1. YOU DON’T HAVE TO BE AN
MBA.. TO BE A PEOPLE
MANAGER
McDonald’s India – January 2012.

2. WHAT IS EXPECTED FROM PEOPLE
MANAGER’S ?
 From their managers they are seeking respect and support.
 respect and value them (43%);
 support them with career progression (36%);
 trust them to get on with things (35%);
 communicate well with them (34%).”
 On the other hand, managers
 see regular feedback about performance (50%)
 setting clear objectives (49%) as the most important behaviours.”
 To sum it up, people see their role at work as part of a career
– and managers see it as a job
Institute of Leadership & Management

3. THE TALENT CHALLENGE
1.2 Billion People and 66% of Employers say
Talent is Scarce

4. WE ARE GETTING YOUNGER.. YO!!
* Source: Census of India Projections and IMaCS Analysis

5. HIRING OVERVIEW-SECTORS
One of Top 4 Hiring Sectors
*Research by ACHIEVE Global

6. INDIA EMPLOYABILITY: REALITY
- Student’s exposure is limited to the four walls of
his school.
- Competition is key
- Theory Vs practical
- Fantastic at IQ but EQ?
- Literacy rate – 71% - but what is employability??
- English Skills and over qualification
- Functional literacy
- 1 in 4 engineers is considered employable

7. EDUCATION DISTRIBUTION
7

8. MCDONALD’S
FUN, FLEXIBILITY AND FUTURE

9. MCDONALD’S : KEY FACTS
Key Facts
• Over 70% percent of Senior
Management in McDonald’s
International is Internal
• Jim Skinner – Worldwide CEO
started as a crew
• In over 30 countries including
India McDonalds gets credits for
the Training

10. MCDONALD’S INDIA : KEY FACTS
250 Restaurants with total 6000
Crew and Manager headcount

11. THE MCDONALD’S WAY
 Earn While you Learn - First job that allows
people to polish key skills of
 Communication
 Customer Interaction
 Exposure to the industry
 A chance to develop the soft skills of team work and
inclusiveness
 Teach people Skills for Life
 Learning Orientation
 Desire to Lead

12. OUR PEOPLE PHILOSOPHY

13. BUILDING PEOPLE MANAGERS -
SIMPLIFIED
Get
Employee
Lifecycle
Gro
Keep
w

15. GET-
RESTAURANTS ARE OUR TALENT PIPELINE
 An integrated program
focusing on
 Flexible Day part Hiring-
 Early Exposure
 Hiring Part time
 Competency based hiring
 Correct Orientation
 Focus on hiring from Colleges,
Influence them Early

16. GET –
CORPORATE OFFICE
 Corporate Office
 Almost 40% of our corporate staff started in the restaurants
 Process for selection - Performance Development System
 Clear communicated Promotability Criteria
 Talent calibrations
 Feeder Pool
 Cross functional movements
 Early in career
 External Hires
 Competency based interviewing by functional leads
 Decision is functions – HR is enabler

17. KEEP- ENGAGE, INVOLVE!
 Rewards and Recognition
Programs- At the function level as
well as at company level
 Ensure there is always parity in pay –
benchmark not only industry but also
where we hire from.
 SOI Incentive, Employee of the month
etc
 Celebrate with them- Thanksgiving
Week
 Let’s Ketchup Awards
 Flexibility for the line manager to
innovate on Rewards and
recognition programs.
 Stars Program
 I Value U Cards

18. KEEP – RECOGNISE TALENT
Global Singing Contest in 130 countries and 50000 contestants

20. GROW
Build
Skills
for Life

21. GROW- AT ALL LEVELS
 Talent Management
 Identification of Key positions
 Building a robust leadership Pipeline
 Robust Learning Platform for growth across all functions-
Real Estate, HR, Marketing, Strategy
 Hi-Potential Identification and specialised investment
 Training System
 Continued Learning Options
 Training Approach changing with Times
 Learning is blended with shoulder to shoulder training,
self study and classroom
 International Training Compulsory Restaurant
Managers and above

22. 3 PRONGED APPROACH
On-floor • Hands-on experience of things
Training • Learn while you work
Off floor • Training at store/function level
Training • Study material & training tools
Classroom • Extensive class room programs
Training • High learning opportunities

25. Training Path
Restaurant Manager MDP 3
First Assistant Manager MDP 3
Growth Path Second Assistant Manager MDP 2
Trainee Manager
Floor Manager MDP 1
Trainee Floor Manager
Training Squad CTDP
Part Time Crew member
CDP
Part Time Trainee Crew member

26. SAMPLE TRAINING @ MANAGER LEVEL
 People Practices
 Understanding work environment and communication skills
;Understanding laws and policies ; Risk management, incident
management and consultation
 Documenting and investigating incidents
 Counselling
 Determining a training need ; The 6 step counselling process
 Business Focus
 Identifying line items on a P&L and what is included in each line
item
 Evaluating and analysing P&L issues ; P&L projections
 Delivering through Personal Leadership
 Using Stephen Covey's 7 Habits of Highly Effective People® to
manage restaurant systems more effectively
 Understanding People
 Valuing the differences in people & exploring personal perceptions
 Identifying behavioural styles and adaptation
 Customer Satisfaction & Recovery
 Customer service vs. customer delight
 Customer feedback
 Techniques for handling customer complaints and feedback
 Creating Change
 Understanding change & change management

27. TRAINING @ CORPORATE

28. WHAT ARE LINE MANAGERS TRAINED ON -
 Values
 Custodian and role model of the McDonald’s Values
 Culture in team – reflects organisations culture
 All Staff Meetings
 Department Meetings
 Open Door policy – eg. Chat corners, 7 days in restaurants
every quarter
 Their role as people managers –
 “Hard on Performance but Soft of people” – gain trust and
respect
 Communication and coaching
 Hard calls are theirs and not HR

29. LEADERSHIP PIPELINE
Skill requirements:
New competencies are
required to execute new
responsibilities
Work values:
What people believe is
important and becomes
the focus of their efforts;
different sources of
satisfaction are also
available at each
passage
Time applications:
Allocation of time shifts
according to priorities
(Source: The Leadership Pipeline, 2001)

30. EVOLUTION OF TALENT MANAGEMENT AT
MCDONALD’S
Talent Management 2007-12
& Leadership
Development – one
of the CEO’s three
2006
top priorities  TM Advisory Board
 Leadership
2005  McDonald’s
competency model
revised
Leadership  McDonald’s Values
Institute
2004  AOW  Global
 Accelerated
Development
Accelerated Leadership redesign
Development Development  More rigorous
2003  Talent
Program
(GLDP)
assessment for
Sr. Leadership roles
Management Plan
 Talent  Talent Management
Framework
Management Leads established in
 Accelerated Software all AOWs
Development Pilot (Limited)
 Executive
Development
Workshops
McD’s
$25 $32 $34 $44 $85 Stock
Price

31. “We take the hamburger business
more seriously than anyone else”.
~Ray Kroc