Franchisee taster days: agree boundaries and responsibilities

When turning your existing business into a franchise network, it is worth giving prospective franchisees a chance to see an ordinary working day. Finland’s public service portal, Suomi.fi, describes trial work as one possible way to get to know a franchise network. However, the practical arrangements need careful thought: observing operations and doing work for the business are not the same thing. A well-planned taster day helps both parties assess whether they could work together, without uncertainty over payment, responsibilities or commitment.

1. Define what the taster day should show

The purpose of a taster day is not to provide an extra pair of hands during a busy shift. It is to show what running a business under the franchise model really involves. Candidates need to be able to assess whether the work, daily routine and shared operating practices suit their goals.

Choose a day that reflects the business as honestly as possible. A quiet introductory session alone may conceal how demanding the work can be, but an exceptionally busy day is not representative of normal operations either. Explain in advance whether the visit will take place on a typical day or during unusual circumstances, and what the candidate will see.

Build the programme around questions such as:

• How does the day begin, and how are tasks prioritised?
• When does the franchisee make independent decisions?
• Which operating practices does everyone follow, and why?
• How is time divided between serving customers, administration and managing staff?
• What support does the franchisee need from the network during a normal day?

Show the behind-the-scenes work too: preparation, checking orders, planning staff rotas and closing up for the day. An hour spent in the customer-facing area may not reveal the franchisee’s true workload.

If the founder runs the outlet personally, be open about any duties specific to their role. Developing the concept and supporting the whole network may not be part of a future local franchisee’s daily work. It is important for candidates to distinguish between these roles.

2. Distinguish observation from work before the visit

The clearest approach to a taster day is to focus on observation, discussion and separate practice exercises. For example, candidates could work through a fictional customer scenario or prioritise tasks for a sample working day. They do not need to serve real customers or deliver a service that the business sells to demonstrate their interest.

If a candidate takes part in actual work, the legal status of the arrangement must be assessed in advance. An employment relationship under Finland’s Employment Contracts Act may arise when the legal criteria are met. Simply calling the arrangement a ‘taster day’ or ‘trial work’ does not determine its status. Nor does silence about payment, on its own, rule out the application of the Act.

Do not confuse a prospective franchisee’s visit with an employment probationary period or a work trial agreed with the Finnish employment authorities. These have their own requirements. If you intend the candidate to carry out real work, consult a specialist beforehand about the contract, pay, any applicable collective agreement and employer obligations.

Finland has no dedicated franchise legislation, statutory franchise register or franchise-specific pre-contractual disclosure procedure. The contractual relationship is governed by legislation including the Contracts Act, the Competition Act and the Unfair Business Practices Act. Depending on what actually takes place, the Employment Contracts Act, the Occupational Safety and Health Act and data protection rules may also apply to the taster day arrangements.

The Finnish Franchising Association’s Code of Ethics is a form of self-regulation, not law. Taking it into account supports a responsible approach to preparing for a franchise relationship, but does not replace the need to establish the legal status of any work undertaken.

3. Put boundaries, safety arrangements and access to information in writing

Prepare a brief written plan for the taster day and send it to the candidate before the visit. This should not be a formal liability waiver, but a practical guide to what will and will not happen. Make sure the person supervising the day and other staff also understand the agreed boundaries.

Include at least:

• the purpose of the day, the timetable and a named contact
• the activities to be observed and any practice exercises
• tasks the candidate will not take part in
• any payment and arrangements for travel and meal expenses
• safety instructions and checks on insurance cover
• confidentiality and the option to end the visit early.

Check with your insurer how the planned visit or work is covered. Do not assume that the business’s existing insurance automatically covers every participant and task. Insurance is also no substitute for safe arrangements or compliance with any statutory obligations.

Restrict access to customer and staff data. Use fictional information in exercises and avoid sharing personal login credentials. A confidentiality agreement does not, in itself, give you the right to disclose personal data to an outsider.

Keep candidates away from hazardous tasks unless the requirements for their participation have been properly assessed. For example, they should not try operating equipment simply because an experienced employee makes it look easy.

4. Discuss the experience without pressure to sign

Set aside time at the end of the day for an unhurried conversation. First, ask the candidate to describe their observations: what surprised them, what appealed to them and what raised concerns? This will help you understand whether the day-to-day reality of the franchise came across as intended.

Then discuss the difference between a visitor’s responsibilities and those of an independent business owner. A day spent with a supervisor’s support does not yet show what it feels like to be responsible for finance, staff and business risk. Nor does a taster day provide any assurance that the future business will be profitable.

Record any unanswered questions and agree who will follow them up. Do not make signing an agreement that same day a condition of taking part. Both parties should have time to reflect on the experience and decide whether to continue discussions.

Also ask for feedback on the arrangements themselves. If candidates repeatedly misunderstand the same task, revise the explanation or programme. This makes the taster day a consistent part of building the franchise network, rather than an improvised tour led by the founder.

Practical reminder: first establish whether the candidate will be observing operations or doing work. Then agree the day’s activities, legal arrangements and responsibilities in writing before the visit begins.