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Introduction
McDonalds
McDonalds Pakistan
Im lovinit
1.1 Vision:
To be the world's best quick service restaurant experience. Being the best means providing outstanding quality service cleanliness and value so that their !ood makes every customer in every restaurant smile
1.2 Mission:
"c#onald's mission is to be their customers' !avorite place and way to eat with inspired people who delight each customer with unmatched quality service cleanliness and value every time.
McDonalds
'ualit(:
"c#onalds is very strict about the quality o! services they provide. They dont compromise anything over quality. :uality is considered to be one o! their !oremost ob;ectives. They want 188 < quality o! service. :uality is checked on !or4 .igh standard o! !ood services provided to the customers. )ommunication skills i.e. =nglish speaking skills $ppearance and grooming $bility to communicate with guests and handle versatile situations.
McDonalds
9enior "anager
9enior "anager
"anager
"anager
"anager
"anager
$ssistant "anager
$ssistant "anager
=xecutive
=xecutive
)oordinator
)oordinator
McDonalds
Chapter 2
McDonalds
HR Department of McDonalds
2.1 *R Introduction:
$t "c#onald's %akistan their people are their most important asset. They provide the best employment experience !or their employees in order !or "c#onald's %akistan to achieve their goal o! providing their valued customers with the world's best quick*service restaurant experience. They strive to recruit the best hire the best and provide the best place to work The commitment to their employees is shaped on the simple !act >(e value you your growth and your contributions> and this is they strive to achieve through their actions every day.
2.2 *R Plannin%:
.0 plannings purpose is to determine what .0" requirements exist !or current / !uture supplies / demands o! workers. To reali?e the "c#onald's service vision the organi?ation believes in strengthening their team and ensures to deliver the right skills and knowledge to the right person !or getting the right ;ob done. The strength !or making the strong team players to shine under the 1olden $rches lies in the %eople %ractice and #evelopment %rogram.
*R practices:
The !ield o! .0" comes into existence in the result o! these questions4 .ow did people come to be employees in their organi?ation@ .ow were they selected@ (hy do they come to work on regular basis@ .ow do they know what to do on their ;obs@ .ow does management know i! the employees are per!orming adequately@ $nd i! they are not what can be done about it@
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(ill today employees be adequately prepared !or the technologically advanced work the organi?ation will require o! them in the years ahead@ (hat is the compensation process@
The .0 department o! "c#onalds !ul!ills all the requirement o! these questions in the true sense o! the meaning. $s .0 department deals with people "c#onalds strongly believe in well being o! people because it is a known quotation that /I# (ou take o.er the liabilities o# (our e"plo(ees the( 0ill take (ours1
*R 2unctions $# McDonalds:
.0 department o! "c#onalds %akistan does certain !unctions 4
Plannin% Recruit"ent + selection 3rainin% Ad"inistration Co"pan( "anuals Per#or"ance "ana%e"ent Decision procedures De#ine co"pan(s polic(
McDonalds
In "c#onalds they have prede!ined standards on which employees are awarded on the basis o! their skill knowledge and experience. The ,ull Time (orking =mployees are given salary on monthly basis were as the part time employees are given salary on the basis o! the total hours they have worked
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Chapter 3
Recruit"ent + 4election
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$!ter this The )andidates who meet the criteria are selected !or the !urther process. Then the ..0 #epartment lists out the salient !eatures o! the )Ds Eonly the accepted )DsF. Then the ..0. "anager takes a test based on4 -n%lish co"prehension 7asic "athe"atics I.'. and 4o"e 8uestions about the particular 9ob: #or 0hich the applicants ha.e applied.
In "c#onalds 0ecruitment is done on the demand o! the 2rgani?ation. There are two types o! 0ecruitment is done Internal Recruit"ent -6ternal Recruit"ent
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Employment Tests:
=very big organi?ation in the world uses a test !or the hiring o! people !rom inside as well as outside. These companies use many types o! tests to ;udge the people we are hiring and to have utmost guarantee that the people we are hiring are per!ect !rom every point o! view. These test ;udge the candidate according to his mental and cognitive abilities. "c#onalds take tests as !ar as their candidates are concerned to check there !ull abilities. The tests are o! di!!erent nature like4 3est $# Co%niti.e Abilities
These kind o! tests include I: tests general and intellectual abilities verbal !luency vocabulary etc. These tests are generally conducted while recruiting executives and supervisors. Motor And Ph(sical Abilit( 3ests These tests include checking the per!ormance o! the employee usually working on the machines in operation department to check their re!lexes and while working at their work place. Measurin% Personalit( Interests
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Involves taking into consideration the personal interests and motivations o! the person in his !ield.
Candidates ratio:
(ithin the pool o! candidates i! the demand is !or 1 employee then the ratio !or selecting is the employees is 1:< and i! the demand is !or 3 employees then the ratio becomes 2:1= and so on.
Inter.ie0s:
(hen the managers make the selection the phase o! interviewing the employee comes. The interview is taken !rom the employees in two ways i.e. 3op le.el inter.ie0s ;o0>le.el inter.ie0s.
In top>le.el interviews the 1eneral and #ivision "anager o! "c#onalds takes the interview o! candidates !or the =xecutive post. In lo0>le.el interviews the .eads o! the departments takes the interviews o! candidates !or the $ssociate heads o!!icers managers and assistant managers posts. $!ter the selection is made the 1eneral "anager approves the candidates.
3(pe o# Inter.ie0s:
%aneled interviews are taken !rom the candidates and the panel consists o! the *R "ana%er and the head o# the particular depart"ent !or the interview is being conducted. I! an interview !or an important post has to be done !or a !unction head then the 1" himsel! indulges into it and per!orms a combined interview.
