According to a recent study, more than two thirds of the franchisees surveyed were previously employed. What motivates this 180-degree turn in their professional career? Why do some profiles decide to leave the comfort of a salaried job?
The franchisee: a dissatisfied employee?
If one of the answers probably lies in their dissatisfaction at work, here is a theory that could explain this desire to change status, from salaried employee to entrepreneur.
It starts when the employee is bored in his job. They feel they have no prospects for advancement and feel stagnant in the organization chart. A survey conducted for Robert Half indicates that a majority of managers are worried about losing their best talent. The lack of career development prospects is the primary cause of change for employees.
The franchisee: an employee who has become incompetent?
Is this employee, future company manager, suffering from the effects of the Focus promotion syndrome, also known as the Peter principle? According to this principle, in a hierarchy, any employee tends to « rise to his or her level of incompetence » with the corollary that, « Over time, any position will be held by an employee who is unable to assume responsibility for it. »
Basic Principles:
i. An employee who is competent in his or her position is promoted and moves up the hierarchy.
ii. Therefore, the « competent » employee will not remain in positions where he/she is competent since he/she will be promoted regularly.
iii. As a result of these promotions, the employee will eventually reach a position for which he or she is… incompetent.
iv. Incompetent in this position, he will no longer be promoted. Worse, he or she will be retained in a position for which he or she is (now) incompetent.
At this point, the employee feels that he or she no longer has any prospects for advancement and feels a sense of stagnation in the organization chart. (Management had previously given him so many promotions!).
This type of employee profile, who is always looking for more responsibilities, who is no longer satisfied with his daily work and who has climbed the ladder until he reaches his « level of incompetence », has a real entrepreneurial maturity.
The franchise will reassure his need to belong to a group. He will be won over by the know-how transmitted, by the consistency of the operating manual, and by the follow-up of the network coordinator. Moreover, he will be able to fulfill his need to surpass himself professionally by developing his turnover, opening other points of sale or participating in the network’s thematic commissions.
The franchisee: a voluntary employee in the PES?
Some HR departments of large groups have set up spin-off policies allowing their best talents to develop professionally. These employees who register on the lists of voluntary departures, before the procedure of Employment Protection Plan, show more motivation to start a franchise than the other profiles, who undergo the PSE by letting themselves be guided by support firms.
100% of franchisees have tried their luck
If we can deduce from our reflection that the « super employee » profile will probably make a good entrepreneur. The decision is not an easy one. At some point in their professional career, the ex-employees have all had to make a choice: to stay in their job or to become their own boss by launching themselves into entrepreneurship.
David BORGEL
06.11.19.18.44
dborgel@franchisemeup.com
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