In this episode of the Training Impact podcast, Jeff Walter, CEO of LatitudeLearning, shared insights from his time at the IFA World Franchise Show in Miami. A recurring concern among attendees—particularly emerging franchisors with 10 to 50 locations—was the challenge of scaling their franchise training programs. While many new franchisors provide robust, instructor-led onboarding for new franchisees, these methods quickly become unsustainable as the network grows.
Typically, the onb...
In this episode of the Training Impact podcast, Jeff Walter, CEO of LatitudeLearning, shared insights from his time at the IFA World Franchise Show in Miami. A recurring concern among attendees—particularly emerging franchisors with 10 to 50 locations—was the challenge of scaling their franchise training programs. While many new franchisors provide robust, instructor-led onboarding for new franchisees, these methods quickly become unsustainable as the network grows.
Typically, the onboarding process for new franchisees includes several weeks of hands-on training at corporate headquarters, followed by field experience at an operating location. While this traditional, immersive model is effective in developing initial skills and business acumen, it is also resource-heavy. The strain intensifies when the same training team is expected to support multiple new sites, provide on-location launch assistance, and revisit locations for ongoing employee training. As new employees are added, most franchisors rely on a train-the-trainer approach that often lacks sufficient structure or support, leading to inconsistent training outcomes and higher employee turnover.
To overcome these limitations, Walter advocates for a shift to blended learning—a combination of self-paced digital modules and targeted instructor-led sessions. He outlines a two-phase transformation approach that begins with onboarding and extends to ongoing employee training.
For onboarding, the strategy is to leverage self-paced courses for foundational knowledge—covering topics such as brand values, service standards, P&L management, and operational protocols—before franchisees ever step foot in a training facility. By front-loading this content, the valuable in-person time can focus on interactive, scenario-based skill development. This approach not only shortens the duration of on-site instruction but also enriches it, as learners arrive with context, questions, and a solid knowledge base.
The same e-learning materials developed for franchisee onboarding can then be repurposed for ongoing franchise employee training. Walter recommends deploying these modules via a learning management system (LMS) to provide structure, track progress, and conduct assessments. This allows new hires to learn at their own pace and ensures message consistency—an essential factor since these frontline workers directly represent the brand to customers.
Certification becomes a key element in the blended learning model. Franchise employees can earn certifications such as "Certified Sales Associate" or "Certified Store Manager" through a mix of assessments and practical application. These certifications serve not just as knowledge benchmarks, but also as motivational tools when tied to tangible incentives like diplomas, monetary rewards, or recognition in company channels.
As franchisors scale beyond 100 units, Walter encourages adding location-based certifications. For example, a "Certified Franchise Location" might require a specific percentage of staff to hold individual certifications. Incentivizing franchisees to meet these standards—perhaps through reduced training costs or rebates—reinforces accountability and quality.
Walter also touches on the future of training scalability through skill development technologies. With advancements in AI and virtual reality, practices such as coaching and simulation-based learning—once limited by cost and instructor availability—can now be made accessible to frontline workers at scale. Scenarios like handling a difficult customer or demonstrating product knowledge can be simulated in low-cost, high-impact digital environments.
The benefits of scaling franchise training through blended learning are significant. A consistent training experience leads to better brand representation, operational efficiency, and employee retention. Walter cites studies showing that lack of training is one of the top reasons new employees leave within 30 days—and again within the first year. A strong training program reduces this churn and boosts performance at both individual and organizational levels.
In closing, Walter emphasizes that the journey from fledgling franchisor to scalable enterprise begins with evolving the training model. By investing early in blended learning infrastructure and leveraging LMS capabilities, franchisors can build a training ecosystem that scales sustainably, supports brand consistency, and drives profitability across the network.
This episode not only provided practical steps but also set a strategic framework for any franchisor looking to grow efficiently without sacrificing training quality. As Walter notes, effective training doesn’t just empower franchisees and their teams—it builds the foundation for long-term brand success.
Chapters
00:00 Emerging Challenges in Franchise Training
08:09 Transitioning to Blended Learning Models
20:03 Scaling and Certifying Franchise Training Programs
