Professional Documents
Culture Documents
01_Introduction
The reputation of any business ultimately depends on
the quality of its products. High quality products need
high quality people to create, design, produce and
deliver them. So if a business is to maintain its
reputation it needs to do well at recruiting high quality
employees. For any business offering a large element
of personal service, an ability to recruit, train and
retain high quality staff is particularly vital.
This Case Study looks at how McDonalds, the worlds
largest and fastest growing global restaurant chain;
uses recruitment and training policies with practices
that are designed to attract, identify, develop and retain
the high calibre of staff its line of business requires.
McDonalds opened its first UK restaurant October 1974.
In December 2004, there were over 1330 McDonald's
restaurants operating in the UK. Around 60% of these are
owned and operated by the company. The remainder are
operated by franchisees.
02_The importance of
recruitment
03_Recruiting suitable
applicants
Under McDonald's recruitment policy, each individual
restaurant is responsible for filling hourly-paid
positions. The Management Recruitment department in
East Finchley co-ordinates the recruitment of
managers.
For recruiting hourly-paid employees McDonalds use
several avenues. Positions are generally advertised in the
restaurant. The companys recruitment history shows this
is the best method of hiring quality staff e.g. people living
locally and/or friends of existing employees. McDonalds
also uses local job centres, career fairs and other local
facilities. It is vital to use effective hiring material with a
clear message targeted at the right audience.
Person specification
Job description
Outlines
Outlines
responsibilities
New employees will also meet their trainer, and tour the
restaurant.
05_Training at McDonald's
Restaurants Limited
McDonalds success is built on the highest standards of
quality, service and cleanliness delivered to customers
in each of its restaurants. Well-trained crew and
managers are the first step to achieving these standards.
It is company policy to provide career opportunities
that allow employees to develop their full potential.
This includes a comprehensive training programme for
crew and operations management and career
progression that enables a first job employee to
progress through to a senior management position
through merit-based promotions.
aimed at persons aged 21 or over, either graduates or individuals with some previous management experience. It
offers a direct route into restaurant management, through an intensive structured training programme.
The Management Development Curriculum is divided into four key programmes:
Shift Management developing trainee managers in the skills and techniques required to become effective in all
aspects of running a shift.
Systems Management targeting second assistant and newly promoted first assistant managers. This programme
covers all areas of McDonalds systems, increasing the managers business knowledge. It also develops individual
techniques.
Restaurant Leadership introducing managers to the key skills needed to become effective restaurant leaders e.g.
team-building, communication, decision-making.
Business Leadership focusing restaurant/general managers on the need to develop a business strategy that
encompasses both internal and external factors.
Most departments in the regional offices offer restaurant managers opportunities to be seconded to work in the
regional office. This gives an experienced manager the opportunity to develop and learn new skills, to see a
different side of the business and to experience how each departments strategies have a role in achieving the
companys goals.
06_Conclusion
McDonalds believes that the success of the restaurants and the company is achieved through the people it
employs. The company aims to recruit the best people, to retain them by offering ongoing training relevant to
their position and to promote them when they are ready. Its recruitment policies, procedures and practices reflect
the companys determination to fulfil its aim.
Glossary
Appraisal grading: An ongoing process where employees
meet with their line manager to discuss and evaluate their
ongoing progress in meeting existing performance targets and
to consider what they aim for next.
Asset: Something that is of worth to an organisation e.g.
people, cash, financial claims on others, machinery, buildings.
Asylum and Immigration Act 1996: This sets
requirements people must meet to be able to obtain
employment in the UK.
Franchisees: Persons licensed to trade using a particular
well known name in a particular area in return for a fee or
share of revenues made.
Induction: The initial
organisation.
Interview guide: An outline for interviewers setting out a
sequence of appropriate questions to ask, and advice on how
to conduct an interview.
Inventory control: A method of determining how much
www.mcdonalds.co.uk