In this video interview, Hooters CHRO Terri Hoskins discusses evaluating culture and values, lessons learned from building a leadership development program and upcoming initiatives.
In this video interview, Hooters CHRO Terri Hoskins discusses evaluating culture and values, lessons learned from building a leadership development program and upcoming initiatives. After thirty years in business, Hooters began an introspective re-evaluation of its culture and values both internally and externally to rediscover their culture and values, and how those intangibles were represented in the brand. As Hooters Chief Human Resources Officer Terri Hoskins explains, the iconic American brand’s journey involved many moving parts that coalesced around leadership development from the management level up. “Anytime you’re looking at a leadership development program, you want to make sure that it builds on your values and culture. That’s why you start with your people first,” Hoskins noted. “And so I began with the frontline, the people who work in our restaurants, to find out what makes them successful. I then mapped that information to the competencies that were indicative of that success in the organization and built two streams of conscious from that.” “The two streams are the assessment process, the selection of people to join the organization, and the other is leadership development, or the training that’s associated with it, to make it come to life.” “In building a leadership development program, you have to stay true to your brand in order to represent what your guests think of you as an organization and also what your team members think of the brand. “Our culture is driven primarily by our brand promise of ‘Hooters makes you happy.’ So, in building your leaders, you have to truly represent that brand, which is all about personality and the interaction with our guests in our restaurants.” “So, our leaders are indicative of that personality and also, our training focuses on that as well.”