hints at something deeper.
Acerra, a 41-year-old general manager, and her "kids" from unit 717 in San Antonio, are one of only 16 teams to qualify for this year's WhataGames, in Houston. Their knowledge of menu items, procedures, and Whataburger history has already been put to the test, in a Jeopardy-style quiz show and a matching card game, in which they had to correctly answer such questions as "Grilled chicken must reach what temperature throughout to be properly cooked?" (Answer: 165 degrees.) But it's during the 30-minute What's Cooking? competition--when the hypothetical becomes real--that nerves really start to fray.
As soon as the clock starts, the orders come pouring in. Two judges take turns ordering at the counter while five more circle the drive-through, trying to stump the team with picky requests (a wheat bun toasted on both sides, grilled jalapeños) and large orders. Acerra's group seems ready to accommodate any of the 36,864 possible customizations, but the order screens are filling up fast. "See if he needs help," she shouts to a grill cook. "How we doing on drive-through?"
Meanwhile, five inspectors examine every order for accuracy and presentation: They count bacon strips and tomatoes and scrutinize the meat for rips. One judge weighs every serving of fries. "This one's a no," she says of a small order that doesn't come in between 2.75 and 3.25 ounces. She drops it in the trash. Another judge brings her burger back, insisting she ordered extra pickles, to test the team's response. If the entire sandwich isn't remade (a pinch of meat has been taken out of the patty to tell if it's the same one), points will be docked.
Whataburger is known for its distinctive A-framed, orange-and-white striped roofed buildings (newer buildings are built similar to other fast-food chains, though the roof is built in the orange-and-white triangular shape). The first A-frame restaurant, which is still standing, was built in Odessa, Texas. There are currently over a dozen of these type restaurants still in operation.
Aside from the classic Whataburger, other menu items include the Whataburger Jr. (a smaller version of the Whataburger), the Justaburger (a Whataburger Jr. with only mustard, pickles, and onions), the Whatacatch fish sandwich, the Whatachick'n Chicken Sandwich,and taquitos. Whataburger also has a breakfast menu and serves breakfast sandwiches along with other items. Whataburger's breakfast menu is unique because it is served from 11:00 p.m. through 11:00 a.m. each day, a wider window than most other fast-food restaurants, and all regular menu items are still available during breakfast service.
Last week, 160 workers from 16 Whataburger restaurants competed for gold, silver and bronze medals and a piece of the $140,000 in prize money at stake in the company’s 2011 WhataGames, an annual competition launched the same year as the 1996 Summer Olympics in Atlanta and designed to inspire the same kind of team spirit the athletes demonstrated.
“In essence [we wanted to] create an event that focuses on training in restaurants, builds employee morale, takes care of employees and concentrates on customer service from a quality perspective,” said Todd Neer, group director of field training.
Workers at Whataburger’s 720 restaurants in 10 states went under the microscope last November as the contest began with 12 visits by secret shoppers and five on-the-spot phone calls from corporate with detailed questions about different aspects of the operation. The process narrowed the field to 39, and follow-up audits and a few more mystery shoppers got it down to the 16 10-member teams that competed recently during the company’s annual convention, with quiz shows and card games aimed at testing their knowledge of the intricacies of running a Whataburger and a 30-minute simulated lunch rush attended by almost all of the chain’s top brass to determine who could best put their knowledge into action. The members of the gold-medal team came from a store in Fort Worth, Texas, and each took home $5,000 and the accolades of about 2,000 screaming fans.
The games have proven a powerful employee retention tool, says Neer, who has worked in various operations positions at the chain for 14 years. Eight general managers and three area managers in the San Antonio market who were part of previous years’ teams later opted for long-term careers at the company, in large part because of the way Whataburger shows its commitment, he says. Employees at the chain founded by Harmon Dobson in 1950 in Corpus Christi, Texas, are called “family members,” and while Dobson’s blood relations have controlled the company since its inception, the meaning of “family” includes all 21,000 of the chain’s current staffers.
Quickservice chains are notorious for high turnover – the industry averaged turnover of 100% or higher in the years before the recession – and companies are always looking for ways to retain workers. Whataburger boasts 150 “family members” who have been with the company for 20 years or more, many of whom worked their way up from after-school jobs serving burgers to executive posts, says Communication Director Pam Cox.
The idea that workers who feel connected and loyal to the company are more likely to provide a better customer experience is a pretty simple one, but the concept often hits snags as chains franchise and grow larger and more diverse. Efforts ranging from employee scholarship programs to a newly created initiative to tie together the company’s growing roster of education and training programs under the Whataburger University banner are aimed at keeping workers engaged. And, of course, there are the games, which give staffers a chance at the spotlight.
“The winners paraded in from the back, waving their flags. There were cheers as they got their moment at the front of the room. A lot of them are 16- or 17-year-old kids who are searching for a path. They have never been at an event like this before and they walk away saying ‘Oh my gosh, this company really does appreciate what we do for them. This company really does invest in their people and make sure we’re taken care of,’” Cox said.
Whataburger's annual WhataGames contest pushes employees -- called "family members" -- to excel at their jobs in exchange for cash prizes, career advancement and the respect of their bosses and peers. The games, launched along with the 1996 Summer Olympics in Atlanta, are just one piece of an employee-retention strategy that's working for the growing 720-store burger chain.
