Quick lube chain Valvoline Instant Oil Change (VIOC) is faced with 900 geographically dispersed service centers owned by the company and more than 60 franchisees. Key to the success of these centers is the multi-unit manager, who oversees anywhere from three to 10 stores. Multi-unit managers often are geographically isolated from their peers, frequently called away to manage emergency situations in the stores, and unable to travel for extended periods of time. Because most multi-unit managers come from the service center manager ranks, they understand operations but may lack high-level decision-making and critical thinking skills.
The Training Department responded to this need by piloting a Critical Thinking course based on the principles of socio-collaborative learning. The course was intended to pilot both a new learning model and the Critical Thinking course material. Learners were exposed to a wide range of learning materials, including books, articles, and videos, but course work was designed so that learning occurred primarily in discussion boards and group projects. A learning platform was secured to support the effort and organize learning activities.
Program Details
Learning was organized into five two-week modules, each focusing on some aspect of critical thinking and effective decision-making. During each module, learners read articles or book chapters, watched videos, assessed their own skills, reflected on their past performance, and discussed the topic with other members both online and in Web sessions. At the end of each module, a one-hour Web session with a facilitator used key points of the online discussion as a jumping off point for a more thorough discussion of key topics.
The learning platform recorded learner progress and participation in each activity and all discussion posts, allowing the course facilitator to monitor learning progress and intervene with learners who were falling behind or struggling with key concepts.
Results
Because multi-unit managers are pivotal to the growth of the system and especially important to fast-growing franchisees, a robust set of socio-collaborative learning experiences will have a direct impact on VIOC’s strategic goal to “strategically grow units and the business model.” The organization believes that key franchisees will expand with stronger multi-unit managers in place.
Initial results indicate that this learning model was effective (average score 9 out of 10) and that the course material will work for quick lube multi-unit managers (average score of 7). Kirkpatrick Level 1 and 2 feedback indicated that learners liked the experience, learned the material, and believe it can be applied on the job. Level 3 and 4 feedback was being collected 60 days after course completion.
