Collaborate, onboard and retain owners and employees
Hub
World Manager Operator
World Manager FrontlineEnsure quality and compliance across all locations
Brand Consistency
Performance
RizePoint QMS Optik IQâ˘Download Today!
COO Playbook to Achieving Operational Excellence
Learning and innovation go hand in hand. The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow.
â William Pollard
Perhaps youâve noticed a buzz around continual, constant, or continuous learning. But what is it, exactly? A good place to start is with a continuous learning definition. (more…)
If you use an LMS that doesnât require third-party software, youâll find it easy to create content. World Manager is an LMS like this â it comes with inbuilt self-authoring tools.
With the World Manager LMS, you can create outstanding content thatâs optimized for mobile devices. The LMS incorporates videos, images, and audio all in one suite so that you donât need to use multiple eLearning tools.
Your learners can access the LMS using a login and password once learning content is uploaded.
Although an LMS automates learning, it ensures that your work as an instructor continues throughout the learning process. The LMS tracks your learnerâs progress through assessments to discover barrier points so you can intervene accordingly.
Using the LMS to measure their level of engagement through surveys and real-time reports will help you to improve your training efforts.
This article will show you the different ways you can use a learning management system or LMS for your training initiatives.
World Manager proudly supports some of the biggest communications companies in the world with online learning management.Â
Whether youâre tech-savvy or not, youâll quickly discover how easy it is to use an LMS. An LMS provides tools that simplify admin tasks such as user grouping, group enrollment, deactivation, and course creation.
But what makes a learning management system such a game-changer in corporate learning? LMSs are cost-effective.
With an LMS, you donât have to contend with the heavy expenses of instructor-led training and outsourced seminars.
Since an LMS is an online platform, your employees can learn at any time during the workday.
An LMSâs round-the-clock accessibility and responsive interface allow users to learn at their own convenience on any mobile device. So employees arenât forced to learn at specific times but can gain knowledge during their downtime when theyâre more relaxed.
If you prefer a blended learning approach, you can use an LMS to schedule training sessions and deliver online preparatory courses.
You could have instructor-led training and then evaluate your employees online or build a content library where they can find information long after the course is completed.
The best way to give your employees a sense of ownership over their training is to allow them to personalize their learning path.
You can achieve this by unlocking certain parts of the LMS navigation so that an employee is exposed to content that best suits their role.
Leveraging the Artificial Intelligence engine in your LMS will help your employees to go deeper on a topic that theyâre interested in. It suggests relevant topics based on an individualâs learning needs and past performance.
To make your courses more engaging, you can let employees generate their own content. For instance, World Managerâs LMS allows learners to create videos of their tasks, which are then marked by their managers.
With an LMS, you can empower your employees to control their career paths by learning the skills required to raise their chances for promotion.
An LMS allows for third-party integrations such as CRM and HR platforms. This keeps your data synced to prevent data errors.
CRM-LMS integration data can help you identify customer trends that you can use to inform future marketing campaigns.
An HRIS-LMS integration keeps all your employee data up to date. If an employee completes compliance training, for example, this report will be fed into the HRIS.
This integration will give you enhanced reports of your employees and their accomplishments from the day they were hired until their exit interview. It will also provide better visibility of the learning process and allow you to measure the impact of your training on employee retention.
Instructor-led programs are difficult to track and are subjective to the trainerâs influence.
For instance, if training fails because of an instructor, would they be willing to include that in the report?
An LMS tracks, evaluates, and reports back on a learnerâs progress. You can measure these reports against your training goals and identify areas of the program that arenât meeting objectives.
LMS reporting comes complete with graphs, charts, and other data visualizations that make it easier to identify trends and patterns.
Although most LMSs have built-in reporting and analytics, you can purchase plug-ins or add-ons to boost its reporting capabilities.
LMS reports include:
Storing all your content in a central location ensures consistency in course delivery. If you make any changes to the course, your employees can enjoy the updated content right away via the LMS.
And your employees will see the same course material regardless of the device they use.
In addition, an LMS allows you to consolidate all of your main data in one place, saving you time and money. All the information about your employees will be available for you to review and report on your training initiatives.
Since an LMS protects your data with advanced encryption, you can be sure that your employeesâ information will not be subject to prying eyes.
Did you know that only 13% of the worldâs workforce is actively engaged?
An LMS increases your teamâs level of interest, optimism, and passion for learning new skills, which ultimately increases their engagement at work.
If youâve experienced high dropout rates in your training programs, use an LMS to design a learning strategy that prioritizes learning engagement.
LMSs adopt a learner-centered approach through:
A learning management system cultivates a culture of continuous learning. A good LMS shows your employees that youâre willing to invest in them, which challenges them to learn new skills.
When employees expand their skill sets, theyâre in a better position to adapt to the ever-changing business environment.
Through peer-to-peer learning, an LMS can foster teamwork and boost innovation; before you know it, your teamâs productivity will be through the roof. So will your employee retention rates.
If youâre genuinely interested in what a good LMS like World Manager can do for your business, book an LMS demo today.
