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Training

McDonald’s Recipe for Success

McDonald’s USA, LLC, is famous for its burgers and fries. But last year, its training organization made a name for itself with learning programs that ensure its customers continue to receive the level of product and service they have come to expect.

By Margery Weinstein

Who isn’t familiar with McDonald’s? Its golden arches are among the most recognizable brand icons in the U.S. What many are less familiar with is the methodical and distinguished learning and development that supports that brand. Training that begins by preparing employees to serve customers at the counter, and extends to programs that help individuals launch their own franchise, is a key to McDonald’s 50-plus-year success story. Last year, the company kicked it up a notch with improved restaurant leadership training, sharpened people selection and processes, and refined coaching and mentoring practices.

Capstone Coursework

Last year, McDonald’s U.S. Training, Learning and Development team partnered with Owners/Operators and Operations Leadership to develop the curriculum for Restaurant Department Management, says Vice President of U.S. Training Diana Thomas. “This is a new and holistic management approach to enable managers to consistently run great restaurants,” she points out.

Three new department manager roles were created to support the changing needs of business operations, all reporting to the restaurant’s general manager. The curriculum design includes innovative approaches, such as Leaders as Teachers, a test-out feature, e-learning, coaching guides, verifications, and virtual collaborations. The department manager curriculum culminates in the Department Manager Capstone simulation, in which teams work together to efficiently run a restaurant in a safe and realistic two-day immersive simulation. “The Department Manager Capstone class,” Thomas notes, “has been a key element in Restaurant Department Management implementation, which has resulted in positive improvements to key business metrics.”

The creation of the Department Manager Capstone class illustrates McDonald’s systematic learning operations. “The entire Restaurant Department Management curriculum,” says Thomas, “was developed through an alignment process that U.S. Training, Learning and Development strives for with every project—early involvement with operations leaders leading to highly effective learning solutions.”

Homing In on Operations

The creation of the Department Manager Capstone class is no exception. The cornerstone of McDonald’s training is its operations, Thomas explains. “Operations has always been, and will continue to be, our core business and the foundation of McDonald’s success,” she says. “As our restaurants continue to evolve to meet customer needs, our learning and development function must anticipate, adapt, and react quickly. We, therefore, bring outstanding operations performers—those who know our business, and have a track record of effectively teaching others in the field—on board to teach at Hamburger University (HU) in Oak Brook, IL, or to lead deployment efforts and serve as subject matter experts within U.S. Training, Learning and Development.”

These leaders join the team of professional training design, development, and administrative group that are the core of the department. Additionally, there are more than 200 members of the training team located in 22-plus regions, ensuring that the standards for consistency and top performance are met across the country.

Thomas says regularly adding this top talent to the ranks of the U.S. training team benefits students in every class, but it also creates McDonald’s biggest challenge: Given that historically one-third of the training team rotates each year, the company must have an effective strategy and model for doing this. Organizational and individual development, as well as continuous performance improvement, is focused on these key areas: top talent selection and development; effectiveness of the environment; work that is customer centric; and measurement of execution and results.

National Hiring Day

New hires are the lifeblood of any organization, but never more so than at McDonald’s. In just one year, through October 2011, the company hired more than 60,000 new U.S. crew members—the vast majority of them in a single week around its first-ever National Hiring Day in April 2011 (about half that many were hired in a typical year prior to 2011). Year to date, McDonald’s has received nearly 600,000 applications via its nationwide online application network. This application site has received more than 5 million hits.

Those numbers highlight the significant portion of McDonald’s learning and development customer base that new hires comprise. “Assessing their needs accurately is a critical step to defining a learning strategy that is aligned with McDonald’s U.S. Plan to Win strategies and goals,” says Thomas. “We begin with a macro-level assessment of the learning population and customer expectations and proceed to a micro-level assessment of performance needs to determine appropriate learning and performance interventions.”

Highlights of the ways the company is addressing this challenge include incorporating the results of its Future Learner Study into program development and developing and implementing performance support for its incoming workforce.

Tackling Turnover

Turnover across all levels of McDonald’s employees has decreased consistently since mid-2007 when the training components of McDonald’s People Migration Strategy first were deployed, Thomas says. “Reduced turnover of crew and hourly managers became primary success measures of our enhanced training initiatives,” she notes. Late 2010 saw the deployment of Restaurant Department Management, the company’s restructured management approach. In 2011, McDonald’s launched the new curriculum for restaurant general managers, a two-semester blended learning curriculum that culminates with a five-day capstone simulation at Hamburger University.

Serving Leadership Development

As the day-to-day leaders on the front line, shift managers are taught key skills necessary to lead and motivate crew to achieve shift targets such as communication and coaching. Department managers within Restaurant Department Management learn and apply McDonald’s leadership competencies throughout their curriculum and participate in a two-day Department Manager Leadership Capstone class. In this leadership-focused course, they apply such skills and behaviors as holding their teams accountable for achieving business results and applying best practices. The General Manager Curriculum teaches participants to apply leadership behaviors, lead their restaurant, and develop their department managers. They learn to create and execute business plans that build the business and analyze performance measures. During the five-day General Manager Capstone at the company’s Hamburger University, participants learn to think and perform in ways that improve their restaurant’s performance.

“At the staff level, our performance development system is based on performance drivers considered key to leadership, with training and performance reviews aligned around eight leadership competencies and expected behaviors for each level,” Thomas says. “Individual development plans, created in collaboration with the boss, map out leadership training in support of one’s performance and career goals.” In addition, directors and officers have access to leadership development programs and resources designed to ensure McDonald’s leaders have the skills, knowledge, and competencies required to successfully drive strategies and achieve business results. For example, McDonald’s Leadership Institute provides leaders with access to workshops and information about leadership skills, development planning, networking, and external development resources. Its Accelerated Leadership Development Programs for high-potential directors and officers focus on personal growth, driving results through team performance and building leadership depth, while its Officer Development Program comprises workshops focused on increasing business acumen.

Cooking Up a Culture

Thomas says the company’s senior leadership demonstrates its commitment to the learning and development function in a variety of important and visible ways. “People practices” are key drivers of 10 of the 15 strategic milestones stated in McDonald’s 2011-2013 Plan to Win, and U.S. Training, Learning and Development is a driving force behind McDonald’s People Migration Strategy and other people initiatives. “For that reason,” says Thomas, “U.S. Training, Learning and Development continues to be ‘at the table’ at all times.” Top management provides public recognition for the work learning professionals do, and the department and its staff have received numerous internal awards.

Training leaders regularly communicate with the rest of the company in a variety of venues and media, including major leadership meetings, strategic system-wide communications, and McDonald’s monthly Restaurant Managers’ magazine. Along with those efforts, Training, Learning and Development participates in McDonald’s USA cross-functional, high-profile national teams.

Employee Development

It’s true that McDonald’s U.S. Training, Learning & Development is committed to drive the U.S. Plan to Win by designing, delivering, and deploying the most effective, accessible training, grounded in their operating standards. But to truly bring their vision to life, they’ve added a new goal: to become one of McDonald’s healthiest teams. Team members set healthy choice goals, share with each other, and then celebrate each other’s achievements. One-quarter of the learning staff accomplished something they never thought possible: starting and finishing the 26-mile Chicago Marathon.

A Side of “McDMentoring”

Mentoring has always been an integral part of McDonald’s approach to developing employees and promoting a continuous learning culture, says Thomas. The McDMentoring program gives employees the opportunity to build their confidence and competence through informal and formal mentoring. “With heightened emphasis on talent management, even more resources have been allocated to employee networks and to the growth of our people and our brand,” Thomas notes.

Every learner is assigned a coach at every step of development, and the Restaurant Department Management curriculum contains virtual collaboration components to encourage networking and enable managers to learn from each other.

Firing Up the Leadership Pipeline

“Elevating talent management is a focus area of our strategic Plan to Win,” says Thomas. Dimensions of McDonald’s talent management initiatives include: career guidance for crew and managers; executive coaching; succession planning; and a college degree connection program. Restaurant managers and above earn college credit recommend ations for all management curriculum through the American Council on Education. College partnerships help them to make the connections they need to complete their educational goals.

Like its leadership pipeline, the future of McDonald’s as a whole is focused on growth. Thomas says that over the next few years the company’s learning professionals will aid its leadership team with capturing even more market share in a flat to declining industry; meeting the demand for talent; and evolving the company’s People Migration Strategy.

“Given the success of our current U.S. Plan to Win and the learning strategy in place to support it,” Thomas says, “we are well-positioned to continue building on our strengths to meet our business’ challenges head on.”

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Staff training high street case study: McDonald’s

mcdonald's training and development case study

McDonald’s explains how it works hard to ensure that new staff quickly realise the opportunities for career progression and personal development on offer There may be a may be a stereotype attached to fast food chain employees, but McDonald’s has long been combating this by leading national best practice in staff training. “Our people are […]

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Human Resource Management at McDonald's: A Case Study

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mcdonald's training and development case study

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We are a learning organization that provides opportunity, nurtures talent, develops leaders, and rewards achievement. The foundation of the McDonald’s training system is providing training when and where it is needed. Through effective training, team members at McDonald’s can become proficient and focused on the system’s specific procedures and policies. Some of the crew will remain at the restaurant as essential crew members; some will move into management; others may simply move on. Whether in a first job or throughout a career, McDonald’s training provides life skills that may be useful in many different situations.

