Chick-Fil -- a Benefits and Training Programs
Attracting and retaining skilled, dedicated employees is essential for companies. Research has shown that staff's attitude toward their benefits and training programs are associated with their employment decisions, as well as with their levels of dedication and involvement. Chick-fil -- A has been able to focus on their benefits and training programs to entice and retain the workers they need to be successful and obtain a valuable competitive edge.
At Chick-fil-A, applicants are graduate students of such locations as Western Point and Annapolis. They have worked in significant management companies. However, after a short time, they quit their jobs and seek new positions at Chick-fil-A. Chick-fil -- A has so successfully marshaled loyalty-effect financial aspects that reward employees, triple market average, while still producing adequate cash to expand the chain as a private entity. The organization targets high-performers to achieve high turnover. Chick-fil -- A looks for the higher range of high school learners, most of them high achievers and devoted employees who have long-term objectives of attending higher education. In addition, Chick-fil -- A gives scholarship money to its workers. Multitudes of employees are yearly beneficiaries of scholarships amounting to $18,000 in various colleges. The firm has also formed a talent base for its full-time hiring needs; approximately half of its new employees have proved helpful previously at the company's stores, as part-time workers (Patterson et al. 2008).
Many workers abandon their jobs for better benefits and training opportunities offered by Chick-fil-A. Most workers are attracted to Chick-fil -- A because they want to...
HR Retention Finding and keeping the right employees are major problems especially to big businesses today, but the biggest headaches appear to confront the retail, food service (Catlette 2000) and the high-technology industries. The National Restaurant Association alone approximated the turnover among fast-food workers at 300% or so fast that by the time one gets his or her order of French fries, the worker might have made a change in his
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