Staff Training and Motivation at Mcdonalds

Training and Motivation at McDonalds

McDonald trains almost 55,000 employees each year. Each year, it also  dedicates over A 10 million to ongoing employee training, providing  people with valuable skills. Work experience at McDonald's is a foundation for future employability, particularly as the UK labour market continues to  evolve. With the increased demand for skilled workers, a job which  offers ongoing training with a leading organisation - is a solid  career investment. People from all walks of life credit a first job at  McDonald's with having equipped them with the ingredients for success.

Staff Training McDonald's Staff Training Programme is an on the job vocational  experience that teaches skills transferable to other industries. All new hires begin their McDonald's experience with an induction into  the company. Staff trainers work shoulder-to-shoulder with trainees  while they learn the operations skills necessary for running each of  the 11 workstations in each restaurant, from the front counter to the  grill area. All employees-learn to operate state of the art  foodservice equipment, gaining knowledge of McDonald's operational  procedures.

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Step by Step manuals and video tapes cover every detail, from how to  make a Big Mac, to how to deliver exceptional service to customers. Employees also learn how to train and supervise others. For the first time employed, McDonald's is an important "mentor',  teaching the interpersonal and organisational skills necessary for  functioning effectively on any job. McDonald's business demands  teamwork, discipline and responsibility; McDonald's experience results  in enhanced communications skills as well as greater self-confidence;  and McDonald's stresses "customer care", and attitude which industry  experts ecognise as an essential ingredient for business success. Management Development Conducted at regional offices and corporate training centres across  the country, McDonald's Management Development Program (MDP) continues  to develop the potential leaders which the Crew Training Programme has  nurtured. This is followed by a series of training courses designed to back up  what is learnt in the restaurant and develop management, communication  and leadership.

The Management Training Centre (MTC) is McDonald's premier UK training  facility, providing a variety of business management and restaurant  operations courses to franchise and management employees throughout  the United Kingdom. The UK Management Training Centre currently puts  through approximately 1500 managers annually. The Management Training Centre runs three courses that give the skills  required by different levels of management, from restaurant shift  management to mid - management. The Basic Operations Course (BOC) equips trainee management candidates  with the skills to manage their people and run successful restaurant  shifts.

The Advanced Operations Course (AOC) is predominantly for new  restaurant managers and department heads, It aims to enhance the  candidates leadership and management skills, enabling them to achieve  results in all areas of the business by working through and developing  their people. The Mid-Management Course (MMC) goes into further leadership skills  and management systems, helping these managers to effectively lead and  develop their restaurant managers. These three core courses are supported by courses and seminars run by  the Regional Training Centres. In addition, managers will work through  thea€?

Management Development Programme (MOP) back at the restaurant. MDP gives managers at all levels the technical and functional  management skills needed to maintain McDonald's leadership role in the  quick service restaurant industry. Manager Trainee As a Manager Trainee, you are responsible for learning and  understanding McDonald's policies and procedures in order to prepare  for managing shifts in a McDonald's restaurant. The responsibilities  include, but are not limited to: Learning the basics of restaurant operations through on-site  training, area management and floor management.Gaining experience with attaining and maintaining customer  satisfaction. Developing an understanding of basic supervision, human relations,  interpersonal communication and follow-up skills.Establishing an Individual Development Plan to help focus on  personal career development objectives.  Ensuring that a respectful workplace exists in the restaurant. From Manager Trainee you will move to the Second Assistant Manager  position where you actually begin to apply the skills you have learned  as a Manager Trainee. Second Assistant Manager

As a Second Assistant Manager, you are responsible for managing  people, products and equipment to execute outstanding Quality,  Service, Cleanliness and Value (QSC;V) on all assigned shifts. The  responsibilities include, but are not limited to:

• Developing and training crew employees.Maintaining critical standards for product quality, service speed ;  quality, cleanliness ; sanitation.
• Managing shifts and/or areas without supervision Ensuring all safety, sanitation and security procedures are  executed.
• Controlling food components, labour, waste and cash while managing  shifts and or areas.

Completing all assigned shift paperwork. a€? Ensuring that a respectful workplace exists in the restaurant. The next level of restaurant management is the First Assistant  Manager. Here you will explore the business skills involved with  managing a restaurant. First Assistant Manager As a First Assistant Manager, you are responsible for assisting the  Restaurant Manager in executing virtually all aspects of the  restaurant operations. The responsibilities include, but are not  limited to:

• Demonstrating and reinforcing the leadership behaviours and basic  people standards necessary to gain commitment from crew and other  shift managers.
• Recruiting, staffing, scheduling and retaining employees.
• Managing the development and training of crew and shift management  employees.
• Building sales and controlling costs to deliver optimum business  results for all areas of accountability.
• Maintaining critical standards for product quality, service speed  and quality, cleanliness and sanitation.
• Controlling assigned profit and loss line items.
• Ensuring that a respectful workplace exists in the restaurant.
• The next level of restaurant management is the Restaurant Manager.

