Given the current system for career progression, what Opportunity for Improvement (OFI) is there? Develop four to five sentences that describe the OFI using the following guidelines:

Sentence #1. Describe the issue, problem, or gap in their approach to addressing the assessment item.

Sentence #2. Describe why the organization should care - the "so what" (implications) and the expected benefits of improving.

Sentences 3-5. Identify resources and inspiring examples that will help the organization understand how the issue might be addressed.

5.1 bit!) Evaluating Learning and Development System Effectiveness The SLT determines the effectiveness of our learning system through job scorecards, coaching charts, guest feedback, Game Films, and operations inspections as illustrated in Figure 5.3- The SLT reviews results and any performance gaps are identied and training solutions are determined and implemented. The training director reviews the learning and development systems to determine if they still efcient, streamlined, bestinclass, and userfriendly. Potential changes in learning and development systems are identied through researching trends and benchmark ing best practices- Senior leaders review the data during SPllvl [Figure 1.4} and determine which potential changes would have the greatest impact on developing our people to optimize performance and guest delight- Approved changes are assigned to the training director or another SLT member and the implementation progress is reviewed at the directors meetings- Each improvement has its own measure of effectiveness which is tracked through surveys, coaching charts, or other channels as appropriate- 5.1b{4} Career Progression We offer This the opportunity to advance through training and development. Cashiers have the opportunity to work with the teams of other locations as well as to gain knowl edge and experience in both restaurant concepts through the roving cashier position. Roving cashiers have been fully trained to work in any of the Rudy's and Mighty Fine locations allowing them the opportunity to develop their skills. To provide a systematic path for highpotential Tlvls to make the leap from hourly posilion to management, we have created an introductory level shift supervisor posi tion- This position is almost exclusively reserved for intemal career progression (Figure T-41D}. This is an excellent path for Tlvls to progress into management while learning the basics of coaching, problem solving, quality control, process improvement, and performance measurement. Shift supervisors receive six weeks of structured training and are often promoted to restaurant manager within six to twelve months of completing shift supervisor training- Through our coaching and development processes we pro vide hourly TMs who are driven by performance excellence the opportunity to naturally progress from production and service positions into management at their own pace. We have established a performancebased promotion process that rewards "A Players\" who possess the drive to succeed, regardless of employment tenure- Our succession planning process allows us to promote from within, thus providing effective training and development for our upperlevel man agement positions. An established plan has been created for all management positions and includes ensuring we have a senior leadership succession plan [see 1.1a[3]} to ensure a smooth transition if any member of the SLT should leave or shift to a new role. The results of our suc cession planning process are listed in Figure ?.4-1l}. 3007 2008 2009 Out 2010 Figure 7.4-10 Percent of Internal Promotions (from hourly TM position) GOOD 70.09 2007 BOOZ 50.0% Past 2010 40.095 30.0% 30.0% 10.09% Managen Shift Supervisors Support SLT