{"id":15607,"date":"2024-10-15T15:38:44","date_gmt":"2024-10-15T18:38:44","guid":{"rendered":"https:\/\/www.pdainternational.net\/15607\/burger-king\/"},"modified":"2025-01-08T11:20:22","modified_gmt":"2025-01-08T14:20:22","slug":"burger-king","status":"publish","type":"casos_de_exito","link":"https:\/\/www.pdainternational.net\/en\/casos_de_exito\/burger-king\/","title":{"rendered":"Burger King"},"content":{"rendered":"\t\t
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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tSuccess stories<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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How Burger King optimized internal mobility with more agile selection processes<\/strong><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Founded in 1954, Burger King is one of the largest fast-food chains in the world, with over 19,000 locations in 70 countries. The company is committed to developing its team, understanding that its success is tied to the growth of its employees. <\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Discover the results driven by<\/span> our technology<\/span><\/h2>\t\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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Challenge<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Identify employees to fill leadership roles in various branches<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Solution <\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Implement our Behavioral Assessment and Leadership Matching.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Impact<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Optimization of evaluation time and improvement in talent identification.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Context<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Challenges in identifying potential leaders<\/span><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Burger King needed to identify potential leaders for internal promotion in its branches. Before implementing PDA, the manual process was time-consuming and resource-intensive, and it was susceptible to bias, which affected the accuracy of candidate selection. <\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Strategy<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Eliminate bias to optimize the selection process<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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To identify the ideal leaders, PDA implemented a structured assessment process. First, the type of leadership needed was defined, and the strengths and areas for improvement of the candidates were analyzed. This way, the most suitable profiles were selected, and personalized plans were developed to foster their professional growth. <\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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“One of the main virtues of the PDA Assessment is its ability to help us quickly reach the candidates we are evaluating. From the applicant’s perspective, it is very easy to complete, does not take much time, and provides us with valuable information for making decisions.”<\/p>\n

Head of Talent Management.<\/strong><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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“One of the main virtues of the PDA Assessment is its ability to help us quickly reach the candidates we are evaluating. From the applicant’s perspective, it is very easy to complete, does not take much time, and provides us with valuable information for making decisions.”<\/p>\n

Head of Talent Management.<\/strong><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Want to know all the details of this transformation?<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Access the full success story and discover the impact of PDA.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tDownload success story<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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Enhance Development in Your People Management<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Our clients leverage PDA tools to refine their selection and internal mobility processes, ensuring the ideal match between candidates and roles. This facilitates the continuous development of teams and elevates employee engagement. <\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tContact us<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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Keep discovering<\/span> stories like these<\/span><\/h2>\t\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\n\t\t\t\tDeveloping Workplace Competencies: How to Adapt to the Digital Revolution\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Automation has redefined employability. Discover the importance of developing workplace competencies and how behavioral skills drive professional success. <\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tRead More \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tInternal Development: Why Are You Still Hiring External Talent When You Already Have It In-House?\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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While you’re searching for talent outside your organization, someone inside your company may already have the potential to fill that role. We\u2019ll explain why you might not be seeing it\u2014and how to change that. <\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tRead More \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tThe Missing Ingredient in Your Upskilling Strategy\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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How many upskilling programs end with high completion rates and low real impact? According to HRO Today, only 7% of organizations have made significant progress in strategic upskilling programs that integrate soft, technical, and digital skills. The diagnosis is clear: SHL reveals that 60% of employees don\u2019t have a personalized development plan, and when forced to participate in generic programs, engagement is low and real progress is minimal. Something isn\u2019t working. Is the answer in the program content? Or in the mindset each person brings to the learning experience? The Real Bottleneck What\u2019s behind those numbers? According to PwC, fear of failure and the perception that one\u2019s own skills will become irrelevant are two of the main barriers to active learning \u2014 and neither is solved by a better LMS. They\u2019re solved by a mindset shift. One that\u2019s built by understanding how each person thinks, what they fear, and what they need before they sit down to learn. From \u201cI have to learn\u201d to \u201cI want to grow\u201d The mindset shift in upskilling isn\u2019t a preliminary step to the process: it is the process. And it has three dimensions that L&D leaders need to work on simultaneously. Psychological safety around failure: Learning means not knowing. In cultures where mistakes are penalized \u2014 even implicitly \u2014 people avoid exposing themselves. Creating contexts where getting things wrong is part of the journey isn\u2019t philosophy: it\u2019s a prerequisite for any development program. erceived relevance: People don\u2019t resist learning; they resist learning something that doesn\u2019t connect with their reality, their goals, or their professional identity. When upskilling is presented as an organizational obligation rather than a personal opportunity, commitment becomes superficial. Self-awareness as a starting point: Knowing how you learn best is just as important as knowing what you\u2019re going to learn. Understanding one\u2019s own behavioral profile \u2014 risk tolerance, orientation toward norms, relational style \u2014 allows each person to find their own path to development, rather than adapting to a generic format. The L&D Leader\u2019s Role in This Shift If mindset is the knot, L&D leaders are the ones who need to untangle it before adding any new thread. That means making concrete decisions: Map beliefs before launching programs: A conversation or initial diagnostic can reveal resistance that would otherwise sabotage the process from within. Design personalized experiences, not just scalable content: Personalization isn\u2019t a luxury \u2014 it\u2019s what makes learning relevant to this person, at this point in their career. Involve direct managers: They have the greatest influence over the team\u2019s learning climate and are the first ones who can turn mistakes into development opportunities. Use behavioral data: Behavioral profiles reveal information that performance reviews don\u2019t capture \u2014 how each person learns, what level of uncertainty they tolerate, how they respond to failure. That data doesn\u2019t replace the upskilling program; it calibrates it from the start. Mindset is the Infrastructure The most sophisticated upskilling fails when it tries to change what people know without considering how they see themselves as learners. Technology, content, and platforms are powerful tools \u2014 but they operate on ground that must first be prepared. Tools such as the PDA Assessment enable L&D teams to understand each employee\u2019s behavioral profile: how they approach challenges, what motivates them, and what holds them back. This information makes it possible to design smarter upskilling programs from the outset. At the end of an upskilling program \u2014 how many employees leave with more capabilities, and how many leave with just more credited hours?<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tRead More \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

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