Your performance and available positions will determine the time frame  for progression from First Assistant Manager to Restaurant Manager. Restaurant Manager As a Restaurant Manager, you are responsible for the entire operation  of a single McDonald's restaurant, including:

•  Developing and training Assistant Managers.
• Measuring external customer satisfaction and executing plans to  increase brand loyalty.
• Implementing and conducting in-restaurant new products and  procedures.
• Ensuring execution of all security, food safety and maintenance of  the restaurant.

Projecting and controlling accurate profit & loss line items. Administering all in-restaurant records and procedures including  benefits, payroll, inventories, security and employee personnel flies. Ensuring that a respectful workplace exists in the restaurant. Opportunities beyond the Restaurant Manager position are also  available based on interest and performance. These opportunities are  as follows: Operations Consultant Provide leadership, coaching and direction to assigned restaurants. Maximize long-term sales and profit potential of each restaurant.

Build a positive business relationship with Restaurant Managers and  Restaurant Leadership Team Training Consultant Conduct training that motivates and improves individual's  performance and contribution to restaurant results. Serve as operations expert and consultant on McDonald's operation  standards, management tools and training systems. Business Consultant Consult to an assigned group of franchisees to optimize sales, QSC,  profit, and people development.Assist with maximizing the business potential for the franchisee  organization. Human Resources Consultant.

Provide leadership and support to the operations team, regional  staff and franchisees on Recruiting and Staffing Management/Crew  Employees, Employee Relations, Management Development, Diversity  Development, Benefits/Compensation and Management/Crew Retention  systems. Management Programs are also available for personal development, which  will prepare you for each step along the way. These opportunities are  as follows: Shift Management Program When you experience the Shift Management Program, you will receive  instruction through a combination of self-study modules and on-the-job  coaching.

You'll also participate in the Basic Shift Management Course  and the Advanced Shift Management Course, which are offered by the  Regional Training Department. The Shift Management Program assists you in developing and sharpening  management skills in:

• Area Managements Food Safety
•  Basic People Skills
• Respectful Workplace
• Delivering QSC;V
• Customer Satisfaction and Customer Recovery
• Shift Management
• Coaching and Counselling
•  Valuing Diversity
• Understanding the Business  Indicates self-study modules McDonald's Internal Seminars

Seminars are designed to establish a common foundation of leadership  and management knowledge and skills for McDonald's officers. These  seminars will focus on key business issues identified by senior  management and create a platform for effective implementation of  strategic business initiatives. A team of McDonald's senior management  and external providers lead the seminars sessions. The external  providers are recognized leaders in their area and have extensive  experience consulting with and teaching executives. Types of Conflict Within the Business.

By evaluating a conflict according to the five categories below --  relationship, data, interest, structural and value we can begin to  determine the causes of a conflict and design resolution strategies  that will have a higher probability of success. There are many types of reasons why conflicts may happen between Human  Resources Functions, such as; Relationship Conflicts Relationship conflicts occur because of the presence of strong  negative emotions, misperceptions or stereotypes, poor communication  or miscommunication, or repetitive negative behaviours. Relationship  problems ften fuel disputes and lead to an unnecessary escalating  spiral of destructive conflict. Supporting the safe and balanced  expression of perspectives and emotions for acknowledgment (not  agreement) is one effective approach to managing relational conflict. Data Conflicts Data conflicts occur when people lack information necessary to make  wise decisions, are misinformed, disagree on which data is relevant,  interpret information differently, or have competing assessment  procedures. Some data conflicts may be unnecessary since they are  caused by poor communication between the people in conflict.

Other  data conflicts may be genuine incompatibilities associated with data  collection, interpretation or communication. Most data conflicts will  have "data solutions. " Interest Conflicts Interest conflicts are caused by competition over perceived  incompatible needs. Conflicts of interest result when one or more of  the parties believe that in order to satisfy his or her needs, the  needs and interests of an opponent must be sacrificed. Interest-based  conflict will commonly be expressed in positional terms.

