Developing People Managers- McDonalds India


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Developing People Managers- McDonalds India

  1. 1. YOU DON’T HAVE TO BE ANMBA.. TO BE A PEOPLEMANAGERMcDonald’s India – January 2012.
  2. 2. WHAT IS EXPECTED FROM PEOPLEMANAGER’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. 3. THE TALENT CHALLENGE1.2 Billion People and 66% of Employers sayTalent is Scarce
  4. 4. WE ARE GETTING YOUNGER.. YO!! * Source: Census of India Projections and IMaCS Analysis
  5. 5. HIRING OVERVIEW-SECTORS One of Top 4 Hiring Sectors*Research by ACHIEVE Global
  6. 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
  9. 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. 10. MCDONALD’S INDIA : KEY FACTS 250 Restaurants with total 6000 Crew and Manager headcount
  11. 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
  13. 13. BUILDING PEOPLE MANAGERS -SIMPLIFIED Get Employee Lifecycle Gro Keep w
  14. 14. 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
  15. 15. 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
  16. 16. 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
  17. 17. KEEP – RECOGNISE TALENT Global Singing Contest in 130 countries and 50000 contestants
  18. 18. GROWBuildSkillsfor Life
  19. 19. 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
  20. 20. 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 toolsClassroom • Extensive class room programs Training • High learning opportunities
  21. 21. Training Path Restaurant Manager MDP 3 First Assistant Manager MDP 3Growth 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
  22. 22. 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 Coveys 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
  24. 24. 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
  25. 25. 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)
  26. 26. 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 rigorous2003  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
  27. 27. “We take the hamburger businessmore seriously than anyone else”. ~Ray Kroc