An LMS demo process with World Manager generally takes around an hour and includes the following steps:
It is natural that employees who are leaving the company may be more comfortable giving feedback about the company than when they were employees.
As a company, we would like to take advantage of this and tap into our former employeesâ insights to better our management.
An exit interview is a method of gathering such information from employees who are resigning from the company. We specifically seek to know:
The employee exit interview policy applies to all employees who leave the company voluntarily.
An exit interview can be described as a discussion with an employee who has resigned. The exit interview is to receive an honest opinion about their work experience with the company, their reasons for leaving, and ideas for improvement.
In-person interviews are usually preferred but we may use questionnaires or phone interviews depending on the employeeâs preference.
Exit interviews are coordinated by HR, who may assign the interviews to the manager of the employeeâs immediate supervisor. But immediate supervisors of the departing employees are not allowed to participate in the interviews. The company may also occasionally hire external consultants to conduct the interviews.
Exit interviews are voluntary and failure to participate does not draw any repercussions. HR should always make it clear to the employees that the exercise is optional but the company values their feedback immensely.
We will also offer tokens such as [gift cards] as a mark of appreciation to employees who agree to participate in the interview.
As a rule, the discussions in an exit interview should focus on collecting information from employees and understanding the company from their point of view.
Those conducting the interview should not:
The length of the interview may vary from person to person and whether it is in-person, over the phone, or in a video call. However, standard time should be about [60 minutes].
In concluding the interview, HR should close with a positive and conciliatory tone, thanking the employee on behalf of the company for their service during their employment and honest feedback.
Exit interview questions may be determined by the employeeâs seniority, role, and length of service.
Some standard questions for all roles would include:
HR should use these as baseline exit interview questions in all interviews. These should then open up a discussion that will guide the employee into opening up and giving honest feedback on other issues.
An exit interview may uncover an important issue that would be in the companyâs interest to immediately follow up. This could be incidents such as harassment, discrimination, or embezzlement. HR should record these issues for immediate follow-up within the company policy.
They should also let the exiting employee know that some of their feedback warrants disclosure owing to its importance.
Exit interview contents must remain confidential and exiting employees must be made aware of this. HR should assure the employees that the results of the interview are presented to the management without direct attribution to an individual source.
Once HR receives a notice of resignation, it may reach out to the employee and request for an exit interview, this request should be in writing. The format of the interview should be at the discretion of the employee who may also decline participation.
The preferred timing should be before the employeeâs final week of service in the company. HR should avoid scheduling on the last day unless it is completely unavoidable. Another alternative would be giving the interview within [a month] after the employeeâs final day in the company.
HR should always compile and analyze data from exit interviews and share insights and recommendations with senior management. These reports can be submitted annually or quarterly or even more frequently depending on the issues involved.
A follow-up interview may be necessary for some employees [six months] after the initial interview. This would help us to reaffirm the employeeâs initial sentiments when departing and perhaps extract further feedback that the employee may have been reluctant to give the first time.
HR should inform such employees via email that they intend to send an email survey and must seek their consent beforehand.
One only needs to drive in their communities and notice all the âNow Hiringâ signs to get a sense of how pervasive the problem of finding employees is regardless of the industry.
Today, there is a serious shortage of workers, and this has resulted in Restaurants and Personal Services businesses modifying their hours (and even their days of operation) to ensure they have enough staff to meet the demand.
If youâre reading this article, youâre probably experiencing a shortage of workers in your own business and are hoping for a silver bullet to help you quickly hire quality employees.
Surveys and research illustrate just how pervasive the labor shortage issue is:
Many franchisors conduct franchise satisfaction surveys, but they are often repeats of previous surveys (perhaps with a few extra questions peppered in there for good measure) and lack unique and specific goals.
As a result, the franchise satisfaction initiative can be a lot of busy work with few results. While some franchisors opt to use a professional service such as Franchise Business Review to stay current, others want to know how to improve their franchise survey process.
The first step to changing how you survey is to have a goal.
Gabby Wong is a seasoned operator with nearly 30 years of experience in positioning private equity-backed software and SaaS businesses for high-growth. She has deep experience in all aspects of growing technology businesses, including M&A, corporate strategy, product innovation, customer success, marketing and sales. Gabby has held successive leadership roles within FranConnect, joining first in 2016 as EVP of Operations and took the helm as CEO in 2018. Over the last six years, under her leadership, FranConnectâs revenue has grown by 5X and continues to lead the market in providing best-in-class sales, operations, and marketing solutions for franchise and multi-location businesses. After completing three acquisitions in four years, FranConnect has over 300 employees globally across US, Canada, India, and Australia, and serves over 1500 brands and 1 million locations worldwide. Gabby has been named an EY Entrepreneur of the Year Award Mid-Atlantic Finalist in 2022 and 2023. Prior to FranConnect, Gabby held executive leadership positions with worldwide operating roles at Primavera Systems (now Oracle), Trusted Computer Solutions (now EverFox/ForcePoint), Vovici (now Verint Systems), and Clarabridge (now Qualtrics).