McDonald’s uses the following basic principles to design crew and restaurant management training programs:

  • People remember best what they learn first. Remember the expression, “Bad habits are the hardest to break.” Studies show that it takes five times longer to learn the right method if the participant learns the wrong one first.
  • People learn best through a variety of techniques. McDonald’s training combines a variety of ways to acquire information, including demonstration, simulation, and hands-on practice.
  • People need reinforcement to encourage learning. Reward and recognition is an integral part of the curricula because it allows team members to develop skills to give and receive feedback.
  • People understand and retain information more effectively if there are clear learner objectives.

McDonald’s uses a blended learning approach to apply the training principles, which means multiple methods are used to deliver training messages. These methods include the following:

  • Digital learning platform , which allows participants to start their self-learning journey and work independently to learn the important operational knowledge and standards.
  • On-the-job coaching gives the participant the opportunity to work shoulder-to-shoulder with a coach, which builds on-the-job practical restaurant skills and shows how the concepts work in working environment .
  • Training tools are systematic, interesting and understandable . They enable consistent and updated messages to be delivered.
  • Classroom training is an interactive event with clear learning objectives. The training held either in or out of the restaurant and guided by professional trainers for effective knowledge transfer. Activities include webinar broadcast, capstone course, restaurant experience, case study, visits & tours, online assessment, etc .
  • McTalent Development Program is a fast track development program for external-hired talents to join Store Management Team. It provides tailor-made training for participants to get rapid advancement to restaurant general managers and mid-managers.
  • All Star Competition is an iconic employee event with training, learning and fun. It is a platform for participants to show their consistent training results and team spirit with rewards and recognition for top performers.

Since 1961, more than 80,000 restaurant general managers, mid-managers and owner/operators have graduated from the Hamburger University. An estimated 8,000 students, from 121 countries, attend Hamburger University classes, which are taught in 28 different languages every year, This embodies the learning today, leading tomorrow mindset as we believe that lessons learnt today are for life. Our commitment to the advancement of our human capital continues to take shape. We set up the hamburger university located at McDonald’s Corporate Offices and regional training centers within the United States. Additionally, there are HU campuses in Sydney, Munich, London, Tokyo, São Paulo and now in Shanghai .

training-and-benefits

Store Management

  • Minimum two-week paid annual leave
  • Birthday Leave
  • Marriage Leave
  • Additional (six weeks) Maternity Leave (apply to Female Store Management Team)
  • Compassionate Leave
  • Sabbatical Leave
  • Group Term Life, Medical Insurance & Dental Coverage
  • Maternity Benefits
  • Profit Sharing Plan and Mandatory Provident Fund
  • Professional Management Training both locally and overseas
  • Annual conventions
  • Education Sponsorship Program
  • Restaurant Cash Incentive Plan
  • Allowance Programs
  • Employee Meal
  • Staff Privilege Card
  • Restaurant Leisure Activities
  • Paid Annual Leave
  • On the job training
  • Continued Learning Program
  • Service Recognition Award
  • Flexible Hours
  • Designer Uniform
  • Annual Crew Event

Recommendations for McDonald’s Training Program for Employees

  • Employee Training and Development
  • Training Program: Conclusion
  • Recommendations to Improvement

McDonald’s Employee Training and Development

Revenue profitability for fast food restaurants depends on customer traffic and competent utilization of inventory. Therefore, staff training can serve as a vital tool to improve continuity. First, improving communication and mannerisms with consumers which will increase satisfaction and rate of returning customers. Furthermore, to make the work process the most efficient by reducing waste, predicting how many portions to prepare, training managers in inventory management can greatly increase profitability for McDonald’s franchises. Training at McDonald’s is standardized based on company policy, but management can continue offering specialized staff training focusing on improving in-restaurant processes and addressing deficiencies.

A major factor in customer satisfaction in a fast-food restaurant is the quality of service which directly depends on restaurant staff. Namin (2017) suggests “the standardized coefficient estimation results show that the most important factor in determining service quality is reliability” (p. 78).

This can be expressed as punctuality and meeting commitments made to customers without errors by staff. To reach the excellent quality of service, additional staff training should be provided which would set high standards for service levels and teach competent communication with consumers. Often, when staff is knowledgeable about the food and processes of the restaurant, reliability improves (Namin 2017). Therefore, managers can benefit from introducing custom training programs based on the specific attributes of each McDonald’s location, depending on menu choices, foot and drive-through traffic, and individual dimensions which may affect service quality, and consequentially customer satisfaction.

Commitment among the employee base is driven largely by job satisfaction. Fast food franchises such as McDonald’s are notorious for relatively high staff turnover. Among pay and working conditions, commitment can also be improved through training focusing on job skills, responsibility, and relationship with supervisors. If workers experience respect, participation in the decision-making process, clear communication from management, and some degree of autonomy, this has been found to be effective in reducing turnover and improve satisfaction, which reflects on service and consumers as well (Ukandu & Ukpere 2014). Through the implementation of employee-oriented programs which focus on incentives as well as empowerment of low-level workers at McDonald’s can increase commitment.

McDonald’s Training Program for Employees: Conclusion

McDonald’s training and development initiatives have proven to be instrumental in maintaining its position as a global leader in the fast-food industry. To further enhance these efforts, the company should incorporate technology-driven learning platforms, provide personalized training paths, and promote a continuous learning culture. Regular assessments and feedback loops will ensure the effectiveness of the programs and enable adjustments as needed. Likewise, emphasizing constant learning and development will create a dynamic work environment for employee motivation. By embracing these recommendations, McDonald’s can continue to empower its workforce, drive employee satisfaction, and ultimately deliver exceptional customer experiences that solidify its competitive edge and long-term success.

McDonald’s Recommendations for Improvement

These recommendations can help McDonald’s continuously evolve and remain competitive in the fast-food industry while catering to the changing needs of its customers. Thus, here are some common tips that McDonald’s may consider for improvement:

Namin, A 2017, ‘ Revisiting customers’ perception of service quality in fast food restaurants ’, Journal of Retailing and Consumer Services , vol. 34, pp. 70-81. Web.

Ukandu, NE & Ukpere, WI 2014, ‘ Factors Impacting Job Satisfaction of Employees in the Fast Food Industry in Cape Town ’, Mediterranean Journal of Social Sciences , vol. 5, no. 3, pp. 51-60. Web.

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Mcdonalds home

TRAINING & EDUCATION

mcdonald's training and development case study

At McDonald’s, we offer a wide spectrum of career opportunities. Many of our restaurant managers have successfully developed careers with us starting out as crew members. Our future managers get to earn while they learn. McDonald’s provides training and development for all its employees.

We Offer an Employee Value Proposition

We value our employees, their growth and contributions. Therefore, all our employees are well trained and appreciated for the work they do. We offer motivating career incentive programs, engaging internal events such as Stars of McDonald’s and always procure a fun environment with a friendly team. We, at McDonald’s are proud of our people practices and our commitment to employee morale and satisfaction is second to none.

Hamburger University

McDonald’s has established the Hamburger University in the region to offer our employees the best McDonald’s training, empowering them to perform their tasks optimally. Hamburger University is a global training centre dedicated to developing individuals’ skills and knowledge in restaurant operation procedures: quality, service, cleanliness, value. HU is recognized as McDonald’s global centre of excellence for operations training and development, with numerous campuses in Chicago, Hong Kong, Sydney, Hamburg, Tokyo, China, Singapore and Dubai, among others.

References to “we” and “our” include McDonald’s company-owned restaurants and independently owned and operated franchisees. McDonald’s independently owned and operated franchisees are the exclusive employer for their employees and as such are solely responsible for all employment-related matters in their restaurants. The benefits referenced may not be available at all McDonald’s restaurants. McDonald’s and its independent franchisees are equal opportunity employers committed to a diverse and inclusive workforce.

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McDonald’s Case Study: Cross Functional Collaboration and Organizational Culture.

Abhijeet Pratap

  • October 29, 2020

McDonald’s is a multinational restaurant brand and a leading name in the fast-food industry. It is the second-largest fast-food brand operated mainly by franchisees. The company operates more than 38,000 restaurant stores worldwide. McDonald’s enjoys strong popularity worldwide. The key factors driving its global popularity include menu diversity, competitive pricing, and focus on customer service.