A variety of  interests and intentions underlie and motivate positions in  negotiation and must be addressed for maximized resolution. Interest-based conflicts may occur over substantive issues (such as  money, physical resources, time, etc. ); procedural issues (the way the  dispute is to be resolved); and psychological issues (perceptions of  trust, fairness, desire for participation, respect, etc. ). For an  interest-based dispute to be resolved, parties must be assisted to  define and express their individual interests so that all of these  interests may be jointly addressed.

Interest-based conflict is best  resolved through the maximizing integration of the parties' respective  interests, positive intentions and desired experiential outcomes. Structural Conflicts Forces external cause structural conflicts to the people in dispute. Limited physical resources or authority, geographic constraints  (distance or proximity), time (too little or too much), organizational  changes, and so forth can make structural conflict seem like a crisis. It can be helpful to assist parties in conflict to appreciate the  external forces and constraints bearing upon them.

Structural  conflicts will often have structural solutions. Parties' appreciation  that a conflict has an external source can have the effect of them  coming to jointly address the imposed difficulties. Value Conflicts Value conflicts are caused by perceived or actual incompatible belief  systems. Values are beliefs that people use to give meaning to their  lives. Values explain what is "good" or "bad," "right" or "wrong,"  "just" or "unjust. " Differing values need not cause conflict. People  can live together in harmony with different value systems.

Value  disputes arise only when people attempt to force one set of values on  others or lay claim to exclusive value systems that do not allow for  divergent beliefs. It is of no use to try to change value and belief  systems during relatively short and strategic mediation interventions. It can, however, be helpful to support each participant's expression  of their values and beliefs for acknowledgment by the other party. Working Hours One functions working hours may be flexible than another functions  working hours, the employees are prone to complain as they want more  flexible working hours as well. Technology

There may conflicts between different functions technology wise in a  sense that one function may get better technology than another  function, e. g. one function within human resources may get the newest  state-of-the-art computers so they will be able to work more  efficiently, as opposed to another function who may have computers  which are 4 or 5 years old so they will not be able to work as  efficiently, so the will complain and the business as a whole will not  work as efficiently. Placement ; Selection Placement and selection are both important factors to be considered  when assessing conflicts between human resources.

This can be caused  by a many number of things such as, if a new employee has been  recruited into the business and as soon as he starts work the business  puts him as a manager, but there has been someone there working with  the business for 20 years and has worked his way up the hierarchy to  become assistant manager to the manager before and was looking to fill  in the place of manager but this new recruit has just filled that  place, the business will expect them to work together, but they will  be conflicts between the two managers. Wages

One-function employees might get paid more for the same job that  another functions employees are doing. This will cause friction  between the functions as pay is a high motivation factor in how  efficiently the staff work. Training/Costs Training and costs are a major conflict factor as they contribute a  lot to the efficiency of the function, for example if a function has  better training and training facilities they will be able to work more  efficiently. As apposed to a function who has little money to spend on training and bad training facilities, this will result in poor  training throughout the function and poor efficiently.

Performance Management Performance management is the systematic process by which an agency  involves its employees, as individuals and members of a group, in  improving organizational effectiveness in the accomplishment of agency  mission and goals. The revisions made in 1995 to the Government wide performance  appraisal and awards regulations support sound management principles. Great care was taken to ensure that the requirements those regulations  establish would complement and not conflict with the kinds of  activities and actions practiced in effective organisations as a  matter of course.

Planning In an effective organization, work is planned out in advance. Planning  means setting performance expectations and goals for groups and  individuals to channel their efforts toward achieving organizational  objectives. Getting employees involved in the planning process will  help them understand the goals of the organization, what needs to be  done, why it needs to be done, and how well it should be done. The regulatory requirements for planning employees' performance  include establishing the elements and standards of their performance  appraisal plans.

Performance elements and standards should be  measurable, understandable, verifiable, equitable, and achievable. Through critical elements, employees are held accountable as  individuals for work assignments or responsibilities. Employee  performance plans should be flexible so that they can be adjusted for  changing program objectives and work requirements. When used  effectively, these plans can be beneficial working documents that are  discussed often, and not merely paperwork that is filed in a drawer  and seen only when ratings of record are required. Monitoring.

In an effective organization, assignments and projects are monitored  continually. Monitoring well means consistently measuring performance  and providing ongoing feedback to employees and work groups on their  progress toward reaching their goals. Regulatory requirements for monitoring performance include conducting  progress reviews with employees where their performance is compared  against their elements and standards. Ongoing monitoring provides the  opportunity to check how well employees are meeting predetermined  standards and to make changes to unrealistic or problematic standards.

And by monitoring continually, unacceptable performance can be  identified at any time during the appraisal period and assistance  provided to address such performance rather than wait until the end of  the period when summary rating levels are assigned.

