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McDonalds is a leading global foodservice retailer with more than 30,000 local restaurants serving nearly 50 million people in more than 119 countries each day.

It serves the world some of its favorite foodFrench Fries, Big Mac, Chicken McNuggets and Egg McMuffin. First McDonalds restaurant was opened by Ray Kroc at Illinois,USA in 1955. It is no longer functional and the building is now McDonalds museum.

McDonalds went public in 1965 and in 1985, it was added on 30-company Dow Jones Industrial Average. Today it is one of the most well known, valuable and powerful brands of the world. Agenda- 100% total customer satisfaction. Four golden words: QUALITY SERVICE CLEANLINESS VALUE


Typical McDonalds restaurant employees about 60 people. Most employees are paid by the hour, and referred to as Crew Members.

Other hourly-paid employees are training squad members, dinning area hosts, party entertainers, administrative assistants, security coordinators, night closers, floor managers and shift running floor managers.
McDonalds is representative of the wider growth in temporary and part time sector. 55% of the hourly paid staff are students.

The remaining salaried employees are managers working in either corporate or regional departments. Responsibility is to manage operations, crew and business performance. 20 of 50 top managers started in McDonalds restaurant, including the CEO, Jim Skinner. Voted as the Best place to work for minorities by Forbes in 2005.


From the very early days, Ray Kroc (founder) wad prepared to invest a great deal of money in training staff. McDonalds has a strong tradition of training and it invests more than $ 1billion annually in training. McDonalds Hamburger University was first opened in a restaurant in Chicago in the year 1961. It initially aimed at developing a learning process through which Kroc could assert control over his standards of QSCV. The graduates were awarded a Bachelor of Hamburgerology degree with minor in french fries. The University has more than 275,000 graduates worldwide.

Initially Ray Kroc avoided employees with direct experience or formal training in food preparation or restaurant business. These people wanted to do the business their own way. Instead, he saw a different mix of dedication, entrepreneurship and wider skills in service and quality as the right type of Skills Mix.


The first stage of learning is at the Welcome Meetings through which all the new employees are inducted into the business processes. These set out the companys standards and expectations.

Welcome Meetings are followed by a Structured Development Programme that provides training in all areas of business. Trainers learn the necessary operational skills for running each of the 11workstations in each restaurant.

The majority of the training is floor-based or on-the-job training as people learn more while practicing.
They also attend classroom-based training sessions where they complete workbooks for quality, service and cleanliness. The employees are rated after three months on their performance and they are either retained or have their employment terminated.


McDonald's places great emphasis on employee training to ensure the highest standards of service across all outlets globally regardless of the restaurant or the continent. The tightly controlled process is called the one best way. It covers all areas of business, from meeting and greeting, to food preparation, to cleaning the floor. In order to relieve monotony, crew members are rotated through a number of different roles. Training is delivered and assessed through a variety of methods such as shoulder to shoulder, classroom programs and e-learning modules. All the development plans at McDonald's stem from the same essential principles that Kroc introduced in the 1950s, i.e., quality, service, and cleanliness.

Courses for management development include: 1. Employee relations training 2. Time management 3. Staff retention and discipline 4. Personal leadership and effective coaching 5. Employee communications 6. Learning to manage shifts 7. Community image 8. Managing staff development 9. Optimizing restaurant food cost 10. Accounting and Financial procedures

The operations and training manual weighs just over 4kg and is more than 800 pages long. General Managers at McDonalds are expected to complete further programmes, such as Diploma in Management from Nottingham Trent University (in UK outlets).

The training approach at McDonald's is based on developing competencies using a Personal Development Plan (PDP). Training is monitored by the use of Observation Checklists (OCLs) for the station they are working at.
The management development curriculum is aimed at persons aged 21 or over, either graduates or individuals with some previous management experience. The management development curriculum is divided into four key programmes: 1. Shift Management 2. Systems Management 3. Restaurant Leadership 4. Business Leadership


McDonalds is the worlds community restaurant. Diversity at McDonald's is seen as understanding, recognizing, and valuing the differences that make each person unique. Some of the diversity initiatives at McDonalds have resulted in it having the largest number of minority and female franchisees in the quick service industry, with more than 40.7% of all McDonalds US owner/operators being women and minorities. The company has employee networks such as Women's Leadership Network, Asian Employee Network, McDonald's African American Council, etc. These networks help the company maintain a better connection with the diverse customer base.

McDonald's is committed to diversity education and has developed a framework to provide it throughout the organization through formal presentations, workshops, and seminars. Seminars and workshops like Winning with Diversity and Inclusion, GenderSpeak, Asian Career Development, Black Career Development, and Women: Enhancing Personal and Professional Effectiveness, serve as the cornerstone for bringing diversity to life in the organization. Diversity education is an ongoing process, creating awareness and building skills for managing an inclusive and diverse workforce.