The company generated net revenue of $21 billion in fiscal 2019. It is enjoying strong operating margins but McDonald’s also has high debt obligations. While its operating margin at the end of 2019 stood at 43% compared to 42% at the end of the previous fiscal. Its debt obligations stood at $34.2 billion in 2019 compared to $31.1 billion in 2018. The company has organized its business geographically into three segments. The US market segment of McDonald’s is 95% franchised . The international operated markets segment is 84% franchised and the international developmental licensed and corporate market segment is 98% franchised. (McDonald’s, 2020)

There are two main sources of McDonald’s revenue , which include the sales from the company-operated stores and the fees from franchised stores. The new CEO of McDonald’s is Chris Kempczinski. The focus of the company leadership and top executives remains on maintaining ethical business operations. To ensure better performance and higher efficiency, the company is investing in technology. McDonald’s leadership has focused on growing collaboration across various functions to drive higher accountability and to ensure that the company can achieve superior growth. Digital technology is driving several changes across the company. The company has also grown its focus on digital across sales, marketing, customer service, HRM, and other areas to achieve higher operational efficiency.

McDonald’s Organizational Functions:

McDonald’s follows a divisional organizational structure. From marketing to sales, supply chain, restaurant operations, legal, finance, and HRM, the company’s operations are divided into various functional divisions (Pratap, 2020).

The marketing function at McDonald’s is responsible for activities that help the business churn demand and grow its sales worldwide. Marketing has always been a central focus area for McDonald’s . There is heavy competition in the fast-food industry. There are several major competitors of McDonald’s in the market like Burger King, Subway, and Wendy’s that offer similar products. Marketing is one of the most important functions of the organization. McDonald’s leading position in the industry is also a result of its focus on marketing. McDonald’s is a globally famous brand. The marketing personnel focuses on growing brand awareness and driving customer retention higher. They also work on creating and running campaigns through digital channels, Television, and social media.

Supplier Management:

Supplier management is also an important function at McDonald’s. It is critical for McDonald’s to focus on managing its supplier relationships so that the company can ensure a continuous supply of good quality raw materials. Apart from food and packaging, McDonald’s restaurants also source equipment and other inputs from thousands of independent suppliers. The focus of the supplier management function at McDonald’s is maintaining quality standards throughout the system. Apart from having quality centers around the world, the company has also established a Food Safety Advisory Council that looks after food safety concerns in the McDonald’s system.

Human Resources:

HRM is also a critical function at McDonald’s that ensures the employees are performing at their best. The company employed 205,000 people as of the end of 2019. The HRM function oversees employee recruitment, training, and other critical areas like performance management. Strategically managing its HR has enabled the company to grow its competitive advantage in the market. From store operations to other areas, the company has to ensure that its employees are performing at their best. This ensures superior organizational performance and customer experience.

Operations:

The company has divided its business on the basis of geographic segments. The US is the main geographic segment of McDonald’s. The international operations of the company are divided into two segments further. Apart from eight domestic McDonald’s subsidiaries, the company also has several international subsidiaries. The company operates its business mainly through franchisees. However, it also owns some company-operated stores that serve as a venue for operations training and innovation.

Store operations are also a critical function at McDonald’s. The employees working at McDonald’s restaurant stores play a critical role in ensuring higher customer satisfaction. These employees are trained to provide customer friendly service at the McDonald’s stores worldwide.

McDonald’s Organizational Structure :

McDonald’s follows a functional organizational structure that allows the company to run organizational operations efficiently. The organizations following a functional organizational structure categorize jobs and positions on the basis of similarity in functions like marketing, operations, HRM, finance, and supply chain management. While the organizational structure of McDonald’s is basically functional, it is a mix of regional and functional. The organization also runs its business on a geographical basis like global and regional operations. For example, Chris Kempczinski, who is the current President & CEO of McDonald’s used to be the President of McDonald’s US operations earlier.

Its operations are mainly divided into domestic and international segments. Joe Erlinger is the president of McDonald’s US operations and Ian Borden is the president of McDonald’s international operations (McDonald’s, 2020).

mcdonald's training and development case study

Image source: Pinterest.

Cross Functional Interaction and collaboration at McDonald’s:

Cross-functional collaboration has become necessary to maintain organizational growth momentum across all industry sectors. At McDonald’s, the leadership maintains a heavy focus on cross-functional collaboration. It helps the company achieve performance targets and organizational objectives. The company is focusing on digitalization to grow the level of collaboration across various functions. Technology has become a key driver of growth for fast food businesses, which have faced several difficulties maintaining their sales during the pandemic. Amidst a nationwide lockdown, fast food brands like McDonald’s made changes to their operating model to serve their customers in the United States. During the pandemic , the need for cross-functional collaboration grew even more highlighted.

In the past, the company has achieved success in several areas including customer engagement, sales growth, operational efficiency, and marketing through cross-functional collaboration. Seamless communication between the various functions at McDonald’s drives superior performance. It also drives super Return on Investment (ROI) in marketing for McDonald’s. The company has run several successful marketing campaigns in the past.

Marketing does not involve only the marketing or customer service functions . To achieve higher ROI, other functions like supply chain and HRM also have to get involved. Now, marketing is not the sole responsibility of the marketing function. It is now more of a cross-functional responsibility involving more departments like communications, operations, supply chain, sales, and customer service. Digital technology enables superior communication between various functions and allows project teams to communicate and collaborate on projects as well as receive feedback in real-time.

McDonald’s frequently launches special products in various local markets. To ensure that a product is a success, the company runs marketing campaigns. However, its success does not depend solely on marketing but product quality, customer service, and many more factors come into play that can make the product a success. For example, McDonald’s launched All day Breakfast in 2015. All Day Breakfast was crafted carefully to suit the needs of modern jobbers that worked in various shifts. McDonald’s believed the product was not going to be an instant success and there were significant risks involved as this product competed with existing offerings from McDonald’s. Making the new offering a success was not possible without a synergistic collaboration between marketing, sales, supply chain, and restaurant operations functions.

Launching a new product required McDonald’s to ready all these functions to beat the challenge. While the marketing, sales, and operation functions had a major challenge before them, the biggest challenge was before the supply chain function (McCorkle, 2017). The company wanted a flawless launch but there were several challenges like uncertain demand, the supply of critical raw materials, cooperation of franchisees, and so on. The marketing, sales and operations functions were ready to deal with the challenge. The marketing function was tasked with preparing ads, selecting the most influential channels, and cooperating with other functions like sales and operations to gather and analyze data for forecasting demand.

However, the most critical role was played by the supply chain function that had to ensure the cooperation of suppliers. If the company could not secure the supply of critical raw materials, it could have been forced to abort the ADB. There was not much time either since the company wanted to execute the plan early and the supply chain function had just a few months to inform the suppliers and secure their commitment to making ADB a success. Predicting demand required the supply chain function to collate data and present an integrated picture.

Digital technology played a critical role in making the plan a success. The supply chain function successfully collaborated with the other functions including operations, marketing, and sales allowing all these functions to work in tandem and ensure the success of the ADB launch. The marketing function selected the most suitable channels for promotion including television, social media, and digital promotions. The sales and operations functions also played a major role in the success of ADB. The launch of ADB was welcomed around the US by customers.

The collaboration between sales, operations, marketing, and supply chain functions ensured that the company gathered the necessary data and information to understand customer reactions. McDonald’s had also formed contingency plans if anything went wrong. However, data played a critical role in making its plan successful. The data being generated from all the channels including sales, marketing, supply chain, and others allowed the company to track the success of its plan and act in the event of a contingency. The digital marketing team at McDonald’s decided to make use of social media as the central promotional tool.

“Over the course of September 2015, the pre-launch of All Day Breakfast kicked off with 12,000 Tweets to McDonald’s customers. The announcement of the launch began with a Tweet to the first person who ever requested 24/7 breakfast on social media”
(Sprinklr, 2016).

While each function played a significant role in the success of ADB, the collaboration between them and their use of data and analytics were instrumental in making ADB a success.

Apart from the other things, communication played a role in determining the success of the campaign. Whether it was the communication between the supply chain function and the suppliers, cross functional communication among marketing, sales, supply chain and other functions or the marketing communication targeted at customers, all of them helped make the launch a success. Five years later, McDonald’s is still celebrating the success of ADB. It continues to reduce operational complexity in its system by adopting innovative communication channels that facilitate higher cross-functional collaboration and superior performance.

McDonald’s Organizational Culture:

For organizations of all sizes, culture is a fundamental driver of organizational performance and productivity. McDonald’s is a global fast-food brand. However, its global operations are driven by a central culture that focuses on customer service and customer satisfaction. Customer service is a basic tenet of McDonald’s organizational culture. Other major cultural values that dictate everyday performance at all levels of the organization include integrity and collaboration (McDonald’s, 2020). McDonald’s has differentiated its brand from other fast food businesses through a culture driven by positivity. Its culture promotes flexibility, opportunity, and development. These are some essential tenets of a modern culture that strives to deliver the highest customer satisfaction. They guide workplace behavior and key decisions throughout the organization (Pratap, 2020).

At McDonald’s, organizational culture is at the core of several things including the everyday performance of the employees at the frontline. McDonald’s stores around the world see heavy footfall most of the days during the year. Customer satisfaction depends on the performance of the McDonald’s employees working at the frontline inside the stores. It also depends on the teamwork between employees. The higher the level of teamwork, the better the level of service, and the higher is the resulting customer satisfaction. McDonald’s trains its employees to provide the best quality customer service and to work as a team. In reality, it translates into superior employee performance and lower work stress. The company also trains its employees to maintain a jolly environment inside stores so that customers can have a superior dining experience. In this way, organizational culture has a significant impact on customer experience at McDonald’s stores.

