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McDonald's staff training methods and labor management system

Staff training methods

McDonald's staff training methods are as follows:

1. Monthly assessment and counseling

Every month, the team leader and all management staff will communicate with each other, and the team leader will evaluate with the performance appraisal form, but before filling out the form, the management team can negotiate with the manager if they have any comments on the assessment. The team leader will not modify the assessment results because of the employees' answers.

After monthly assessment and individual talk afterwards, colleagues in the management team can feel the degree of concern, thus arousing their willingness to work and working hard for the next assessment.

Second, adopt diversified communication methods

There are three main communication methods for all staff in the store:

(1) Meeting: The meeting is divided into 1. Attendant plenary meeting; 2. Management group meeting; 3. Team leader meeting; 4. Receptionist meeting; 5. Training of trainers meeting; 6. Group meetings.

(2) temporary forum.

(3) Use bulletin boards.

Generally speaking, the communication method is face-to-face. Besides performance assessment, communication methods are often used in training and counseling. McDonald's stores also have various notebooks, such as waiter's contact book, manager's contact book, trainer's contact book, etc., which can be used to write down the key points of business at any time and also to transmit information to each other. The real significance of these communication channels in McDonald's lies in creating "resources * * *", and all staff members hold a kind of * * * knowledge, thus prompting everyone to participate, cooperate and be responsible.

McDonald's labor management system

I. Establishing a holistic labor management system

McDonald's stores have an average of 61-81 workers, of whom only a few are full-time workers, which means that there are only 3-5 full-time employees in three shifts a day. Regular employees only work five days a week, and part-time workers have a "registration system", so the whole store may be operated and managed by hourly workers during business hours.

In this case, it is necessary to use simple, standardized and specialized working equipment, but it is more important to establish a "holistic labor management system" so that the labor force of short-term migrant workers can play its greatest role in a short time.

If you want to introduce good-quality hourly workers, it is inevitable to bring them into the concept of "worker" system in work management, but the performance of part-time jobs in the catering industry has not improved. There are three reasons:

(1) Lack of understanding of the hourly work system.

(2) The work manual has not been institutionalized.

(3) There is no complete management system for timekeepers.

because of this, there will be the disadvantage that the work cannot be unified between hourly workers and monthly wage workers. This is also the reason why the catering industry is still unable to fully introduce timekeepers.

McDonald's has a slogan: "Anytime, Anywhere, Anyone", which is not only aimed at products, but also has truly achieved the principle of "Anytime, Anywhere, Anyone" in manufacturing methods, sales management, quality and inventory management, health and safety management, labor management, customer management and so on. In fact, the management of the whole store is entrusted to the timing manager with the lowest position in the management group. Therefore, all McDonald's staff, whether full-time or part-time, have equal status and relative remuneration on the premise of equal opportunities.

The motive force of part-time job is not exerted at the time of recruitment and admission. He has to go through the process of education, training, assessment, reward and communication, and naturally he will enhance his "willingness to work". With his willingness to work, he can naturally exert his strongest motive force.

second, the basic consideration of recruiting and training employees. McDonald's company adopts group control, so all the management rights related to recruitment, employment and even resignation are handled by each store. As for the distribution of functions and powers in each store, it is entirely up to the manager of the center to make decisions. In his management group, the manager of the center manager selects a planning manager, who should be very familiar with labor management and employment rules for migrant workers.

The planning manager's first job is to make a "year-round clerk recruitment plan". When recruiting and hiring personnel, the biggest consideration is to maintain "QSC", which is also the highest motto of McDonald's. There are several basic sources of personnel recruitment:

(1) relying on the introduction of migrant workers.

(2) Posting posters and making POPs outside the store.

(3) look for it in the files of retired and retired personnel.

(4) Seek in the files of retired personnel in other stores.

(5) Posting posters in other stores.

(6) distributing leaflets.

(7) Advertise in newspapers.

(8) newspaper folder (DM).

(9) Visiting schools.

(11) Employment agencies.

III. Four Steps of Thoroughly Implementing Training

The four steps of training include four stages: preparation, explanation, implementation and post-event assessment.

preparation is the pre-work before training, when, where, who, what and how to do it, that is to say, the application of 5W+1H in learning English. Then there is the explanation, but at this time it is not only the oral explanation, but also the written regulations of the manual by rote. The trainer should demonstrate by himself and then do it again with the interns. If there is something wrong or forgotten, the trainer will correct it and guide it repeatedly until it is completely correct, which also represents implementation. The post-assessment work is that the trainer observes at a far distance. As long as there is no problem with QSC, some details can be guided after all the work is completed.

Fourth, strengthen training by working partners

McDonald's usually adopts the "working partner" system to improve work efficiency. After the trainer explains some demonstration actions clearly, he asks the interns to follow them, and then the trainer will write the training status of the interns in the remarks column of the training work checklist. These training checklists not only represent the progress, but also record the problems to achieve the best training effect.

Trainers and interns coordinate with each other during training, no matter whether they raise their hands or throw their feet, and even stay together at rest. This one-on-one teaching method is McDonald's "working partner" system. For McDonald's, this is also the best way to improve work efficiency.

anyone who formally joins the ranks of McDonald's employees will begin three months of on-the-job training for managers. After staying in the store for three months, I will go to the elementary class of Hamburg University for ten days, and then return to the store after graduation. At this time, the company will prepare the MDP management development plan manual. The content of MDP is a series of training manuals centered on specific activities and action goals. Under the heading of each subject, there are homework for reading, discussion and practice, and then digest McDonald's textbooks.

These subjects include: talent management, equipment maintenance, energy management, income statement, etc. After mastering MDP, you can be promoted to the center manager.

V. McDonald's Hamburg University

Many people know that McDonald's has a Hamburg University directly under it, but most people will ask: What does Hamburg University teach? In fact, most of McDonald's education and training pay special attention to OJT (on-the-job training), and occasionally there are "off-the-job training". For example, the University of Hamburg in Japan offers two courses, one is BOC and the other is AOC. BOC is a basic operations course and AOC is an advanced operations course. The purpose of BOC is to teach managers about production methods, production and quality management, sales management, homework and data management, and profit management, while AOC is used to train higher-level management talents. He focuses on arranging courses with the knowledge needed to run a store with an average annual turnover of nearly 311 million yen. Its courses include QSC research, ways to improve profits, cognition of raw materials, maintenance of appliances, education and training, interpersonal relationship and service principles.