The selection of franchisees is a key element in the development of a network. It is through it that your brand will be able to attract new consumers in another territory and make it gain in notoriety.

Some franchisors favour quantity over quality. They favour opening a maximum number of outlets in a minimum amount of time and therefore spend little time selecting the ideal candidate.

However, by bypassing this selection and « recruiting any candidate », operational difficulties are bound to appear quickly within the network that sometimes cannot be solved, resulting in early closures, new recruitment costs and a considerable loss of time for both the franchisor and the former franchisee.

The recruitment of a candidate must be organized and follow a repetitive logic:

  • Pre-selection

As soon as a request for information from the network is received, it is necessary to be reactive in order not to lose the attention of any potential candidate. Indeed, a return too long could bore the candidates and thus quickly lose their interest.

The sending of a brochure indicating the main information (desired area, contribution, desired professional experience…) could already lead to a natural pre-selection of the candidates who would not have the requested information.

  • Applications

Once the return of the candidates is received, the company must analyze the first answers of the candidates in order to measure at best their implications in the project.

  • Telephone interviews

The telephone interviews aim to better understand the candidate, get to know him/her and imagine his/her possible integration into the network.

It also allows the recruiter to present the company and answer any questions the candidate may have.

Following this exchange, the recruiter may or may not propose a physical meeting to the candidate if he/she feels that the telephone interview has shown that he/she could be an ideal franchisee for the brand.

  • Appointment

A good organization of the appointment is necessary in order to put the candidate at ease without wanting to impress him. A presentation of the company’s own documents is recommended in order to present the concept as well as possible and to reassure the candidate of your professionalism.

It is important to pay particular attention to the candidate during this part of the recruitment process because it is here that you will see the candidate’s involvement and motivation through his or her clothing, potential note-taking, lateness, attitude, questions, etc.

  • Observation day

The recruiter selects the candidates for the next step: the observation day.

The candidate, accompanied by the sales outlet manager, spends a day in the shoes of the teams. After this day, the candidate will make a report on his impressions (positive/negative points, his point of view on the concept, the teams…). The recruitment manager will also give feedback on the candidate (attendance, lateness, involvement…).

All these steps can seem long and can take a lot of time for the person in charge of the recruitment who can still make a mistake in the selection of the candidate if his implication is not complete.

That’s why FlagFranchise has designed an innovative tool that allows to measure the potential compatibility of a franchise candidate with the culture and requirements of network developers.

The objective is to easily identify the best unit or multi-unit franchisees, both on a professional and human level.

Thanks to FlagFranchise, the brands save time and focus on the candidates that suit them, thus increasing the satisfaction, motivation and performance of the new franchisees.

Depending on the subscription chosen, it is also possible to use FlagFranchise to analyze the compatibility of current franchisees as well as to have access to strategies and tools to make the network more efficient.



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