Another important area where the culture of an organization is a leading influence is marketing. Culture also plays an important role in shaping the image of McDonald’s as a fast-food brand around the world. Customer service is a central tenet of McDonald’s culture (McDonald’s Corporate, 2020). The customers’ perception of McDonald’s does not depend only on the quality of food it serves but also on the store environment and the level of service. Apart from a customer-friendly dining environment, McDonald’s also leverages its culture to create the perception of an innovative food brand. The company releases new twists now and then to engage its customers and tingle their taste buds. A customer-centric culture cares for the customers’ happiness. These factors grow demand as they help to attract, engage, and retain customers. The focus is on creating more happiness for both McDonald’s employees and customers. It offers a significant competitive advantage for the brand. Its customer-centric culture has resulted in stronger brand equity and superior returns on marketing investment.

Citations List:

McCorkle, K. C. (2017). McDonald’s All Day Breakfast Launch: The Strategic Value of McDonald’s Supply Chain . Purdue University. Retrieved October, 2020, from https://agribusiness.purdue.edu/wp-content/uploads/2019/08/1-mcdonald-s-case-study-cs6-2.pdf

McDonald’s. (2020). McDonald’s Leadership .

McDonald’s. (2020, January 29). McDonald’s Reports Fourth Quarter And Full Year 2019 Results And Quarterly Cash Dividend . McDonald’s Company News.

McDonald’s. (2020). What is McDonald’s culture like? McDonald’s. Retrieved 2020, from

McDonald’s Corporate. (2020). Our Values . McDonald’s Corporate. Retrieved 2020, from

Pratap, A. (2020). McDonald’s Business Model . Cheshnotes. https://cheshnotes.com/mcdonalds-business-model/

Pratap, A. (2020, April). Organizational culture and why it matters. Cheshnotes. Retrieved 2020, from https://cheshnotes.com/organizational-culture-and-why-it-matters/

Sprinklr. (2016). Why you’re still lovin it . Sprinklr. Retrieved 2020, from https://blog.sprinklr.com/wp-content/uploads/2016/08/20160824_CS_EN_McDonalds_Customer-First-Case-Study_V01.pdf

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COMPARATIVE ANALYSIS OF TRAINING AND DEVELOPMENT PRACTICES IN FAST FOOD SEGMENT -MCDONALDS AND KFC

Profile image of Dr.(Prof.) Kiran S Kakade

2018, International Journal of Advance and Innovative Research Volume 5, Issue 3 (V): July - September

Human resource is the core asset of any organization and its training and development will mutually benefits to organization and individual to achieve its mutual goals. So every modern management has to develop the organization through human resource development. Employee training and development is important subsystem of human resource development. Employee training and development is important function for human resource management. The objective of this research paper is to study the theoretical aspects of training and development process as well as to understand the practical aspects with the help of case study on training process within McDonalds and KFC. The McDonalds and KFC both are the leading organizations in the fast food segment. The process of training and Development at McDonalds and KFC has been studied in the report. Food segment is one of the growing segments in India. Technology keeps on changing and therefore the investment in training and the training methods is expected to increase and change at a very rapid rate in this segment to meet the international standards. Considering all these factors, it was interesting to understand how the leading companies in the fast food segment views training and how they design their training programs. After studying the training and development process of KFC and McDonalds, analysis is made on the basis of certain parameters as to which company's training and development practices is better than the other on those same parameters. Also a few recommendations have been made for the other to become competitive like the first one.

Related Papers

Supriya Mahajan

This case study is about the McDonald‟s Training and Development and how the company achieve competitive advantage through training and development. Training and development is one of the important concepts of HRM. There is lots of concept in HRM like Recruitment, Selection, Performance appraisal but this case study basically focus on training and development concept. In this case study we are not comparing McDonald‟s Training and Development with their competitors like Burger King, Subway, Pizza Hut, Domino‟s, KFC. The main focus of this case study is to know how McDonald‟s achieve competitive advantage through their training and development process.

mcdonald's training and development case study

Ajith Sundaram

The trends in Human Resource Management practices throughout the world are changing dynamically. Nowadays, employers are more concerned about employee's retention and controlled employees' turnover than cost cut off. The need of employee's retention has encouraged the employers to pay attention towards employee's development through training in order to keep them motivated. The core purpose of involvement in training and employee's motivation is to improve employee's performance resulting in enhanced organization's performance. (Flippo, 1993) defined the word training as " an act that involves growing the knowledge and skill level of an employee in order to perform a specific job ". (Armstrong, 2006) " Training is a procedure of improving the knowledge attitude and skill of employees to attain organization's objectives. It is merely through a systematic course of training in which essential professional knowledge is conveyed, skills are developed and attitudes adjusted to the work situation ". (Flippo, 1993) intense that training is not a choice for any organization that it may skip or keep rather it's an essential requirement. The only o ption that an organization has is to choose the method to be acquired for training of its employees that also depends on the training subject. Training has a vital role in bridging the gap that exists between knowledge and skills required for the job and employee's own calibre. In the absence of planned and systematic training, employees learn their job either with the help of trial and error through observation. These methods cost additional time and energy, thus increasing the cost of training increases too. Still, there is no assurance that the employee will learn properly. This is in this regard that training is essential for effective learning at reasonable cost. (Lettmayr et al., 2008) describes the term development as future oriented, volunteer activity of an employee to enhance his abilities and skills in long run. Development is a long run educational procedure emphasizes on a systematic and organized method through which managerial personnel acquire conceptual and theoretical knowledge. It is intended for the in general development of managers to assemble their long run requirements. Thus, development tends to be an initiative that is intentional and comes from the employee himself. (Boyett, 1997) Indian retail sector is passing through massive changes due to advancement in science and technology and competition from private sector. India has nearly one-sixth of the world's population. This over abundant human resource needs to be converted to asset. This is possible only through proper training and development. The former Prime Minister Rajiv Gandhi rightly sensed this need and had established a separate Ministry for Human Resource Development in 1985. He stressed on the development of human resources and because of his initiatives, training had taken a front seat in the national economy. Later on, most of the PSEs realized the need and importance of training their employees for better and improved results. The human resource development approach is essential in order to have the optimum utilization of manpower for the benefit of both, the employees and the organization. (Fryer, Antony, & Ogden, 2009) (Ratto & Burgess, 2003) After opening up of the economy, there has been tremendous amount of pressure on the retail to increase productivity of their employees on one hand and reduce surplus manpower on the other. The biggest challenge in VRS is to safeguard talent drain. Talented employees see this as an opportunity and are moving away from PSEs in search of high paid jobs in private and multinational companies, which lead to scarcity of trained manpower. On the one side they get lump sum compensation package by opting for VRS and on the other side they will be attracted by MNCs and other private sector enterprises. Nearly 40% of the employees in Reliance Petroleum were drawn from the public sector. (Woźniak & Dobosz, 2003) This again emphasizes the need and importance of training and employee retention (Mulgan & Albury, 2003) Research conducted by TVRLS on VRS also proves that good outside opportunity is one of the important reasons for employees opting for VRS. (Dey, Government of India promoted retail to fulfill the social objectives since the time of the first Prime Minister Jawaharlal Nehru. (Kaula, 2003) As a result, reservation for socially and educationally weaker sections of the society was introduced in public sector jobs. The government has banned de-reservation of vacancies meant for the reserved categories since 1989 and reservation for other backward classes was introduced in 1993.

Pavan Nouduri

Training has become a major growth industry in recent years. Every organization needs to have well trained and experienced people to perform the activities that have to be done .In rapidly changing society employee training is not only an activity that is desirable but also an activity that an organization must commit resources to ,if it is to maintain a viable and knowledge workforce. Planned development training programme will return values to the organization in terms of increased productivity, heightened morale, reduced costs and greater organizational stability and flexibility to adapt to changing external requirements. Such programmes and assignments that can add up to lifelong careers. Training is a learning experience which seeks a relatively permanent change in an individual that will improve his or her ability to perform the job. We typically say training can involve the changing of skills, knowledge, attitudes or social behavior. It may mean changing what employees know, how they work or their interactions with their co-workers or their supervisors. Training is the systematic development of the knowledge, skills and attitudes required by an individual to perform adequately a given task or jobs. Training can involve learning of various kinds and in various situations i.e. on the job, off the job, in the company or outside the company. It can involve the use of many techniques like demonstration, 154 subordinates, superiors, In this organization maximum no of employees are agree with the management considering their ideas and suggestions on some occasions only, In this organization maximum no of employees are satisfied with the recognition they get from their work, In this organization training program's will help the employees in achieving both individual goals and organization goals, In NTPC training programs are conducted depend on requirement also, In this organization maximum no of employees are satisfied with the training program conducted by NTPC, Employers are gained knowledge at work place after attending the training Program, In this organization training programs will help the new comers in order to get, Accustomed to the organization culture, In the organization the training boost up the self morale and discipline at, Work Place, For new joiners in organizations training method are conducted like coaching's and besides orientation programs, According to NTPC training policy, training target of 7 man days of training but they are selecting employees randomly, as such some of the employees are not able to cover training 7 man days, Employees are not at all satisfied with training need analysis (TNA), In NTPC employees are not satisfied with skill based training programmes, In NTPC for new joiners does not have an induction programmes. Many researches refer that brand image and word of mouth both influence customers' perceived quality and perceived risk, and therefore further affects their purchase intention. However, seldom researches mention the interaction between brand image and word of mouth. Besides.