7ack%round In.esti%ation:
2nce an employee is appointed the investigations and re!erence checks are done by the .0 manager. In "c#onalds re!erence checking is re!erred to as revising the HCob .istory which contains Cob applied !or i.e. the experience o! the employee !or the ;ob. 0elevant quali!ications. 9alary 17
McDonalds
$!ter )onducing the interview and all relevant investigation they employee is called to ;oin the ;ob.
?u"ber o# e"plo(ees:
The ratio o! women working in "c#onalds with respect to men is 1:3. Total employees in "c#onalds are more than 1788 plus. The policy o! "c#onalds is to give !emales !ull chance to do the ;ob. There are 7 shi!ts operated in "c#onalds . "orning 9hi!t =vening 9hi!t Iight 9hi!t
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Chapter )
3rainin% + De.elop"ent
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).2 3rainin%:
The employees are given training in the KTraining 0oomL in the !orm o! lectures. ,irstly the employee is given the on*;ob training and then heGshe is given the actual task to per!orm. "c#onalds arranges summer crash courses and wrap section !or the employees. Cob 0otation is done within the speci!ic departments and not outside the departments.
).3 De.elop"ent:
"c#onalds is a large organi?ation with many employees working in di!!erent departments o! the company. =very year the company hires many people !or it executive as well as managerial posts. In "c#onalds there are di!!erent types o! development plans !or management !or e*g MDP 1: MDP 2 : MDP 3 and C;DC @Cre0 ;eader De.elop"ent CourseA.There are also development programs !or the low level ;obs !or enhancing the skills o! the employees
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1A
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1B
Chapter <
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Per#or"ance Appraisal
<.1 Per#or"ance Appraisal:
%er!ormance $ppraisal is a structured !ormal interaction between a subordinate and supervisor that usually takes the !orm o! a periodic interview in which the work per!ormance o! the subordinate is examined and discussed with a view to identi!y weakness and strength as well as opportunities !or improvement and skill development.
$ppraisal interview is taken by the department head only. %rogress report is in the hands o! the department head. Mearly appraisals o! employees are done with in Cune*Culy. $ppraisals are done yearly but they can also be done at any time o! the year by the department head on the basis o! employees marvelous per!ormance. Through the %raphical ratin% scale the head o! the department rate the person according to the per!ormance o! its work skill knowledge experience and also on the per!ormance in the training programs and a!ter the assessment according to the rating scale rate the employee is appraised. Cp0ard #eedback is done by 3B= de%rees i.e. in!ormation is collected Kall aroundL an employee !rom his or her supervisors subordinates peers and customers. This term is also known as Kmulti source assessmentL. 9ubordinates can appraise their seniors. (ith the help o! the /-"plo(ee 4atis#action 4ur.e(1 the heads get to know which employee is giving what type o! output. 0aise in McDonalds 1&
salary is done by 18<and i! per!ormance is also counted then 38< increment is given at any time o! the year.
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Chapter B
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B.1 Co"pensation:
)ompensation means all !orms o! pay or rewards going to employee and arising !rom their employment .It has two main components direct #inancial pa("ents Ewages salaries commission and bonusesF. $nd indirect pa("ents E!inancial bene!its like employer J paid insurance and vacationsF.
"c#onald's bene!its program is designed to attract energi?e reward and retain talented people who will produce superior business results and enhance their leadership position. They recogni?e the importance o! a strong bene!its program. People Pro"ise: %eople %romise is a statement o! commitment to every person in the "c#onald's system. It is how they remind people what they can expect and how high their goal is4 /3o be the best e"plo(er in each co""unit( around the 0orld1 "c#onald's and its independent ownerGoperators have made a commitment to their employees that they strive to achieve with their actions every day. $nd to make sure they deliver on this promise they have in place !ive people principles. These people principles re!lect "c#onald's values and describe the culture they embrace. Respect and Reco%nition: "anagers treat employees as they would want to be treated. =mployees are respected and valued. =mployees are recogni?ed !ormally !or good work per!ormance extra e!!ort and teamwork and customer service.
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Values and ;eadership 7eha.iors: $ll o! employees act in the best interest o! the )ompany. They communicate openly listening !or understanding and valuing diverse opinions. They accept personal accountability. They coach and learn. Co"petiti.e Pa( and 7ene#its: %ay is at or above local market. =mployees value their pay and bene!its. ;earnin%: De.elop"ent and Personal !ro0th: =mployees receive work experience that teaches skills and values that last a li!etime. =mployees are provided the tools they need to develop personally and pro!essionally. Resources to !et the ,ob Done: =mployees have the resources they need to serve the customer. 0estaurants are adequately sta!!ed to allow !or a good customer experience as well as to provide schedule !lexibility work*li!e balance and time !or training
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Chapter D
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4tress Mana%e"ent
D.1 ,ob 4tress:
Cob stress is a chronic disease caused by conditions in the workplace that negatively a!!ect an individual's per!ormance andGor overall well*being o! his body and mind 2rgani?ational managers are interested in maintaining a low level o! ;ob stress !or good reasons4 high level o! stress a result in low productivity increased absenteeism and turnover and an assortment o! other employee problems including alcoholism drug abuse and a host o! cardiovascular problems. Cob 0elated 9tress has been associated with a vast array o! diseases such as coronary heart disease hypertension peptic ulcers colitis and various psychological problems including anxiety and depression
$t "c#onalds Cob 9tress is handled by conducting counseling sections in which the )ounselor identi!ies the !law o! the employees. Their ob;ective is i! people are delivering and i! they have any problem they solve it through counseling.
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3A
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