What-Franchise-Issue-20.1

Despite shifting to a four-dayweek, they’ve avoided paying their staff any less due to extending the hours of their reduced working days. The initiative, named by the company as ‘4 days at the Bay’ was influenced by their CEO, Nick Crossley, noting that no multi-site hospitality companies took part in the initial four-day week pilot. Initially it may seem that a four-day week would come at a considerable cost to the employer – in terms of losing hours of work, while having to maintain full-time pay or hiring more workers to fill in the gaps. However, the company has mitigated this by increasing the hours for the remaining four working days, from 8 to 13 hours. CEO Crossley partially credited the initiative for the company’s reduced turnover rate – which fell from 131.5% to 84.1% over the past two years. The company has also reported largely positive feedback – a survey conducted to gauge the success of the initiative found that more than 90% of restaurant managers reported their wellbeing had either improved or been maintained, with 77% further stating feeling ‘more refreshed’. Upon being asked whether they’d recommend the scheme, 83% stated they would. However, the initiative does present some key challenges. Extending workers’ hours from the usual 8 to 13 is a big leap and it may not suit all - especially those with families or dependents. Overall, the most important lesson that can be learnt from Turtle Bay’s four-day week is the importance of employers being open to experiment with newways of working. While less days and longer hours may not be an ideal working model for every employee – proactively helping staff to achieve a better work-life balance can help extinguish cases of burnout, increase employee engagement and boost satisfaction rates. Lucy Bisset, director of Robert Walters North WHY HAS TURTLE BAY’S FOUR-DAYWEEK BEEN A SUCCESS? What are red f lags in One significant warning sign is over-inflated promises of high returns.While franchisors often highlight the potential for profit, be wary of those that promise exceptional earnings with minimal effort. If a franchisor is overly optimistic about your financial future without considering market challenges, they may be more focused on selling the franchise than ensuring your long-term success. Realistic projections are key - don't let the hype cloud your judgment. Poor franchisee support is another concern. While support is often touted as a big selling point, some franchisors disappear after signing the contract. You may struggle if there's minimal training, limited marketing help, or a lack of ongoing support. A franchise should offer more than just a brand name - it should provide a solid framework to help you thrive. High franchisee turnover can point to deeper issues. If you notice many franchisees jumping ship, it usually indicates problems like an unsustainable business model or strained relationships with the franchisor. High turnover creates instability, which isn't exactly the foundation you want when making a substantial investment. Finally, watch out for aggressive sales tactics. If a franchisor is pushing you to sign on the dotted line quickly or pressuring you to decide without proper due diligence, that's a big red flag. Rushing into a commitment can mean missing crucial details. A reputable franchisor will encourage you to take your time and evaluate everything thoroughly. Choosing the right franchise requires meticulous scrutiny. Beyond the brand, it's essential to examine closely how the franchise operates and treats its partners. Conducting thorough research now can prevent issues in the future. Lisa Johnson, business strategist and co-founder of The Business Success Company “90% of restaurant managers reported this wellbeing had either improved or been maintained” B U S I N E S S B O O S T franchising? 46 WHAT FRANCHISE Issue 20.1