Venkata Sandeep

Bharath Kumar

isara solutions

Interal Res journa Managt Sci Tech

The employees are considered as a highly mobile and dynamic factor for any organization and the performance of the employees are affected by their state of mind. Training and development has great impact on the employees which help them to improve their attitude, knowledge and skills which in turn boost their morale and consequently the productivity. The present work could analyzed the effectiveness of training and development programme of the organization, Dinesh foods, Kannur and could assess that the organization followed an effective training programme to its employees which helped them to perform their tasks efficiently. More than 80% of the employees were found satisfied with the existing on job training programme of the company. According to them, training and development programmes helped them to reduce the absenteeism by increasing job satisfaction, morale and performance level. It was also suggested that training helped them to improve the personality development of employees to some extent. The Spearman’s rank correlation analysis established that there was strong positive correlation between effectiveness of trainers of the present training programmes and the personality development of the employees of the organization Similarly, strong positive correlation was established between satisfaction level of employees with existing training programme and improvements in productivity and efficiency of the company. The Chi square analysis revealed that there existed no significant association between gender of the employees and satisfaction level of training programme. Based on the study , some strategic measures were also suggested for the further development of the organization.

International Journal of Human Resource Studies

nur hazirah

In Malaysia so many enterprise implement various training program to enhance their employees by working performance. But as overall view, the training environment still exist shortages in enterprise today, for instance, lack of knowledge of training, resources, trainer etc..Employee training has been a matter of concern and attention by many business fields nowadays. Organizations realize that employee training is an essential element to increase efficiency of job performance and keep their business running, as competition are getting more intense. Training is the process of providing employees with specific skills or helping them correct deficiencies in their performance (David, 2010).This study, combining theoretical and empirical research, trying to find factors that affect employee training and its impact in acting human resource practices thereby laying the theoretical foundation for the future research about survey on the employee training, also provide a good reference. There...

Indus Foundation International Journals UGC Approved

Training of an employee is very crucial as it bridges the gap between the existing capabilities of the employees and what the organisation desires from the employees. Without training an employee would be unable to perform effectively and efficiently which can become an issue for the organisation, as the employees of the organisation is not performing according to the standards of the organisation. If proper training is given to the employees then they can perform effectively and efficiently as they would know what is expected from them. This study is done on training and employee to study the relationship between training and employee performance. The study mainly focuses on Service Sector. Convenient sampling method was used for data collection. Data was collected from Delhi/NCR Region. Regression analysis was used to test the hypothesis. Result of this study shows a positive relationship between training and employee performance.

International Tourism and Hospitality in the Digital Age

ANKUSH AMBARDAR

This chapter aims to identify, investigate and report the importance and usage of training and development practices in food and beverage outlets operating in the region of Chandigarh, India. Based on a survey of 55 food and beverage outlets and their perceptions on training and development practices were assessed by 22 training and development practices and 3 demographic variables. To identify the importance and usage of these practices, descriptive static was incorporated. The study provides a strong indication that there are significant differences on usage and importance of training and development practices in food and beverage outlets in Chandigarh. The study is an attempt to add information to the very little empirical knowledge available referring to the training and development practices in food and beverage industry.

IAEME PUBLICATIOIN

IAEME Publication

Organisation’s primary focus after recruiting talent employees is to retain them. But in today’s competitive environment, organisation is struggling hard to design a suitable strategy that could improve the retention rate and pulls the turnover rate downward. One such suitable strategy an organisation could be considered of improving employee’s skills by providing training. The purpose of this paper is to examine the relationship between the training and development on employee retention and ascertain the extent of influence of training and development on employee retention. The study was carried out by using descriptive research design and adopted stratified random sampling method to collect data. Results suggest that there is a relationship between training and development on employee retention and training has an impact on employee retention

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McDonald's Corporation: The World's Leading Fast Food Chain [Case Study]

Devashish Shrivastava

Devashish Shrivastava , Anik Banerjee

McDonald's Corporation is an American fast-food organization established in 1940 as a café by Richard and Maurice McDonald, in San Bernardino, California, United States. They rechristened their business as a burger stand and later transformed the organization into an establishment; the Golden Arches logo being presented in 1953 at an area in Phoenix, Arizona.

Ray Kroc, a businessperson, joined the organization as an established operator in 1955 and continued to buy the chain from the McDonald's siblings. McDonald's had its base camp in Oak Brook, Illinois, and moved its worldwide base camp to Chicago in mid-2018.

McDonald's is worth $185+ bn today. It is the world's biggest eatery network by revenue. It was last registered to be serving 69+ million customers each day in more than 120 countries across over 39,000 outlets.

Although McDonald's is best known for its burgers, cheeseburgers, and french fries, its menu also includes chicken items, breakfast things, sodas, milkshakes, wraps, and sweets. In light of changing buyer tastes and a negative backfire on account of the wretchedness of its food, the organization has added mixed greens, fish, smoothies, and natural products to its offerings.

McDonald's Corporation's income originates from leases and charges paid by the franchisees. According to two reports distributed in 2018, McDonald's is the world's second-biggest private manager with 1.7 million representatives (behind Walmart with 2.3 million workers).

Here's bringing you the McDonald's company profile that will present to you McDonald's company overview, when was McDonald's founded, McDonald's growth over the years, about McDonald's, McDonald's owner name, founder of McDonald's corporation, McDonald's history and background, McDonald's case study marketing, and more.

McDonald's - Company Highlights

McDonald's - Startup Story and History McDonald's - Mascot/Logo McDonald's - Business Model And Market Strategy McDonald's - Target And Mission McDonald's - Growth McDonald's - Restaurants And Services McDonald's - Future

McDonald's - Startup Story and History

Richard and Maurice McDonald in 1940, opened the primary McDonald's at 1398 North E Street at West fourteenth Street in San Bernardino, California; however, it was not the McDonald's you know today. Ray Kroc made changes to the siblings' business and modernized it.

MacDonald's Founders - Richard McDonald, Maurice McDonald and Ray Kroc (From Left to Right)

The siblings presented the "Speedee Service System" in 1948 by extending the standards of cutting-edge drive-thru eatery that their antecedent White Castle had tried over two decades earlier. McDonald's emerged with a delivery model where it made its food on a supply belt and delivered it within 2 minutes.

It looked like a fantastic and impossible eatery that had:

• Only burgers, fries, and shakes on the menu • No plates or waiters to serve the customers

However, when Ray Kroc came, he was astonished by the never-ending waiting lines that were there waiting for their orders from McDonald's.

Kroc was then 50 already and was selling milkshake mixers door to door. Ray Kroc had earlier tried his hand in many things but never had attained success in his whole life. He already worked as a musical director, pianist, and had also worked as a real estate guy, in the paper cup industry, and as a seller of kitchen appliances, but he couldn't hold on to one thing among them all. Thus, Kroc was a person who lived from paycheck to paycheck.

Kroc came to McDonald's to deliver an absurd order of 8 milkshake mixers for just one area. He wondered "why would someone want to make 40 milkshakes at a time?" This is why he drove to California, at McDonald's to see the place himself.

Seeing the huge demand for McDonald's burgers, fries, and shakes, Kroc sensed a huge opportunity. He soon pushed the founders of the store to embrace a franchise model. The McDonald's brothers who owned the business, were living a comfortable life then, getting rich by the day, and buying Cadillacs as they filled their pockets. They didn't have vision nor they were eager to expand. However, Ray convinced them and rushed to work, as soon as he did that.

He assumed the role by taking 2 major steps back to back:

  • Mortgaging his house when he was already 52
  • Opening 18 new outlets in the very first year

This has helped the company scale big time, and McDonald's now boasts of:

  • Serving 2.3+ billion burgers a year
  • Serving 39,000+ restaurants across more than 120 countries
  • Being the 4th largest employer in the world
  • Being the largest toy distributor in the world

Though it was Ray's idea and the expansion was promising, the McDonald's brothers made an unfair deal with him. Kroc was allowed only 2% of the profits. McDonald's being to scale aggressively but the founders of McDonald's wasn't really happy with Ray and his scaling. This is why Ray borrowed and bought them out for $2.7 mn, thereby becoming the 100% owner of McDonald's.

The organization attributes its success to Ray Kroc. Kroc later bought the McDonald siblings' value in the organization and was responsible for McDonald's overall reach. He was seen as a forceful colleague, driving the McDonald siblings out of the business. Kroc and the McDonald's siblings battled for control of the business, as recorded in Kroc's life account.

