Fairwood realises the importance of helping employees understand operational needs and company goals by providing a comprehensive staff training programme that successfully encourages promotion and helps retain talent. At the same time, training is also boosting profits. The people-oriented fast-food chain, established 30 years ago, has expanded into a leader in the industry. The company started as a restaurant in Tsuen Wan and by 1991 had sprouted to 52 restaurants, serving 100,000 customers a day. '[The success of the company] relies on continually improving training and human resources management, service, quality of food and environment of restaurants, especially after the significant changes we made during our image revamp in 2003,' said Vincent Fong, senior human resources manager. Fairwood's staff training programme covers employees with more than six months of experience to managers. These programmes aim to give employees an opportunity to learn and improve their skills, and retain talent. Employees start with a basic orientation programme when they join the company. Individuals with more than six months' experience will undergo a nine-week supervisor training programme which includes training in quality, service and cleanliness. Employees will be able to improve their product knowledge, communication, leadership and team building skills. Those with the potential to become future managers will have the opportunity to participate in training of supervisory skills, quality control and financial management. Participants will be promoted to officers when they complete the programme. Officers with sufficient experience and outstanding performance may take part in the officer training, which enables them to become assistant managers of the company. They learn about human resources management, quality control, profit and loss control, stages of food processing, emergency management, analytical skills and problem-solving skills. 'We don't stop there,' Fong said. 'We provide training to assistant managers and managers, and teach them specific management, communications, leadership skills, and profit and loss control. We also help them learn about the complete operations of a restaurant or a few restaurants and how to supervise employees.' Flexible module courses, such as pressure management, leadership skills and skills for boosting work morale, are given to those at a higher level. 'We choose the module courses based on the employee appraisal results. We then enter the statistics in our competence database and our senior store managers or district managers will choose the course that is suitable for each individual, while employees also have the right to apply for the courses,' Fong said. The company listed on the Hong Kong stock exchange in 1991 and, since then, Fairwood's staff training programme has helped achieve better financial results for the company. 'Our programme encourages retention because employees feel that the company puts in a lot of resources to help them learn through the different courses,' Fong said. 'With a higher rate of retention, especially in key positions, we are able to stabilise our operations and improve company results. 'Our staff training programme is very popular among employees because they feel that their performance is recognised by the company so they are open and willing to accept the training.' Fong said some people saw the opportunity to learn at the company as an alternative to school learning. As a result, the company is adding an increasing number of young applicants to its various frontline positions. 'Young people see this as a good opportunity because some of them may only spend 11/2 years in the company until they become a supervisor, which is great motivation, so they are willing to take the challenge and work hard,' Fong said. Step up to the plate Fairwood has more than 3,000 frontline staff working in 93 main restaurants and five concept restaurants Training programmes help to retain and recruit staff The company listed on the Hong Kong stock exchange in 1991 and expanded into the mainland the following year During its re-branding in 2003, the company changed its logo from a clown to a jumping man that resembles the Chinese character for 'big'