In McDonald's enterprises, more than 75% of restaurant managers, more than 51% of middle and senior executives and more than 1/3 of franchisees are started by hourly employees. "McDonald's training magic" has always made the outside world curious. How did McDonald's plan its personnel strategy? Identify the benefits of training
Mr. Ray Crocker, the founder of McDonald's, said two words about how to look at the training and development of personnel. The first sentence is: "Ifwe＇re going to go anywhere? We've got to have some talent. And I'm going to put my money in total talent. "(No matter where we go, we should bring our intelligence and keep investing in it) So as early as 1976, the founder of McDonald's was determined to make a big investment in the development of personnel; Another sentence is: "Cashthey can get? Talent you have todevelop．. "Money is not the same as talent. You can make money, but it is impossible for you to catch talent everywhere, so you must spend your mind on development.
at McDonald's, we recognize the benefits of training.
firstly, we believe that a well-trained and productive McDonald's team can achieve corporate goals in terms of customer satisfaction and employee satisfaction.
second, we emphasize providing the right training at the right time, because the value of training lies in greatly improving the productivity of employees, and at the same time, because McDonald's training is also provided to franchisees, who occupy a large part in McDonald's system, it is also of great help to the productivity of franchisees.
Third, if the training investment can be used efficiently, it will also produce certain benefits for McDonald's stock investors, which is also a very important responsibility of McDonald's enterprises to investors.
Fourth, through good training, McDonald's standards, values, messages and desired changes can be achieved one by one, which is very important for the sustainable operation of the whole system. Therefore, McDonald's "Vision House" regards "people" as a very important asset.
training is not just a course
unlike other enterprises, McDonald's training takes place in real work, and it is not just a course? trainingevent? . It emphasizes the importance of personnel strategy, actively implements the training plan, and combines the training of McDonald's with the dreams and expectations of personnel themselves. Then there is Involved＆ CommittedLeadership. In the course of McDonald's University of Hamburg, Hong Kong, there is a class called "Making an appointment with success", which aims to give senior executives the opportunity to share successful experiences and help them grow and train in the future.
the last one is "measurement". in the training of enterprises, it is a key to measure whether the training results are combined with the achievements of enterprises. therefore, McDonald's has a good training demand analysis, designs the parts that need training, and must evaluate whether the training results can meet the needs of the organization.
Four-level evaluation
McDonald's has made great efforts to complete the four-level evaluation of "reaction, knowledge, behavior and performance".
the first "response" is how everyone reacts to the course after the class. For example, the evaluation form is an evaluation method to collect responses, which can be adjusted to meet the needs of students.
The second is the lecturer's evaluation. Every teacher's guiding skills will affect the students' learning, so after each course, the teacher's explanation skills will be evaluated. In terms of knowledge, the University of Hamburg also has exams. There will be entrance exams before class and exams during the course. The main purpose is to test how much knowledge you have retained through these methods, so as to know whether the training content meets the needs of the organization. In addition, the University of Hamburg attaches great importance to students' participation, and quantifies students' participation as an evaluation method, because when a student puts forward his study or shares it with everyone, we can know his knowledge level and make adjustments in daily courses to meet students' learning needs.
The third is "behavior". Can you change your behavior and achieve better performance after you return to work? There is a two-way survey in McDonald's. Before class, students' functions will be evaluated, and then their boss or immediate supervisor will be asked to make an evaluation, and then after three months of training, they will be evaluated again. Because students have to go back and apply what they have learned, we will compare the changes before and after functional behavior to measure the results of training. I think this part is very important in the training of personnel in enterprises, which is rarely done by ordinary enterprises now, because it costs a lot and is difficult to analyze, so many enterprises give up and fail to do it. The University of Hamburg has made great efforts to promote this part.
Fourthly, in terms of "performance", there is a certain relationship between the results of the implementation of the after-school action plan and performance. Every time after class, the student must set up his action plan, which must be implemented after returning. After the implementation, his supervisor will appraise him to ensure the combination of training and performance.
imparting values and skills
corporate values will affect the effectiveness of training. In the personnel training structure of McDonald's, there are two important parts, one is the Career－LongLearning Path, and the second part is McDonald's Center of Excellence for training, which is the personnel learning and development center of McDonald's all over the world, including the so-called University of Hamburg.
The most important value of McDonald's is "people-oriented" and a Quick ServiceRestaurant. How to bring the value of McDonald's "people-oriented" into everyone's dining experience in the training process? If people have some interaction, care and feelings in the process of delivering services, they will make better results, which is McDonald's ".
extend the main value of McDonald's "people-oriented". In terms of personnel development, McDonald's is to "impart values and skills that will be used for life". In the dream building process of McDonald's, every learner learns the values and skills that will be used all his life in every different experience, which is a very important concept of McDonald's personnel development, that is, such a value that supports the success of our training and personnel development system.
full-time career training
With the above values, the personnel development system can be effectively implemented. McDonald's emphasizes "full-time career training", that is, from hourly employees to senior executives, there are different training plans, and advanced training is carried out through training centers in various regions and Hamburg University, so that McDonald's employees can continue to learn and grow.
McDonald's timekeepers are divided into waiters, trainers, team leaders and receptionists. These people are timekeepers. Why should McDonald's train them and give them so much training? Besides delivering globally consistent products and services? This has a very important relationship with the values I just mentioned. McDonald's answers dreams come true, so every McDonald's employee is nurtured.
In McDonald's, managers are not only promoted from hourly employees, but also directly trained from internship managers. When McDonald's recruits the position of internship manager, it depends on whether it has the potential to be a restaurant manager. In a series of training programs cultivated by restaurant managers, it is necessary to train internship managers to be restaurant managers.
The contents include how to run a floor and the basic operation of a restaurant, so that customers' experience is very smooth, to the training of ordering and scheduling systems, to the leadership of a restaurant, how to establish a team, to enterprise management, and so on.
The responsibilities of middle-level supervisors are different from those of restaurant managers. We focus on two aspects, one is the skills of consultants, and the other is the leadership of departments. In addition to training and operation, there are many other professional functions of training. For example, in the part of our training and development, I was not a professional lecturer. I used to spend a lot of time in operation, and my training time was only about three or four years. McDonald's has a series of training courses for professional lecturers. Of course, there are not only classes, but also many real jobs. In these developments, a series of courses will improve your functions.
McDonald's senior executives are also a very important focus in Hamburg University. Senior supervisors usually have a certain degree of mastery of the development from grass-roots to middle-level supervisors before they can be senior supervisors.
McDonald's executive training has three aspects: McDonald＇s InternalSeminar? External DevelopmentSeminar? External development seminar? And Executive Coaching.