Ray Kroc

The San Bernardino eatery was torn down (1971, as indicated by Juan Pollo) and the site was offered to the Juan Pollo chain in 1976. This zone currently fills in as central command for the Juan Pollo chain, and a McDonald's and Route 66 museum.

With the development of McDonald's into numerous universal markets, the organization has turned into an image of globalization and the American lifestyle. Its unmistakable quality has additionally made it a regular point of open discussions about heftiness, corporate morals , and shopper obligation.

McDonald's - Mascot/Logo

The first mascot of McDonald's was a cooking cap over a burger who was alluded to as "Speedee" . In 1962, the Golden Arches supplanted Speedee as the all-inclusive mascot. The image of jokester Ronald McDonald was presented in 1965. Ronald McDonald showed up to promote amongst children.

First mascot of McDonald's

On May 4, 1961, McDonald's initially petitioned for a U.S. trademark on the name "McDonald's" with the portrayal "Drive-In Restaurant Services". By September 13, McDonald's, under the direction of Ray Kroc, petitioned for a trademark on another logo—a covering, twofold curved "M" image.

McDonald's Logo

Before the twofold curves, McDonald's used a solitary curve for the design of its structures. Even though the "Brilliant Arches" logo showed up in different structures , the present form was not utilized until November 18, 1968, when the organization was given a U.S. trademark.

McDonald's - Business Model And Market Strategy

The business and revenue model of McDonald's includes almost 37000 outlets which spread to more than 120 nations. Today, McDonald's is the biggest eatery network on the planet in terms of income.

Initially launched as a Drive-In Hamburger Bar, the idea was advanced in 1940 by The McDonald Brothers, Richard James (Dick), and Maurice James (Mac) McDonald. It was after the presentation of the Speedee Service System with shakes, fries, and burgers costing as low as 15 pennies that the McDonald Brothers started the establishment of McDonald's Hamburgers.

First McDonald's

In 1954, Ray Kroc turned into the establishment operator of the McDonald Brothers. The main McDonald's eatery was opened by Kroc in 1955 in Des Plaines, Illinois, USA. It was in the year 1961 that the rights to the eating joint of the kin were obtained by McDonald's for a powerful total of $2.7 million.

You may likewise be astonished to realize that when the first McDonald's eatery opened, the extremely well-known McD french fries were eaten with no ketchup! The revenue model of McDonald's, the world's quickest developing food chain, is an interesting one.

McDonald's - Target And Mission

McDonald's endeavours hard to be its clients' "most loved spot and approach to eating". McDonald's plan of action is fixated on the ground-breaking strategy "Plan To Win", which is placed into requests around the world.

With the mission of "Quality, Service, Cleanliness, and Value", McDonald's has clung to each of these characteristics. Client experience is improved by the selection of five fundamentals: people, products, place, price, and promotion.

Additionally, McDonald's plans to give high-review nourishment, at effectively reasonable costs to individuals over the globe. The deals at McDonald's are furrowed through an efficient deals channel which guarantees remarkable consumer loyalty on all occasions.

Astounding Vision

When Ray Kroc opened the Original McDonald's in Illinois, he had a dream of expanding the franchise across the globe with more than 1000 outlets in the States itself. Remaining consistent with its guarantee, McDonald's widened its worldwide handle by opening joints outside the US as early as 1967.

The first international outlets were opened in Canada and Peurto Rico. By January 2018, McDonald's was situated in 120 nations and had about 37200 cafés with 1.9 million workers. It was serving more than 69 million individuals every day. At one point in time, McDonald's was opening a new outlet every 14.5 hours!

Significant Growth Strategy

McDonald's has clutched a promising development technique to serve customers and spread its wings. The presentation of the "Speed Growth Plan" in March 2017 enhanced the development of the business.

McDonald's development system depends on retaining, regaining, and converting. McDonald's strives to hold on to its old clients, recapture the lost trust, and convert easygoing clients into ordinary ones.

What's more, it has additionally embraced three quickening agents: digital, food delivery, and experience of things to control its monstrous development. It keeps on reshaping cooperation with clients and raising the level of consumer loyalty and experience through innovation and human endeavours.

Decent Variety

Monetarily, McDonald's has affected the world more significant manner than some other organizations. McDonald's adheres to the conviction "Decent variety is Inclusion" and doesn't leave a solitary opportunity to make each person from every network feel regarded. Its suggestion of "Decent variety is Inclusion" has affirmed its situation at the top position.

The McDonald's way of life revolves around the following: customer-obsessed, better together, and committed to lead. These coupled with its conviction has caused the fast-food chain to exceed expectations in the field of business enterprise and showcasing.

McDonaldization

McDonald's can appropriately be named as one of the best organizations to be involved in the worldwide system. The worldwide broadening of the McDonald's is regularly alluded to as "McDonaldization." Its accomplishment in more than 120 nations can be credited to its hierarchical structure.

The hierarchical structure of McDonald's mulls over expanding localization, and in this way, the entire plan of action of McDonald's is normally redone thinking about the mass intrigue in different nations.

Fruitful Acquisitions

The McDonald's Corporation Mergers and Acquisitions (M&A) have, since its inception, entertained itself with cautious acquisitions. Donato's Pizza which is a Midwestern chain of 143 eateries was obtained by McDonald's on 6 May 1999. Aside from securing Donato's, it acquired the Boston Market on 18 May 2000. Boston Market is a drive-through eatery chain that essentially focuses on home-style sustenance.

Supporting Employees

McDonald's doesn't, in any capacity, hamper the development of its workers. It bolsters its representatives in every possible way and empowers them to set up business systems.

At McDonald's, the work environment is brimming with positivity, connections are advanced, professional openings are supported, and business development is sustained.

Coaches, good examples, and backers are accessible at all times to direct the employees on successful initiatives, professional procedures, and prosperous business.

Engagement Of Community And Education

Aside from being one of the best good-quality fast food options, McDonald's investigates every possibility to endeavour for the network it serves. It effectively takes part in network administration and continues to have a critical effect on assorted networks.

The Global Diversity, Inclusion, and Community Engagement Team alongside its key accomplices have fabricated cherished relations with different network-based associations. McDonald's Hamburger University readies its workforce to maintain the multi-billion dollar business and worldwide initiative improvement programs.

McDonald's - Growth

McDonald's eateries are found in 120 nations and serve 69 million customers each day. McDonald's operates 39,000 restaurants/cafés around the world, utilizing more than 210,000 individuals as part of the arrangement. They help operate 2,770 organization possessed areas and 35,085 diversified areas, which incorporates 21,685 areas diversified to regular franchisees, 7,225 areas authorized to formative licensees, and 6,175 areas authorized to remote affiliates.

Concentrating on its centre image, McDonald's started stripping itself of different chains it had gained during the 1990s. The organization possessed a large stake in Chipotle Mexican Grill until October 2006 when McDonald's was completely stripped from Chipotle through a stock exchange .

Until December 2003, it likewise claimed Donatos Pizza, and it claimed a little portion of Aroma Café from 1999 to 2001. On August 27, 2007, McDonald's sold Boston Market to Sun Capital Partners.

Outstandingly, McDonald's has expanded investor profits for 25 back-to-back years, making it one of the S&P 500 Dividend Aristocrats. The organization is positioned 131st on the Fortune 500 of the biggest United States companies by revenue.

In October 2012, its month-to-month deals fell without precedent for nine years. In 2014, its quarterly deals fell without precedent for a long time, when its deals last dropped for the whole of 1997.

In the United States, McDonald's accounts for 70% of sales in drive-throughs. McDonald's shut down 184 eateries in the United States in 2015, which was 59 more than what they wanted to open.

Mcdonald's Drive-Thru

Starting in 2017, the income was roughly $22.82 billion. The brand estimation of McDonald's is more than $88 billion; outperforming Starbucks with a brand estimation of $43 billion. The total compensation of the organization in 2017 was $5.2 billion; this worth saw an ascent of about 11% from the previous year.

McDonald's is, without a doubt, the quickest developing drive-thru eatery chain on the planet. In 2018, McDonald's developed as the most profitable inexpensive food chain with a brand worth nearing $126.04 billion. Also, the all-out resources of McDonald's were almost $33.8 billion.

The world's quickest developing cheap fast food chain partitions its market into four unique areas: U.S., International Lead Markets, High Growth Markets, and Foundational Markets and Corporate.

According to the report set forth by the organization in the year 2017, the market in the U.S. created the biggest measure of income at $8 billion. The International Leads Markets which includes Australia, Canada, France, Germany, and the U.K. created an income of $7.3 billion.

The High Growth Markets which incorporate China, Italy, Korea, Poland, Russia, Spain, Switzerland, the Netherlands, and comparative brought in about $5.5 billion in revenue.

