Authors can use video, flip cards, interactive photos, infographics, checklists, and a whole host of media to encourage that fun brand experience during training. And because the system allows multiple authors to make notes, suggest edits, and give feedback on the same document, there are no more version control headaches. Templates are branded and authors only need to input training content. The director of the training team says this was a great way to get real-world feedback before flipping the switch to all locations.Īt first, the team thought decentralizing content creating and brand consistency was an oxymoron scenario but seeing Inkling’s ability to brand templates while enabling collaborative content authoring in action left any doubts in the dust. Another tactic during implementation that was key for success was putting together an early user group that was hand-picked by the best trainers in the field. The team even worked with the company’s advertising agency to leverage branding for training videos and ended up calling the new system Jenius using the ever-present “J” and a tagline that emphasizes the cheeky tone of the brand, “Pretty Jenius, if you ask us.”ĭuring implementation, the training team even did a little house cleaning by refreshing older content and throwing out anything that was out of date so everything would appear new and exciting with the launch. The Jack in the Box training team worked with Inkling to create templates that would infuse training content with the hip branding the company is known for. Once the team saw the capabilities of Inkling, they knew training would soon go from dull and tedious to engaging and fun.Ĭollaborating on Fresh, Branded Training Content The goals of the initiative were to enable employees to be more self-sufficient with training so managers could spend more time with customers, to reduce complexity both on the part of the learner and course authors, and to speed up new employee proficiency as well as proficiency for all employees with new menu items. The director of the training team had heard about Inkling from new leaders at the company who had experience using it in other job roles, so the team began to take a serious look at it. Employees need to be trained on all of these new menu items quickly to offer them to customers but the authoring process for training was lengthy and complicated. That’s two to four new products with new ingredients, packaging, and preparation processes every two months. To complicate things further, the company launches a minimum of six new menu items each year. And, the training experience also didn’t match the fun and light-hearted image Jack in the Box had in the market. Each franchise often had its own training that didn’t always sync up with the corporate direction. The challenge was that new employee onboarding wasn’t always consistent across all locations. Since Jack in the Box is 94% franchised owned, the company’s training team had been putting together a strategy to ensure that the employee training experience was more engaging and aligned with its brand. Not only that, but the flexibility of Inkling became paramount for the company to respond to new safety procedures to keep both employee and customer safe, and to keep the business running. When Jack in the Box decided to modernize employee training for the company’s 60,000 employees located in 2,200 quick-service restaurants across the U.S., the L&D team had no idea that two weeks later a global pandemic would soon hit the nation.īut the team was confident in their choice to go with Inkling to brand Jack in the Box employee training to make frontline workers feel part of company culture and reduce employee turnover.

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