Ruby Tuesday switched a year ago to online training on menu, dining-room etiquette and other topics.

In-person training, of course, is nothing new in the foodservice industry (although rarely does a chain close down completely to conduct it). But more foodservice companies are quietly enlisting a less-conspicuous training method that is proving to be effective in quickly getting foodservice workers trained, retrained, and bringing consistency from store to store: e-learning.

Although the industry has been hesitant to incorporate computer-based training, more foodservice operators now are embracing e-learning as the technology becomes more “people-friendly,” with talking avatars, real-to-life customer simulations, and gaming-like systems that allow employees to manipulate a mouse to create the perfect sandwich.

“An awful lot can be done today with the available technology to create highly realistic simulations,” says Paul Somerville, managing partner with a Chantilly, Va.-based learning-technology software developer whose clients include Richmond Heights, Mo.-based Panera Bread, Irvine, Calif.-based In-N-Out Burger and Athens, Ga.-based Zaxby’s.

But, Somerville notes, not every e-training bell and whistle is practical for many operations to incorporate. “There comes a point when it is more cost-effective to provide in-store training,” he says.

Still, foodservice operations know that e-learning can be used in many cost-efficient ways that not only save time and money, but also dramatically improve training consistency.

Online tools have allowed Zaxby’s to reduce by 20% the amount of time needed to train unit managers.

The company still conducts a five-day training program for new employees, but topics that feature an e-training element include alcoholic-beverage service, dining-room etiquette and table service.

The result of “front-loading” this knowledge before they set foot into the classroom saves a lot of teaching time. “We are able to get a consistent message out there, and it brings everyone to the same level,” Hackett says.

Zaxby’s Richard Fletcher, director of learning, agrees that consistency is important, but says that Zaxby’s had an additional goal when it implemented its e-learning system 18 months ago: getting its franchise owners and managers on board more quickly. Training new licensees and managers used to take 10 weeks; the goal with the e-learning and classroom blended system is to pare that down to 8 weeks. “Training is the most expensive intervention in any company,” Fletcher says.

Given that e-learning systems for chains can cost hundreds of thousands of dollars, operations expect to see tangible, quantifiable results for their investment in the technology. Milford, Conn.-based Subway, for one, has seen positive results: The chain reports that its e-learning program has resulted in a 45% drop in complaints that arose from errors made by untrained employees.

Toledo, Ohio-based Marco’s Pizza, with its 169 franchise and company-owned stores, has seen tangible returns in the mere 18 months since it implemented an e-learning animation and game-based system to instruct hourly workers on how to interact with customers, answer the phone, conduct back-of-the-house pizza prep work and more.

Fatz Cafe believes that in-person mentoring is more effective for explaining some skills.

Marco’s is poised to grow by 569 more stores within the next five to seven years, and e-learning is key to sustain that growth, says Mike Jaynes, vice president of sales and new product development for Marco’s. “The employees learn faster; the learning is fun; and it has also reduced frustration with the employee,” says Jaynes, adding that employee turnover has dropped by 10% to 15%.

At Ruby Tuesday, one of the biggest measures of e-learning’s success has been a rise in tip percentages. “I think this reflects [greater] menu knowledge,” says Hackett, who says that tips have increased by 0.5% to 1.2% during the time the e-learning has been in place.

“That is pretty remarkable considering the economic environment we’re in right now.”

Although e-learning works well for technical skills, Ruby Tuesday’s Hackett is quick to point out that “it can’t teach someone to be gracious, sincere, or handle conflict.”

John Stephens, director of training for Charlotte, N.C.-based Compass Group North America, agrees. Compass provides catering and dining services to corporate clients, educational and healthcare facilities, and sports and entertainment venues through a number of subsidiaries. The company has used e-learning systems for manager training and to teach workers about sexual-harassment policies and food and alcohol safety. Soft skills of the job are delivered via on-the-job training, seminars or mentoring.

“Today, anything can be taught with e-learning…but the question is really, 'is it best handled that way?’” says Stephens. E-learning is best used when it is part of a blended, ongoing teaching approach that includes the human factor, notes Stephens. “We’re in a customer-service business; one-on-one learning is key to our business and always will be.”

But using even an offline-online blended approach can be problematic outside of the QSR realm.

Taylors, S.C.-based Fatz Cafe says that it used an e-learning/teacher-training blend in the past but found that results were better when it switched completely to in-person training.

“We did love e-learning, in terms of its efficiency,” said Steve Corson, vice president of training, human resources and information technology. “But our employees responded—and did better—with our mentorship program. We’ve since taken out the e-learning piece and increased the mentorship role.”

Many of the nuances of hospitality are hard to teach online, says Sara Anderson, Cafe Enterprises’ director of training. “We are trying to create a personal, family feeling,” she says. “Online training takes that out of it.” The company still uses e-learning for specific skill training: “We use technology to teach technology,” Anderson says.

But with only 43 restaurants, they admit that at the moment, it is fairly easy to handle one-on-one training. “We’re not naïve, says Anderson. “We know that there may come a point where logistically it will be challenging to train this way, but we want to make sure that any online system helps keep our culture intact with the growth.”

Lubbock, Texas-based Abuelo’s has had a similar experience. Over the past few years, the 39-unit Mexican concept has tested various online training tools. “The technology was very interesting and exciting, and at first the learners started out strong and motivated, but then [they] quickly lost focus and motivation,” says Kevin Carroll, Abuelo’s vice president of training. Plus, he says, e-learning was not able to capture the essence of Abuelo’s corporate culture.

It also didn’t help that the e-learning modules were too expensive to be cost-effective for the small-growth chain. After some consideration, Abuelo’s opted to useits available training funds to create customized video presentations to demonstrate specific job functions, such as holding trays, preparing drinks, greeting customers and busing tables. “We never found any e-learning program that was a suitable replacement for the training that goes on [in] real time,” says Carroll.

But, as with Fatz Cafe, future growth for Abuelo’s may make e-learning tools a necessity. “As we grow further from home base, the ability to deliver a consistent message will have to depend more on e-learning programs,” Carroll says.