People, popcorn and profit: Building a smarter workforce at AMC Entertainment
Delaney Turner 270003RQ8K Delaney.Turner@ca.ibm.com | | Tags:  social_business ibmconnect kenexa
2 Comments | 9,082 Visits
Scott Adams may not believe in the business value of passion, but Keith Wiedenkeller certainly does.
And he has the numbers to prove it.
With statistical rigor and a scientific approach, the Chef People Officer of AMC Entertainment, Keith Wiedenkeller tapped into his teenaged employees' passions and transformed a commoditized experience into a competitive differentiator.
There was little question AMC to find a fix. The company has existed nearly as long as cinema itself. Yet it was facing particularly modern challenges. Employee turnover rates stood at 200 percent. Multiple theaters showing the same movies. Netflix making home streaming and binge watching an increasingly attractive option.
The solution? Improve the customer experience.
The challenge lay in how to do it. AMC's concession workers are almost entirely teenagers - a demographic notoriously difficult to train and notoriously fickle in their loyalties.
Of its vast national workforce, AMC wanted to find those associates most likely to be friendly, dependable and service-oriented. With more than 200 million guests each year, even small improvements achieved at scale would yield impressive results.