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Leaders: Use the Slack channel! Have one person in leadership determine which team members should be the focus for the morning, afternoon, and lunch for those three days.
This might have to be over the course of a few weeks based on their schedule as well as their growth.

Team member: use the perspective of multiple leaders including team leads to track growth as well as willingness to serve.

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In conclusion,
team member growth days should be considered to not only grow our team members but our store as a whole.

This could improve team member satisfaction, as well as create a culture of growth, while our team members learn to serve our guests in more ways then they posses now!

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How Many Team Members Should Be Given the opportunity to grow Per Week?

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How Many Team Members Should Be Given the opportunity to grow Per Week?

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It should be up to the shift leads for that day but a minimum of two team members.

Why?

If we did one at a time it would take a very long time to meet our goal.
It is important to give team member room for growth but still be able to keep the store running, so if we put too many growing team members in new positions, it could hurt the store.
I believe two team members each shift is the most realistic.
We could also keep our focus on those team members throughout the week to track their progression efficently.

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Whoever does the team members assessments.

This creates less hands in the pot, as well as it would be easier to knock out in a systematic way.

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When:
The leaders would take notes on performance during the growth days and give their thoughts on where the team members are at.

We could use a Slack channel to input thoughts on our growth days. It could look like

-John performed well on drinks and should be considered to move to the yellow slot. John is sufficient to run a break in this position.

-Jane did not perform well on the window and should still be considered in the red slot, could not hold down on the window. ( should get more reps and coaching on another growth day.)

Then during the quarterly assessments, the color and where the team member is at is changed.

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Have a template that shows where the team members are.

Green: proficient in any position for the entirety of their shift.

Yellow: struggles to excel but can run a thirty-minute break.

Red: Is not capable of this position. ( this should be a very small range of team members.)

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1.  Have a floating body that is a trainer or higher (that was already on shift) ready to fill in any gaps.

2. In the event that the team member does not rise to the occasion, evaluate if we have given them the necessary tools for development. If they were set up for success and did not meet standards have a conversation, if they are still not pursuing excellence, there is no need to rotate them.

3. A developing team member may not be as skilled as a higher-achieving one, but the only way to get there is through practice. if they show a willingness to serve and to learn then we should honor that.

that is also why growth days would be scheduled Monday-Wednesdays. in the early week when we are not as busy. This aids in creating an easier environment to learn and grow, while still providing great service.

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1. Developing team members could create bottle necks within the store.

2. Team members might not rise to the occasion.

3. Could elevate the stress levels of the team.

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1.  A more well rounded team.

2. Broader opportunity's for both team members as well as leaders!

3. A happier team, which could contribute to accuracy!

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If We Are Able to Develop Lower-Performing Team Members, This Could Aid In Our Order Accuracy. 

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If We Are Able to Develop Lower-Performing Team Members, This Could Aid In Our Order Accuracy. 

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why?

1. We can give team members a more well-rounded perspective, that they may have forgotten over time.

2. We are not putting the same person in the same position, this creates less burnout.

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How This Could Help Our Store in the Long and Short Term.

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How This Could Help Our Store in the Long and Short Term.

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if we implemented this into our weekly schedules we could elevate the growth of our team. This would happen because we  would have a broader opportunity when making set ups as well as rotations.

The end goal is to have 98 percent of our team members be able to run a break on any position. This creates less stress on leaders and make our team feel more valued.

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As a team, Monday through Wednesday shift leads will rotate team members into new positions.

This could look like having people who are order takers Thursdays through Saturdays on front counter drinks, desserts, etc.

This could aid in creating a culture of growth and opportunity and contribute to order accuracy, as well as having more satisfied team members.

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How Can We Take Productive and Realistic Steps Toward a Stronger Team? 

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How Can We Take Productive and Realistic Steps Toward a Stronger Team? 