Mcdonalds turnover rate11/11/2023 ![]() ![]() Those who take up these courses, move on to become regional managers or area managers and even manage the profit centres. ![]() ![]() The managers build individual development plans for employees, ensuring continuous improvement and building on their skills to help them move and grow laterally as well. The trainings are conducted over 7–10 days in a year. In order to help employees see a bright future and work towards it, McDonald’s has an employee- development programme with trainings structured for employees starting from when they join in as freshers, until the senior levels. It is always published a week in advance to help them plan the process. Once the schedule is delivered, the crew members confirm their availability and are allocated shifts based on their request. There is a scheduling software that works at the back end where employees put in their availability, and the system generates peaks and troughs of the business in the operating hours, which helps the manager understand the requirement of employees. Providing all this flexibility requires a planned process at the back end. The crew can easily log in to the system and track attendance, salary and numbers of hours logged in, training levels and much more. Since there is a need for extreme clarity in the number of hours the employees clock, individual attendance is tracked through biometrics. They are also granted leaves during exams. In terms of people metrics, the employee turnover rates have seen a remarkable improvement and the employees themselves are visibly happier and satisfied with their work,” Nambiar adds.Īdditionally, more than 60 per cent of the employees are pursuing education along with their jobs and McDonald’s offers them flexibility in terms of working hours, in accordance with their schedule. “We believe that the stability of employees is important because it strengthens customer connect. The objective is to make employees understand the job relevance, importance of working in a team, interacting with co-employees and customers, delivering results in a team and more. The skills are taught through structured training programmes within the curriculum of their crew development. Since the Company hires first-time job seekers at the store level, it focuses on offering them ‘skills for life’ rather than emphasising on ‘functional knowledge’ transfer. These skills get imbibed within the employees and stay with them forever,” she says. “The beauty of the programme is that so much planning goes into designing the restaurant that employees don’t need many functional skills to deliver a consumer experience and a larger focus is on development of their interpersonal skills. Seema Arora Nambiar, senior vice president- strategy, innovation and capability, McDonald’s India (West & South), shares details with HRKatha. Within three years of its launch the 3F programme brought down the attrition rate by 25–30 per cent below the industry average, with attrition at the crew level falling by a remarkable 30 per cent. The programme aims to offer flexibility at work, bring in the fun element for employees keeping in mind the young workforce and also help them build a Future. It was then that McDonald’s in India, came up with an employee value proposition programme -3 F-wherein the three Fs stand for flexibility, fun and future. The attrition rate then-though still below the industry standard by 10–12 per cent-was a concern that needed to be looked into. However, until three years ago, McDonald’s was facing low customer satisfaction and retention owing to high attrition rate, while customer feedbacks revealed the crew was mechanical in their behaviour and lacked ‘human-touch’. For a restaurant chain, the business focus is always on building relationships with customers, enhancing their experience and staying connected with them. McDonald’s, the American fast food chain has also been dealing with similar challenges. ![]() It is not just attrition, but also the perception about these jobs – of their being mechanical and boring – that increases attrition, which in turn impacts customer satisfaction. With the ground staff hopping jobs rapidly, high attrition has been a huge challenge for most fast-food retail chains, for quite some time now. It is not just meals that move quickly at fast food chains, but also talent. The programme aimed at offering flexibility at work, brings in the ‘fun’ element for its young workforce, and also helps them build a future. ![]()
0 Comments
Leave a Reply.AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |