Jan 9, 2017

Case study: Why Kenny Rogers Roasters gives busy managers time off when they hit targets

Case study: Why Kenny Rogers Roasters gives busy managers time off when they hit targets


Puvathy Nadarajah, senior HR development manager at Berjaya Roasters (Malaysia), on the KRR enthusiasm activity and the annual business plan trip – as reward schemes for a hectic restaurant environment.

Makers of rotisserie roasted chicken, Kenny Rogers Roasters (KRR) was incepted in 1991 and has since expanded to restaurants in Malaysia, Singapore, China, Indonesia, Brunei and the Philippines. The chain in Malaysia launched a series of rewards and recognition 10 years ago, which have since been improvised yearly.

Puvathy Nadarajah, senior HR development manager at Berjaya Roasters (Malaysia), spoke of two such initiatives – the KRR enthusiasm activity and the annual business plan trip – to highlight reward schemes that work well in a hectic restaurant environment.

The first, the enthusiasm activity, aims to recognise individuals and teams living the company’s core values and mission. It comprises monthly or bimonthly fun activities in which all support centre team members, who have been employees for six months or more, are encouraged to participate. “Apart from motivating them, it builds and strengthens teamwork cohesion,” Nadarajah says.

The second campaign is the 2016/2017 annual business plan trip to reward department managers and above – area managers, restaurant managers and managers in-charge – for having consistently met the monthly budgeted sales in their restaurant or area. Their performance is measured on criteria which includes a minimum 75% of A level in QSCH (quality, service, cleanliness and hospitality); 50% of GCP (good catering practices) at A level; and excellence in performance review.

The stakeholders for both activities are the same – senior managers and leaders at Berjaya Roasters – and she admits she received their unanimous agreement for the campaigns.

“We took into account the long-term commitment and support the employees can bring to the company, which aided in the implementation of these projects.”

The challenge, however, came in the form of the time invested in rolling out both activities as it required proper planning and commitment from all parties involved. “To curb the situation, all team members involved were given time off as an encouragement for more participation.”

The outcome: A healthy balance between work and play time

Team members continue to look forward to the upcoming activities. “This has served as motivation for them to stay on to work with the company, with a healthy balance between work and play time,” she says.

Other initiatives that have contributed to this raised morale are quarterly awards for best area manager and best restaurant manager; the monthly support centre ‘healthy day out’; breakfast for the support centre team and daily meal for all restaurant teams; complimentary monthly coupons for all management staff; and the organisation of corporate social activities. Looking ahead, Nadarajah is keen to implement flexible working hours at the support centre.

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