This article was published in the September, 1970 issue of FAST FOOD Magazine:

STRICTLY PERSONNEL

Farrell's Ice Cream Parlour Restaurants: not in business because of the profit; in business to make people happy and to give them some fun. Farrell's thinks of its operations as a "non-alcoholic night club," and even the busboys are taught to put on a show for the customers.

Walk into a meeting of "Farrell's Ice Cream Parlour Restaurant" managers and the first thing that strikes you is the similarity among them. They don't look alike physically, although many wear the long sideburns and moustaches compatible to the turn-of-the-century atmosphere Farrell's recreates. What they have in common is outgoing personalities, an air of responsiveness, and the impression that they actually enjoy their work. They even seem to be getting fun out of being at the meeting.

This assemblage of personalities is no accident. In fact, it is the heart of Farrell's phenomenal success - from one restaurant seven years ago, to 33 today - and the result of what company president Bob Farrell calls the "secret" psychological test given every potential manager.

According to Farrell, "Our business is people, and this depth perception test almost uncannily brings out the 'real' man being interviewed. We aren't interested in the smiling, well-dressed, controlled young man presented to us during an interview. We want to know what this person is really like - his personality traits, his capabilities.

The growing number of congenial and talented members of the Farrell's management team appears to support the theory that the company has the secret of finding out what they want to know about their man.

"We look for a warm, outgoing, people-oriented personality, at his best when handling new and challenging problems," Farrell explains. "The man must be well organized, with a considerable degree of effective ability for creative thinking.

We want the sort of person who leans toward constructive rule-breaking, especially in new situations." This sounds strange in a chain that appears to duplicate itself like the proverbial peas-in-a-pod, but it has been Farrell's experience that this type of individual is able to handle the unusual situation in a way that actually promotes this uniformity of operation.

"Our people must basically be both individualists and perfectionists" says Farrell. The "crazy," 10-minute psychological test weeds out eight or nine of every ten applicants.

The section on management skills looks for a person who is action-oriented, has inter-personal skills, the ability to plan and organize, has strong practical ability and a good pressure capacity. As for personal characteristics, the test searches out an applicant's degree of conformism, independence, individualism, perceptiveness, stability and tact. It measures how that person would act in both new and familiar situations.

The prospective manager goes through at least three interviews. During the first, he is asked the usual questions. then his references are thoroughly checked. During the second interview he takes the "depth perception" test, and when the results of this are in, usually within 48 hours, he is summoned for a third interview and a final decision.

Once hired, the new employee spends 13 weeks working directly with a Farrell's trainer. The first nine weeks, he is a dishwasher, cook, fountain man, cashier, waiter, busboy, etc. He learns every job in the operation first-hand. The basic management instruction program covers the remaining four weeks, includes on-floor training and classroom study with complete tests on all management functions.

During the next training period, a six-month, in-unit developmental program, the trainee acts as an assistant manager, working with the unit manager and his assistant on stock control, interviewing, training, employee relations, running the floor and unit accounting.

The program is designed to expose him to every phase of unit operation, to develop his understanding of management skills, to hone his ability to perform management functions an to produce a man capable of single-store management. Company resources, local schools and seminars are all utilized to reinforce the teachings of the unit manager.

Following the six-month development program, the trainee is ready for unit assignment as an assistant manager. Farrell's one-on-one training set-up for manager and assistant manager positions usually brings a man to the point that he requires little, if any, further direction after he takes over a management position, and is even prepared to train others.

"Our managers have more responsibility than those of most similar operations and, after their intensive training schedule, are fully capable of making all management decisions. Their supervisors are literally hundreds of miles away," says Bob Farrell.

The company's concern for proper preparation covers all positions. "We don't even hire a busboy and just tell him to go clean tables," Farrell says. "He becomes an important member of the family. We explain that we need clean tables because the people we serve like them clean. We tell him the tables should be cleaned quickly because this denotes efficiency. Since it is an action the customer can observe, it creates the impression that the entire operation is efficient and clean. Our busboys are actually putting on a show for the customers, as much as the fellow who beats the drum or sings 'Happy Birthday' at a young customer's party."

Farrell thinks of its operation as a "non-alcoholic night club" where showmanship is of prime importance. All music is programmed, interior decor is consistent with the turn-of-the-century theme, and service is accomplished with great flourish, especially at birthday parties. Sundaes and cakes arrive to the roar of sirens and clanging of bells, with the entire staff assembled to sing "Happy Birthday."

Farrell admits it may sound corny but holds to the philosophy he maintained in opening his first store seven years ago: "We're not in business because of the profit. We're in business to make people happy and give them some fun. That goes for customers and employees alike. If they aren't having fun working at Farrell's, they shouldn't be here."

Farrell does not dismiss profits completely however, noting that "we have our profit built-in. We know the cost and profit for every cherry and slice of cheese. So if we are making our customers happy and giving them the service they have the right to expect, we are doing business and making money."