MCDONALD'S STRATEGIC HUMAN RESOURCES MANAGEMENT
McDonald's and its affiliated companies employ approximately 300,500 people, of which approximately 33,000 are full-time salaried employees (10-K, 1998, 4).
Company-wide, more than a dozen languages are spoken, more than 200 different national sets of employment and labor laws are enforced, and a system of advancement both horizontally and vertically exists for employee growth.
When Ray Kroc founded McDonald's, he was a great believer in the value of his employees, whom he often called his most valuable asset.
Since the company is a franchise operation, it was essential that the same attitudes toward human resources that were exhibited in the company's headquarters spread out to the franchises.
In fact, the company, even with its growth, has maintained a solid strategic focus that is geared to maximize human resource potential.
This paper will deal with some of the major concepts of the McDonald's Human Resources strategy, considering the following areas: 1) Hiring policies; 2) Employment opportunities; 3) Career paths; and, 4)Training.
The company's franchise handbook, which is the "Bible" for franchisees, includes some 40 pages of instructions on hiring, ranging from the types of applications to use, and the way the hiring interview and the training should be handled.
McDonald's thoroughness in hiring the best people starts with its web site, which defines what the company expects from employees.
"Independent Franchisees and Company Owned restaurants serve over 22 Million customers every day around the world. Each and every one of these customers deserves great service from the moment they approach the counter or drive thru window until they leave the restaurant. We depend on the employees in the restaurant, whether employed by an independent franchisee or by McDonald's Corporation, to provide a fast friendly and courteous experience to all guests...