DEVELOPING

In an effective organization, employee developmental needs are  evaluated and addressed. Developing in this instance means increasing  the capacity to perform through training, giving assignments that  introduce new skills or higher levels of responsibility, improving  work processes, or other methods.

Providing employees with training  and developmental opportunities encourages good performance,  strengthens job-related skills and competencies, and helps employees  keep up with changes in the workplace, such as the introduction of new  technology. Carrying out the processes of performance management provides an  excellent opportunity to identify developmental needs. During planning  and monitoring of work, deficiencies in performance become evident and  can be addressed. Areas for improving good performance also stand out,  and action can be aken to help successful employees improve even  further. RATING From time to time, organizations find it useful to summarize employee  performance. This can be helpful for looking at and comparing  performance over time or among various employees. Organizations need  to know who their best performers are. Within the context of formal performance appraisal requirements,  rating means evaluating employee or group performance against the  elements and standards in an employee's performance plan and assigning  a summary rating of record.

The rating of record is assigned according  to procedures included in the organization's appraisal program. It is  based on work performed during an entire appraisal period. The rating  of record has a bearing on various other personnel actions, such as  granting within-grade pay increases and determining additional  retention service credit in a reduction in force, although group  performance may have an impact on an employee's summary rating, a  rating of record is assigned only to an individual, not to a group. Rewarding In an effective organization, rewards are used well.

Rewarding means  recognizing employees, individually and as members of groups, for  their performance and acknowledging their contributions to the  agency's mission. A basic principle of effective management is that  all behaviour is controlled by its consequences. Those consequences  can and should be both formal and informal and both positive and  negative. Good performance is recognized without waiting for nominations for  formal awards to be solicited. Recognition is an ongoing, natural part  of day-to-day experience. A lot of the actions that reward good  performance - ike saying "Thank you" - don't require a specific  regulatory authority. Nonetheless, awards regulations provide a broad  range of forms that more formal rewards can take, such as cash, time  off, and many no monetary items. The regulations also cover a variety  of contributions that can be rewarded, from suggestions to group  accomplishments. Managing Performance Effectively In effective organizations, managers and employees have been  practicing good performance management naturally all their lives,  executing each key component process well. Goals are set and work is  planned routinely.

Progress toward those goals is measured and  employees get feedback. High standards are set, but care is also taken  to develop the skills needed to reach them. Formal and informal  rewards are used to recognize the behaviour and results that  accomplish the mission. All five-component processes working together  and supporting each other achieve natural, effective performance  management.

THEORIES OF MOTIVATION

Writers such as FW Taylor (1856 - 1915) believed workers would be  motivated by obtaining the highest possible wages through working in  the most efficient / productive way.

In short, the more money you  offer the worker, the more motivated they will be to work. Taylor,  identified as the Father of Scientific Management, was obsessed with  optimising efficiency and productivity in all areas of life. (Whilst  out walking he would attempt to ascertain the optimum length of stride  required to cover a distance! ). His most well known research focused  on scientifically analysing the tasks performed by workers, and it is  through these studies that we can understand Taylor's approach to  motivation of the worker.

Through the scientific study of work Taylor sought to enable the  worker to achieve the maximum level of output, and in return gain the  maximum financial reward for their labour. The best way to pay a  worker according to Taylor was on a performance related basis. In one  study he looked at the work of steel workers, and by identifying the  optimum load of coal per shovel, which would enable the worker to lift  the maximum tonnage each day, the steel works plant reduced its  workforce from 600 to 140.

The reward for those workers lucky enough  to keep their jobs - 60% higher wages if they met their scientifically  calculated targets for the week, by following the instructions laid  down by Taylor, on how to do their jobs. Unfortunately, the way in which Taylor appeared to view the 'worker'  as just a pair of hands, and the job losses, which seemed to follow  him round the companies he advised, labelled Taylor as 'The Enemy of  the Worker'. In truth, F. W. Taylor only sought to enable the worker to  reach their full earning potential, and honestly believed his work was  in the best interests of the worker.

Subsequent motivational theorists have pointed to Taylor's limited  appreciation of the fact that 'workers' are you and me - people,  complex individuals, with heads and hearts - and not just simple pairs  of hands. This said, Taylor's ideas are just as prevalent today as  they were in the early 1900s, consider the current wave of dot. com  start-ups, which offer large share options to their staff, and thus  the potential for huge financial rewards in the future, if they work  hard now. There is no escaping the fact that money is still a central  reason why people work, but is it the key to motivating people.

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