How Does Mcdonald'S Manage Talent?

At the end of last month, McDonald's China announced that it plans to recruit more than 50000 employees nationwide this year, of which more than 1000 Restaurant Trainee managers will directly face the current university graduates.

At present,

Against this background, what kind of courage does McDonald's have to face challenges?

Mcjob, boring, low paid and less promising job?

As the leader of chain catering industry, McDonald's was troubled by a word - McJob (Mai Gong).

The word "McJob" first appeared in North America in 1980 and evolved from two words, McDonald and Job.

In 1990, the Oxford English Dictionary accepted this word and defined it as a boring, low paid and less promising job.

At that time, McDonald's was very dissatisfied and argued, and asked the Oxford dictionary to redefine Mcjob.

The restaurant giant was embarrassed.

As an industry leader, the public expects more social responsibilities.

As a service enterprise, the mental outlook of the front-line employees will be displayed.

Whether from the perspective of corporate identity, or from

However, hamburger business is inseparable from long and intense work. The only thing that can be changed is the mood of the employees.

"Only when employees feel happy can they convey happiness to customers."

It is not a simple slogan to make employees happy. For employers, a complete system is needed.

But McDonald's must work hard.

Chen Qiyi, chief officer officer (CPO) of McDonald's (China) Limited, pointed out that after years of efforts, Americans are advocating a word, I LOVE Mcjob today.

The word "McJob" has been derogated from praise, and the way of McDonald's employment has gradually matured.

Psychological needs and example power

Chen Qiyi pointed out that "a family environment is very important for our employees."

However, the working environment is just a hardware, and the employer who needs emotional cards needs more means. One of the keys is to have an accurate grasp of the employee's psychology.

Employees at different levels have different psychological expectations.

First of all, the most grass-roots employees need encouragement and recognition.

Therefore, the establishment of the working atmosphere and the proper competition project setting and rewards are the key.

In 2004, Fu Yonghe just got his diploma and boarded the plane to Athens.

A year ago, he worked in McDonald's work study program and won the opportunity to win the Athens Olympic Village McDonald's service for a month through the all star game.

This is a great incentive for the 20 year old boy.

7 years later, Fu Yonghe was already a restaurant manager. His next goal was to supervise operations.

As a global sponsor of the Olympic Games, McDonald's will go to the Olympic Games site to provide the star athletes with a reward as an award for the Olympic athletes.

For the company, it is the needs of the business, but for the front-line employees, it can bring great psychological encouragement.

This is a win-win measure.

Secondly, the middle and low managers who are interested in promotion are more concerned about the development space.

McDonald's said in many public occasions that 50% of management staff were promoted from within, while most of the management started from the most basic types of work.

Finally, executives need greater attractiveness.

At this time, opportunities for pnational management are in the middle.

As a senior executive in China, Chen Qi and Ceng Qishan, chief executive of McDonald's (China) Limited, are all from Singapore.

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To understand employees' psychological needs is to motivate their employees' passion and potential.

After all, quite a few employees are not willing to stay in place for a long time.

At this point, the story of the example will be the best way to push forward all the efforts of the employees.

Chen Qi himself is an example.

"When many people get the opportunity of career development by changing the way of company, I realized diversified development in the same company, and realized the dream of career development."

In 1980, Chen Qiyi joined McDonald's Corp in Singapore as a restaurant employee. He started his job as a hamburger and toast, started from an ordinary restaurant employee, pferred from Singapore to China, and continuously grew up in different positions such as restaurant operations, human resources and training, and experienced many roles, from manager to Director to general manager. He has become vice president and chief officer of McDonald's in China.

There are so many stories inside McDonald's.

McDonald's will put these stars on the food mat, or make poster: two or three years to become a store manager, and then promoted to the operation supervisor.

Or I have taken a detour and found the direction in McDonald's.

Chen Qiyi pointed out, "I once met some parents and I said, after entering McDonald's, he learned to sweep the floor at least."

Regardless of the size of success, all examples lead to a positive direction: guiding employees to keep up.

In line with this, the company promises a complete promotion ladder.

"If you perform well, you can move up."

In addition to spiritual encouragement and development, there is also an indispensable hardware training system.

And this needs to be smashed into a lot of real gold and silver.

In 1961, McDonald's world's first University of Hamburg was established in Illinois, USA.

Since then, University of Hamburg has become the cradle of McDonald's talent.

Last year, McDonald's University of Hamburg in China settled in Shanghai to become the main base for training and development of Chinese employees.

By 2015, McDonald's China University of Hamburg planned to invest 250 million yuan to provide operational management and leadership related training for over 5000 local managers.

McDonald's opportunities in China

No one can deny that the Chinese market has big opportunities.

But how can we grasp the opportunity?

The answer given by Zeng Qishan, chief executive of McDonald's (China) Limited, is talent. "Talent is the key to sustainable success of McDonald's in the global and Chinese market."

Today, with the rapid development of economy, many enterprises in China are busy finding and digging up talents. It seems to be a shortcut to speed up the expansion of mature talents directly.

And McDonald's has chosen a way that looks slow, investing heavily in training, recruiting at the grassroots level, and training internally.

This is a laborious process.

However, McDonald's choice of this road has its own business logic behind it.

McDonald's has its own way of doing things: first, McDonald's creates a family working environment for its employees. Secondly, McDonald's provides enough space for employees to develop. Finally, McDonald's has a professional training system.

At the same time, McDonald's has also promoted the story of some star employees inside the company, guiding the staff to move forward with the power of example.

The core of all these is to let employees work with positive emotions.

At this point, the business logic of McDonald's has been clearly displayed in front of us.

By leading positive emotions and pursuits, a large number of internal promotions will eventually lead to greater benefits and loyalty.

"Investment in personnel will be reflected in performance in the future."

Chen Qi also said, "if the employees are well trained, they will be happy to work, and their production capacity will be much higher than that of a worker who is not very happy."

Based on this logic, Chen Qi also optimistically regards rising labor costs as an opportunity.