Silva says more than 1,500 employees benefit from the program each month, and in the nine periods since it was launched, team members have earned more than $200,000 in combined additional pay. With the expanded program, employees at units that meet monthly goals are awarded bonuses based on the number of hours they worked during the month. “We were being progressive and going beyond just general managers, so we thought we were really cool … and all of a sudden we have team members saying, ‘That’s really cool for you, but I’m not getting it.’” How do you do it for part of your employees and not all of your employees?” Silva says. Though the brand already had a bonus incentive program in place for the management team-including general, assistant, and shift managers-it didn’t apply to front-line employees. He also helped launch the Team Member Incentive Program, thanks to feedback from hourly associates he worked with on the show. “It certainly isn’t perfect, but it’s a way of getting direct feedback from the field,” Silva says. Each year, these GMs-around 80 of them-are treated to a “Best of the Best” cruise to reward them for their performance. They’re also consulted each quarter on various ideas, and the corporate team sends them information about possible promotions and products to gauge their reaction. The council is made up of the top 10 percent of general managers from both company-owned and franchise units. ![]() ![]() Similar to the Sandwich Artist Roundtables, Silva says his “Undercover Boss” experience played a hand in the creation of Checkers’ GM Council. “We realized it’s very important that when you roll out new products or a new system or a new way of doing something that we get the input from the field so we know it’s going to work at the store level and so we know it’s going to be OK for the folks behind the counter to implement,” Fertman says. Though the first batch of roundtable meetings took place over a year, the brand continues to hold them periodically when it wants to test an idea with the help of Sandwich Artists. ![]() To meet these needs, Subway developed a Customer Experience Strategy to measure satisfaction it then shares the findings with franchise owners and Sandwich Artists. “We already knew that our Sandwich Artists are a valuable interface with the customer, but we really got a sense of the scope of their job and their enthusiasm for customer service when I went undercover and behind the counter,” he says.īorne from a desire to understand how Sandwich Artists view their job and the company as a whole, Fertman and the Subway team created Sandwich Artist Roundtables, for which Fertman and other executives traveled the globe to get feedback firsthand from employees.įertman says the roundtables helped the brand not only uncover employees' focus on customer service, but also their hunger for tools to improve the customer service experience and find out how they’re doing. The “Epic Bosses” episode catches up with nine executives from past seasons of “Undercover Boss”, taking a look at what they learned and how their brands have since changed.īoth Silva and Fertman say their original appearance on the show shed light on many areas of the business that needed improving, spurring their respective brands to create programs to addres these issues.Īt Subway, Fertman says his time spent working alongside the chain’s Sandwich Artists reinforced the important role these front-line employees play at the brand every day. That’s why Subway chief development officer Don Fertman and Checkers president and CEO Rick Silva are going back for round two this Friday. One appearance on CBS’s hit show “Undercover Boss” just wasn’t enough for two quick-serve industry execs.
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