Secrets Of Personal Development At KFC

You get into our development system from the very first steps in the company. The culture is broadcast from the top executives, and employees pick up the rhythm easily. For me, working with people and, in general, the HR function is building such systems.

Competency model and its functions.

It all starts with hiring. To minimize errors, we use an automated system (testing) + human resources (interviews). Even if the candidate received a “red card” on the test, we will still talk in person. The main requirements for employees of ordinary positions are benevolence, responsiveness, stress resistance, and compliance with corporate values.

We evaluate candidates for managerial positions more seriously — using a competency model. For each of the 9 competencies, we have “calibration” questions, these interviews are conducted by an HR representative and an area manager.

A competency model exists in many companies, but it often remains in beautiful presentations, and the staff does not even know about it. And for us this is the foundation.

The model helps to quickly find and develop people to solve business problems regardless of location — the requirements are the same in Belarus and Guatemala. I used to be skeptical about such systems: it seemed wrong that people are forced to correspond to something. But as the practice has shown, a competency model is not a framework, but, on the contrary, freedom. We are simply setting guidelines that help individuals develop.

Development plans.

Each employee has an individual development plan. For starting positions, it outlines the steps for developing practical skills — these plans are simple, but they help to adapt. From the position of “coach” we begin to prepare people for the managerial future, plans become more complicated, project tasks appear in them.

Moreover, the plans do not come down from above — this is the teamwork of the employee and his manager. First, one side presents its vision (the one to whom the plan is drawn up); then the second one makes adjustments. The manager does not criticize or reject proposals.

Plans do not remain on paper: we constantly hold meetings at which we discuss what is going on and how. Meetings are part of the internal coaching system, they are conducted by a colleague one position higher: a coach works with team members, a manager with coaches, and a deputy with managers. director or director, with the deputy. director and director — territorial manager or HR. At the meetings, we discuss what needs to be developed and why, how exactly to do it, how to evaluate the result. We do not criticize but inspire and guide — there is no such thing as someone leaving offended. Besides, coaches are expensive, but here everything is free, and people appreciate it.

I myself can say: it is better to work in the open and get constructive feedback than to live with the effect of an impostor or think out something, build castles in the air.

Why does it work?

It is not enough to discuss a development plan, you also need to involve a person in its implementation (especially if this is a manager loaded with operational intelligence). Our secret is a cocktail of charismatic leaders, well-tuned HR processes, and a healthy team climate.

KFC has a challenging work environment, and it’s the climate that keeps people in place. We have a lot of young people who love communication and freedom — you can’t just take and implement tools without creating an atmosphere.

If it were not for such a sociable in a good sense of the party, where everyone communicates and supports each other, then everything would break down even with ideal processes.

One of the proofs that everything is working correctly is the minimum of layoffs at the management level. And then in these cases, people just wanted to develop further: someone stayed at KFC, but left for other countries for a higher position, someone changed their field of activity and, for example, went to IT. One girl, as far as I know, is now the territorial manager of Starbucks coffee shops in the United States. We let go with a light heart because KFC provides system management knowledge that is in demand in any business. It inspires the team.

Development plans for KFC employees are based on model 70 (on-the-job training): 20 (participation in projects): 10 (training). In most Belarusian companies, the opposite is true: 70 are training. Because it is difficult to engage in on-the-job training, this requires a transparent system of competency model, assessment, training, and promotion processes.

Implementing such a system in one fell swoop will not work. Better to start with one “experimental” department, make it a change agent, and then scale up the approach. For example, develop a competency model and development system for sales staff — they have a more understandable and transparent work result. Collect feedback from the team, make adjustments. In this way, in stages, you can develop an approach that will be effective specifically for your business.

And in order for everything to work out as harmoniously as in KFC, it is important to have 2 factors:

• The first person of the company must understand that the company’s development strategy and the personnel development strategy are a single system. The competency model is a strategy implementation tool, not a whim of an HR director.
• The HR director will work with a change in the mindset of the entire business and must have a systemic and strategic vision. Plus, here, in addition to competencies, you will need a strong-willed character and fortitude, since such transformations usually cause resistance at all levels.