The Foundational Markets and Corporate incorporate the rest of the business sectors. Furthermore, it additionally incorporates a wide range of corporate exercises. The income created by this section of the market represented roughly $1.9 billion.

mcdonald's training and development case study

McDonald's - Restaurants And Services

In certain nations, "McDrive" areas close to roadways offer no counter administration or seating. interestingly, areas in high-thickness city neighbourhoods frequently preclude pass-through service. There are likewise a couple of areas, found for the most part in the downtown locale, that offer a "Walk-Thru" administration instead of a Drive-Thru.

McCafé is a bistro-style backup to McDonald's cafés and is an idea conceived by McDonald's Australia (likewise known, and promoted, as "Macca's" in Australia), beginning with Melbourne in 1993. As of 2016, most McDonald's outlets in Australia have McCafés situated inside the current McDonald's eatery.

McCafe

In Tasmania, there are McCafés in each eatery, with the rest of the states rapidly following suit. After moving up to the new McCafé look and feel, some Australian eateries have seen up to a 60% expansion in deals. There were more than 600 McCafés around the world some time back.

Create Your Taste

From 2015–2016, McDonald's attempted another gourmet burger administration and eatery idea dependent on other gourmet cafés, for example, Shake Shack and Grill'd. It was taken off without precedent for Australia in early 2015 and extended to China, Hong Kong, Singapore, Saudi Arabia, and New Zealand with progressing preliminaries in the US showcase.

McDonald's Create Your Taste

In committed "Make Your Taste" (CYT) booths, clients could pick all fixings including a kind of bun and meat alongside discretionary additional items. In late 2015, the Australian CYT administration presented CYT servings of mixed greens.

After an individual had requested, McDonald's prompted that hold up times were between 10–15 minutes. At the point when the nourishment was prepared, the prepared group ('has') carried the sustenance to the client's table.

Rather than McDonald's typical cardboard and plastic bundling, CYT nourishment was exhibited on wooden sheets, fries in wire bushels, and servings of mixed greens in china bowls with metal cutlery. A more expensive rate connected. In November 2016, Create Your Taste was supplanted by a "Mark Crafted Recipes" program intended to be increasingly proficient and less expensive.

McDonald's Happy Day

McHappy Day is a yearly occasion at McDonald's during which a portion of the day's deals goes to philanthropy. The collections on this day go to Ronald McDonald House Charities.

In 2007, it was celebrated in 17 nations: Argentina, Australia, Austria, Brazil, Canada, England, Finland, France, Guatemala, Hungary, Ireland, New Zealand, Norway, Sweden, Switzerland, the United States, and Uruguay. As indicated by the Australian McHappy Day site, McHappy Day brought $20.4 million up in 2009. The objective for 2010 was $20.8 million.

McDonald's Monopoly Donation

In 1995, St. Jude Children's Research Hospital got a mysterious letter stamped in Dallas, Texas, containing a $1 million winnings McDonald's Monopoly game piece. McDonald's authorities went to the medical clinic, joined by a delegate from the bookkeeping firm Arthur Andersen, inspected the card under a diamond setter's eyepiece, took care of it with plastic gloves, and checked it as a winner.

McDonald's Monopoly

Although game guidelines disallowed the exchange of prizes, McDonald's deferred the standard and made the yearly $50,000 annuity instalments for the full 20-year time frame through 2014, even in the wake of discovering that the piece was sent by an individual associated with a theft plan meant to cheat McDonald's.

McRefugees are destitute individuals in Hong Kong, Japan, and China who utilize McDonald's 24-hour cafés as transitory lodging. One out of five of Hong Kong's populace lives underneath the destitution line. The ascent of McRefugees was first archived by picture taker Suraj Katra in 2013.

McDonald's For Refugees

McDonald's - Future

The reported objective is to source all visitor bundling from inexhaustible, reused, or ensured sources, reuse visitor bundling in 100% of eateries, and overcome framework challenges by 2025.

McDonald's turned into the principal eatery organization on the planet to set an endorsed Science-Based Target to lessen ozone-depleting substance emanations. It also joined the "We Are Still In Leader's Circle", driving activity to relieve environmental change.

McDonald's USA completed five years as the sole worldwide café organization to serve MSC-ensured fish in each U.S. area. It united with Closed Loop Partners to build up a worldwide recyclable and additionally compostable cup arrangement through the NextGen Cup Challenge and Consortium. Official pioneers called for atmosphere activity and offered arrangements at the primary Global Climate Action Summit (GCAS).

McDonald's co-facilitated the "Way to Greenbuild" occasion with Illinois Green Alliance at its new worldwide home office. The structure, a collaboration among Sterling Bay, McDonald's, and Gensler Chicago, got USGBC LEED Platinum accreditation.

McDonald's is establishing the tone for other inexpensive food organizations to pursue. Given the present want by numerous buyers to spend cash on organizations that are doing great on the planet, where McDonald's leads, others will pursue.

mcdonald's training and development case study

Who is the founder of McDonald's?

McDonald's was founded by Richard McDonald and Maurice McDonald on 15 April 1955 in California, United States.

Who is the CEO of Mcdonald's?

Chris Kempczinski is the CEO of Mcdonald's since Nov 2019.

Who is the owner of McDonald's in India?

In India, McDonald's is a joint-venture company managed by two Indians- Amit Jatia (M.D. Hardcastle Restaurants Private Ltd) and Vikram Bakshi ( Connaught Plaza Restaurants Private Ltd).

When was the fast-food chain McDonald's founded?

Mcdonald's was founded in 1940 in San Bernardino, California.

How much does a Mcdonald's franchise owner make?

An average Mcdonald's franchise generates $150,000 annually.

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College of Nursing

Driving change: a case study of a dnp leader in residence program in a gerontological center of excellence.

View as pdf A later version of this article appeared in Nurse Leader , Volume 21, Issue 6 , December 2023 . 

The American Association of Colleges of Nursing (AACN) published the Essentials of Doctoral Education for Advanced Practice Nursing in 2004 identifying the essential curriculum needed for preparing advanced practice nurse leaders to effectively assess organizations, identify systemic issues, and facilitate organizational changes. 1 In 2021, AACN updated the curriculum by issuing The Essentials: Core Competencies for Professional Nursing Education to guide the development of competency-based education for nursing students. 1 In addition to AACN’s competency-based approach to curriculum, in 2015 the American Organization of Nurse Leaders (AONL) released Nurse Leader Core Competencies (updated in 2023) to help provide a competency based model to follow in developing nurse leaders. 2

Despite AACN and AONL competency-based curriculum and model, it is still common for nurse leaders to be promoted to management positions based solely on their work experience or exceptional clinical skills, rather than demonstration of management and leadership competencies. 3 The importance of identifying, training, and assessing executive leaders through formal leadership development programs, within supportive organizational cultures has been discussed by national leaders. As well as the need for nurturing emerging leaders through fostering interprofessional collaboration, mentorship, and continuous development of leadership skills has been identified. 4 As Doctor of Nursing Practice (DNP) nurse leaders assume executive roles within healthcare organizations, they play a vital role within complex systems. Demonstration of leadership competence and participation in formal leadership development programs has become imperative for their success. However, models of competency-based executive leadership development programs can be hard to find, particularly programs outside of health care systems.

The implementation of a DNP Leader in Residence program, such as the one designed for The Barbara and Richard Csomay Center for Gerontological Excellence, addresses many of the challenges facing new DNP leaders and ensures mastery of executive leadership competencies and readiness to practice through exposure to varied experiences and close mentoring. The Csomay Center , based at The University of Iowa, was established in 2000 as one of the five original Hartford Centers of Geriatric Nursing Excellence in the country. Later funding by the Csomay family established an endowment that supports the Center's ongoing work. The current Csomay Center strategic plan and mission aims to develop future healthcare leaders while promoting optimal aging and quality of life for older adults. The Csomay Center Director created the innovative DNP Leader in Residence program to foster the growth of future nurse leaders in non-healthcare systems. The purpose of this paper is to present a case study of the development and implementation of the Leader in Residence program, followed by suggested evaluation strategies, and discussion of future innovation of leadership opportunities in non-traditional health care settings.

Development of the DNP Leader in Residence Program

The Plan-Do-Study-Act (PDSA) cycle has garnered substantial recognition as a valuable tool for fostering development and driving improvement initiatives. 5 The PDSA cycle can function as an independent methodology and as an integral component of broader quality enhancement approaches with notable efficacy in its ability to facilitate the rapid creation, testing, and evaluation of transformative interventions within healthcare. 6 Consequently, the PDSA cycle model was deemed fitting to guide the development and implementation of the DNP Leader in Residence Program at the Csomay Center.

PDSA Cycle: Plan

Existing resources. The DNP Health Systems: Administration/Executive Leadership Program offered by the University of Iowa is comprised of comprehensive nursing administration and leadership curriculum, led by distinguished faculty composed of national leaders in the realms of innovation, health policy, leadership, clinical education, and evidence-based practice. The curriculum is designed to cultivate the next generation of nursing executive leaders, with emphasis on personalized career planning and tailored practicum placements. The DNP Health Systems: Administration/Executive Leadership curriculum includes a range of courses focused on leadership and management with diverse topics such as policy an law, infrastructure and informatics, finance and economics, marketing and communication, quality and safety, evidence-based practice, and social determinants of health. The curriculum is complemented by an extensive practicum component and culminates in a DNP project with additional hours of practicum.