Organization & Talent Development Manager is a business partner responsible for assessing individual and team behavior to identify opportunities for development and develop a plan for improvement that guides Organization & Talent Development (OTD) just-in-time and long-term solutions to improve employee engagement, retention, and loyalty. This position will provide effective performance consulting for Operations and Support System individuals and teams through goal development, needs assessment and diagnosis, role and responsibility clarification, leadership and team development, coaching, and implementation of process and performance interventions. Executes objectives as outlined in the Zone and Strategic Playbooks Works with Field HR & Operations to implement, facilitate, evaluate and measure the Talent Development Plan Process to meet identified development needs. Implements organization and individual programs that result in a high performance workforce and organization. E.g. classes, coaching, and ongoing assessments. Provides feedback to Operations and Field HR on execution of Talent Development Plans. Works with the Field Director of OTD and others to develop measures and assessment tools to evaluate development activities. Significantly responsible for working collaboratively with internal stakeholders to analyze talent needs, propose, source and/or design and develop solutions, support their adoption, and evaluate their impact to drive business performance and increase leadership capabilities.
POSITION REQUIREMENTS:
Associates degree required or equivalent work experience. Bachelors degree preferred Minimum seven to ten years of supervisory/management/leadership experience in a multi-site business environment preferred. Demonstrated basic/intermediate-level ability to communicate, influence and negotiate decisions while motivating assigned staff. Demonstrated ability to work in a team environment. Demonstrated skills in the areas of coaching, process development and consulting Prior experience in calculating costs associated with HR/OD Management for budgetary reasons. Proficient in MS Office Word, Excel, Outlook and PowerPoint, and JD Edwards preferred. Solid knowledge of Human Resources, Organizational Development and Change Management principles and practices Instructional Design, DDI, Facilitation, PHR and/or SPHR Certification(s) preferred, or willingness to accomplish within an appropriate timeframe. Employees are expected to work the necessary time to satisfactorily fulfill job responsibilities. Working conditions exist to satisfactorily fulfill job responsibilities. Must be able to travel within region (possible 70% overnight travel). Must be able to lift up to 50 lbs.
PHYSICAL REQUIREMENTS:
Satisfactory background check, to include drug screen, required for all hires into the positions of Coordinator/Manager and above.
BENEFITS:
Innovative Compensation Plans, Bonus Program, Medical Insurance, Dental Insurance, Vision Insurance, Life Insurance, Long-Term Disability Insurance, Profit Sharing, 401 K, Paid Holidays, Paid Vacation, Paid Training, Regular Reviews, Quality Meal Program
Andrea Acerra gathers her team for a huddle. With heads bowed and arms clasped behind one another's backs, they send up a prayer. They've been training for this moment for months. Just one small error could be the difference between gold and not medaling at all. Acerra, a seasoned vet with two silver and two bronze medals hanging around her neck, leads the nine competitors in one last chant: "Shake and bake!" they yell before taking their positions in the kitchen.
Over the next 30 minutes, Acerra and her crew will cook and assemble 34 orders in a simulated lunch rush in an elaborate fast-food competition. Every two years, Whataburger--a family-owned business that started as a single burger stand in Corpus Christi, Texas, in 1950, and now spans nearly 700 restaurants in 10 states--gathers its best employees to compete for bragging rights, cash, prizes, and, yes, medals, in a slyly effective mass training-and-loyalty exercise that masquerades as corporate Olympics. It's called the WhataGames.
To Texans, Whataburger is a cult brand, inspiring the same feelings that Californians have for In-N-Out Burger. But even local pride can't inoculate Whataburger, which expects to hit $1 billion in revenue this year, from the fast-food industry's infamous employee turnover rate, which hovers around 300% annually by some accounts. Whataburger staged the first WhataGames in 1996, thinking that better training would improve retention.
The burger chain is certainly not the first company to host a competitive event in an effort to bolster enthusiasm within its ranks. But you'd be hard-pressed to find one that works as well as the biennial WhataGames, which uses employees' pride in their work to infuse corporate culture in a far-flung enterprise. The company credits its same-store increases for the last 54 consecutive quarters to its rigorous attention to doing things the company way. In other words, exactly what the WhataGames reinforce. Although the privately held chain won't release turnover numbers, John Heiman Jr., who runs 14 franchises, reports that his employee churn has dropped from 900% to 100%.
That explains what the company gets out of the games. It doesn't explain why employees care so much that they'll spend months poring over operations manuals and company history. Certainly, the prize money helps: The top teams split more than $140,000. But the raw emotion on display during the two-day event hints at something deeper.
Acerra, a 41-year-old general manager, and her "kids" from unit 717 in San Antonio, are one of only 16 teams to qualify for this year's WhataGames, in Houston. Their knowledge of menu items, procedures, and Whataburger history has already been put to the test, in a Jeopardy-style quiz show and a matching card game, in which they had to correctly answer such questions as "Grilled chicken must reach what temperature throughout to be properly cooked?" (Answer: 165 degrees.) But it's during the 30-minute What's Cooking? competition--when the hypothetical becomes real--that nerves really start to fray.
As soon as the clock starts, the orders come pouring in. Two judges take turns ordering at the counter while five more circle the drive-through, trying to stump the team with picky requests (a wheat bun toasted on both sides, grilled jalapeños) and large orders. Acerra's group seems ready to accommodate any of the 36,864 possible customizations, but the order screens are filling up fast. "See if he needs help," she shouts to a grill cook. "How we doing on drive-through?"
Meanwhile, five inspectors examine every order for accuracy and presentation: They count bacon strips and tomatoes and scrutinize the meat for rips. One judge weighs every serving of fries. "This one's a no," she says of a small order that doesn't come in between 2.75 and 3.25 ounces. She drops it in the trash. Another judge brings her burger back, insisting she ordered extra pickles, to test the team's response. If the entire sandwich isn't remade (a pinch of meat has been taken out of the patty to tell if it's the same one), points will be docked.
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