As Chief Financial Officer, Andy works closely with the Chief Executive Officer, the executive leadership team, and the Board in developing and executing the Companyâs organic and inorganic growth strategy. In 2023, he was named Emerging Growth CFO of the Year by Northern Virginia Tech Council. This prestigious award recognizes top finance leaders for their extraordinary achievements and excellence in advancing the economic development of the regionâs technology community. Volkmann brings more than 25 years of experience in emerging and mature companies in the software, robotics, and web retailing sectors, including with brands such as Hitachi, Tellme Networks, Inc., Netscape, and MinuteKEY.
Ian WalshAs COO, Ian Walsh is responsible for Strategy and Commercialization, Professional Services, Customer Success and Partners at FranConnect. Ian is an accomplished B2B executive with a track record of driving results at companies including CEB/Gartner, Software AG, SAP, MicroStrategy and CARTO.
Asadorian oversees FranConnectâs global go-to-market and revenue organization, including new customer acquisition, customer expansion, new market development, pre-sales consulting, and revenue operations, bolstering FranConnect's continued year-over-year growth. He previously held leadership roles at SevenRooms, Peloton and Hillstone Restaurant Group.
As CTO, Andrew is responsible for Product Architecture, Development and Deployment at FranConnect. Andrew has 30+ yearsâ experience leading global teams delivering highly scalable SaaS solutions for Telecoms, Media and Payments businesses. Prior to joining FranConnect, Andrew was CTO at Arterra Mobility; he has also held leadership positions at Synchronoss and Neustar.
As Chief Product Officer, Jaffrey is responsible for taking the company vision and creating a product roadmap for success, translating to concrete milestones for the product. The management aspect of his role will involve determining ways to build and invest in the product on an ongoing basis to gain customer traction and increase value for customers. Most recently, he served as Head of Product Management, Strategy and Marketing for Haystax Technology, a cybersecurity product company.
As SVP of Marketing, Lorena Garcia is responsible for the entire end-to-end marketing function at FranConnect, including driving growth through innovative and scalable practices in account-based marketing, lead generation, market analysis, customer segmentation, digital marketing, and brand stewardship. Previously, Lorena led go-to-market teams and demand generation at technology companies including Level Access, Hobsons, Vonage and iCore Networks.
As the General Manager of Australia/New Zealand (ANZ), Paul is responsible for all go-to-market activities for FranConnect in ANZ, including strategy, sales, customer success and the continued growth of all FranConnect product lines in ANZ. He has held senior leadership roles at Nexon, IBM, Samsung, and NTT Ltd, with extensive experience leading sales, product, and marketing teams. t, and marketing teams. As the General Manager of Australia/New Zealand (ANZ), Paul is responsible for all go-to-market activities for FranConnect in ANZ, including strategy, sales, customer success and the continued growth of all FranConnect product lines in ANZ.
Stephanie oversees the global people operations across multiple countries including the US, Canada, India, Australia, and Colombia. Over the last five years, Stephanie has led the notable journey of building a solid foundation that supports our hardworking employees. She has successfully built programs that improve employee engagement and efficiency to ensure that FranConnect is a company of choice for top talent. Prior to joining FranConnect, Stephanie started and spent most of her HR career working for a leading tax publisher.
As Chief of Staff, Trevor leads the detailed planning, cross-functional coordination, and management of key strategic initiatives. Previously, he was the Sr. Director of Finance and Chief of Staff at NetDocuments, where he led strategic planning, M&A activities, and FP&A. Prior to that, Trevor held various finance positions at Owlet Baby Care, Ivanti Software, and IndustryPro M&A Advisors.
As President of RizePoint, Kari is responsible for the overall strategy, vision and execution of the company. Kari works to ensure RizePoint is a dedicated partner in helping customers drive continuous improvement to product quality and client experiences. Tapping into over 25 years of software product and Customer leadership positions at Workfront, Optimum Energy, and Microsoft.
Lisa leads FranConnectâs global professional services, technology services, training, customer success and customer support teams. She  also oversee all facets of the customer experience strategy, focusing on enhancing the value delivered to customers and supporting innovation and growth. She boasts over 15 years of experience in building customer experience organizations at leading tech companies including Accenture, Prove and ID.me.Â
Vikram Raj has over 15 years of experience in franchise and multi-location management software. As the Senior Vice President of Products & Sales Engineering at FranConnect, he drives the product roadmap by combining industry insight with customer feedback to foster continuous innovation. His responsibilities include leading cross-functional teams to align product priorities with market trends, guiding clients in evaluating technical solutions, and demonstrating the measurable value FranConnectâs platform provides. During his tenure at FranConnect, Vikram has led the release of new products and offerings that increased user adoption and contributed to double-digit annual revenue growth. He emphasizes data-driven decision-making, transparent collaboration, and a strong focus on measurable resultsâapproaches that have strengthened FranConnectâs market position and delivered sustained value to its growing global customer base.