New program. The DNP Leader in Residence program at the Csomay Center is designed to encompass communication and relationship building, systems thinking, change management, transformation and innovation, knowledge of clinical principles in the community, professionalism, and business skills including financial, strategic, and human resource management. The program fully immerses students in the objectives of the DNP Health Systems: Administration/Executive Leadership curriculum and enables them to progressively demonstrate competencies outlined by AONL. The Leader in Residence program also includes career development coaching, reflective practice, and personal and professional accountability. The program is integrated throughout the entire duration of the Leader in Residence’s coursework, fulfilling the required practicum hours for both the DNP coursework and DNP project.

The DNP Leader in Residence program begins with the first semester of practicum being focused on completing an onboarding process to the Center including understanding the center's strategic plan, mission, vision, and history. Onboarding for the Leader in Residence provides access to all relevant Center information and resources and integration into the leadership team, community partnerships, and other University of Iowa College of Nursing Centers associated with the Csomay Center. During this first semester, observation and identification of the Csomay Center Director's various roles including being a leader, manager, innovator, socializer, and mentor is facilitated. In collaboration with the Center Director (a faculty position) and Center Coordinator (a staff position), specific competencies to be measured and mastered along with learning opportunities desired throughout the program are established to ensure a well-planned and thorough immersion experience.

Following the initial semester of practicum, the Leader in Residence has weekly check-ins with the Center Director and Center Coordinator to continue to identify learning opportunities and progression through executive leadership competencies to enrich the experience. The Leader in Residence also undertakes an administrative project for the Center this semester, while concurrently continuing observations of the Center Director's activities in local, regional, and national executive leadership settings. The student has ongoing participation and advancement in executive leadership roles and activities throughout the practicum, creating a well-prepared future nurse executive leader.

After completing practicum hours related to the Health Systems: Administration/Executive Leadership coursework, the Leader in Residence engages in dedicated residency hours to continue to experience domains within nursing leadership competencies like communication, professionalism, and relationship building. During residency hours, time is spent with the completion of a small quality improvement project for the Csomay Center, along with any other administrative projects identified by the Center Director and Center Coordinator. The Leader in Residence is fully integrated into the Csomay Center's Leadership Team during this phase, assisting the Center Coordinator in creating agendas and leading meetings. Additional participation includes active involvement in community engagement activities and presenting at or attending a national conference as a representative of the Csomay Center. The Leader in Residence must mentor a master’s in nursing student during the final year of the DNP Residency.

Implementation of the DNP Leader in Residence Program

PDSA Cycle: Do

Immersive experience. In this case study, the DNP Leader in Residence was fully immersed in a wide range of center activities, providing valuable opportunities to engage in administrative projects and observe executive leadership roles and skills during practicum hours spent at the Csomay Center. Throughout the program, the Leader in Residence observed and learned from multidisciplinary leaders at the national, regional, and university levels who engaged with the Center. By shadowing the Csomay Center Director, the Leader in Residence had the opportunity to observe executive leadership objectives such as fostering innovation, facilitating multidisciplinary collaboration, and nurturing meaningful relationships. The immersive experience within the center’s activities also allowed the Leader in Residence to gain a deep understanding of crucial facets such as philanthropy and community engagement. Active involvement in administrative processes such as strategic planning, budgeting, human resources management, and the development of standard operating procedures provided valuable exposure to strategies that are needed to be an effective nurse leader in the future.

Active participation. The DNP Leader in Residence also played a key role in advancing specific actions outlined in the center's strategic plan during the program including: 1) the creation of a membership structure for the Csomay Center and 2) successfully completing a state Board of Regents application for official recognition as a distinguished center. The Csomay Center sponsored membership for the Leader in Residence in the Midwest Nurse Research Society (MNRS), which opened doors to attend the annual MNRS conference and engage with regional nursing leadership, while fostering socialization, promotion of the Csomay Center and Leader in Residence program, and observation of current nursing research. Furthermore, the Leader in Residence participated in the strategic planning committee and engagement subcommittee for MNRS, collaborating directly with the MNRS president. Additional active participation by the Leader in Residence included attendance in planning sessions and completion of the annual report for GeriatricPain.org , an initiative falling under the umbrella of the Csomay Center. Finally, the Leader in Residence was involved in archiving research and curriculum for distinguished nursing leader and researcher, Dr. Kitty Buckwalter, for the Benjamin Rose Institute on Aging, the University of Pennsylvania Barbara Bates Center for the Study of the History of Nursing, and the University of Iowa library archives.

Suggested Evaluation Strategies of the DNP Leader in Residence Program

PDSA Cycle: Study

Assessment and benchmarking. To effectively assess the outcomes and success of the DNP Leader in Residence Program, a comprehensive evaluation framework should be used throughout the program. Key measures should include the collection and review of executive leadership opportunities experienced, leadership roles observed, and competencies mastered. The Leader in Residence is responsible for maintaining detailed logs of their participation in center activities and initiatives on a semester basis. These logs serve to track the progression of mastery of AONL competencies by benchmarking activities and identifying areas for future growth for the Leader in Residence.

Evaluation. In addition to assessment and benchmarking, evaluations need to be completed by Csomay Center stakeholders (leadership, staff, and community partners involved) and the individual Leader in Residence both during and upon completion of the program. Feedback from stakeholders will identify the contributions made by the Leader in Residence and provide valuable insights into their growth. Self-reflection on experiences by the individual Leader in Residence throughout the program will serve as an important measure of personal successes and identify gaps in the program. Factors such as career advancement during the program, application of curriculum objectives in the workplace, and prospects for future career progression for the Leader in Residence should be considered as additional indicators of the success of the program.

The evaluation should also encompass a thorough review of the opportunities experienced during the residency, with the aim of identifying areas for potential expansion and enrichment of the DNP Leader in Residence program. By carefully examining the logs, reflecting on the acquired executive leadership competencies, and studying stakeholder evaluations, additional experiences and opportunities can be identified to further enhance the program's efficacy. The evaluation process should be utilized to identify specific executive leadership competencies that require further immersion and exploration throughout the program.

Future Innovation of DNP Leader in Residence Programs in Non-traditional Healthcare Settings

PDSA Cycle: Act

As subsequent residents complete the program and their experiences are thoroughly evaluated, it is essential to identify new opportunities for DNP Leader in Residence programs to be implemented in other non-health care system settings. When feasible, expansion into clinical healthcare settings, including long-term care and acute care environments, should be pursued. By leveraging the insights gained from previous Leaders in Residence and their respective experiences, the program can be refined to better align with desired outcomes and competencies. These expansions will broaden the scope and impact of the program and provide a wider array of experiences and challenges for future Leaders in Residency to navigate, enriching their development as dynamic nurse executive leaders within diverse healthcare landscapes.

This case study presented a comprehensive overview of the development and implementation of the DNP Leader in Residence program developed by the Barbara and Richard Csomay Center for Gerontological Excellence. The Leader in Residence program provided a transformative experience by integrating key curriculum objectives, competency-based learning, and mentorship by esteemed nursing leaders and researchers through successful integration into the Center. With ongoing innovation and application of the PDSA cycle, the DNP Leader in Residence program presented in this case study holds immense potential to help better prepare 21 st century nurse leaders capable of driving positive change within complex healthcare systems.

Acknowledgements

         The author would like to express gratitude to the Barbara and Richard Csomay Center for Gerontological Excellence for the fostering environment to provide an immersion experience and the ongoing support for development of the DNP Leader in Residence program. This research did not receive any specific grant from funding agencies in the public, commercial, or not-for-profit sectors.

  • American Association of Colleges of Nursing. The essentials: core competencies for professional nursing education. https://www.aacnnursing.org/Portals/42/AcademicNursing/pdf/Essentials-2021.pdf . Accessed June 26, 2023.
  • American Organization for Nursing Leadership. Nurse leader core competencies. https://www.aonl.org/resources/nurse-leader-competencies . Accessed July 10, 2023.
  • Warshawsky, N, Cramer, E. Describing nurse manager role preparation and competency: findings from a national study. J Nurs Adm . 2019;49(5):249-255. DOI:  10.1097/NNA.0000000000000746
  • Van Diggel, C, Burgess, A, Roberts, C, Mellis, C. Leadership in healthcare education. BMC Med. Educ . 2020;20(465). doi: 10.1186/s12909-020-02288-x
  • Institute for Healthcare Improvement. Plan-do-study-act (PDSA) worksheet. https://www.ihi.org/resources/Pages/Tools/PlanDoStudyActWorksheet.aspx . Accessed July 4, 2023.
  • Taylor, M, McNicolas, C, Nicolay, C, Darzi, A, Bell, D, Reed, J. Systemic review of the application of the plan-do-study-act method to improve quality in healthcare. BMJ Quality & Safety. 2014:23:290-298. doi: 10.1136/bmjqs-2013-002703

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COMMENTS

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