“Leaders today have also got to genuinely care about people. I have seen
this over and over again. If people feel that care and if you treat them in a fair manner, the other business elements pretty much fall into place.”
Their Employee Value Proposition (EVP) drives McDonald’s toward continuous improvement. In 2005 their crew labour and management turnover rate was quite high. It added exorbitant cost to the system as many crews were being replaced within periods of less than three months. They then launched their ‘BHOT’ programme (Hiring, orientation, training). This enabled them to talk to prospective employees about the whole spectrum of their organisational benefits right from the recruitment point.
The HIRING aspect focuses on “hiring for a smile”. McDonald’s is very clear on the specific attitudes they look for when employing. The next aspect is ORIENTATION where they approach the systematic restaurant platform from a holistic perspective, explaining to recruits all the different positions that they could be exposed to. And then TRAINING, as McDonald’s is an accredited training institute providing staff NQF level 4 equivalent programmes.
Many of their training programmes
are externally relevant. Motsieloa elaborates “We start off with McDonald’s specific training progressing and follow through to a bridging course that is transferable in the broader workplace. For us, it is about the quality of the education we give the people that come on board. But there is a much bigger need in the country. At the moment we rely quite heavily on the individual restaurant owners to create, maintain and sustain programmes within their local communities.”
McDonald’s ‘BHOT’ programme has evolved over a number of years. Today it provides a solid framework of how they propose their EVP. The ‘BHOT’ programme has three pillars that it is based on. These pillars were defined after much dialogue within McDonald’s. The pillars are Family, Flexibility and Future.
“Our employees indicated that they value family and want to form friendships in the workplace. As an employer, we needed to provide a strong Family Proposition in creating the ‘McFamily’, both at our head office and at our individually owned restaurants. The second pillar was Flexibility. Again, based on feedback from our staff, we implemented different types of working hours where we accommodate staff needs in our scheduling. The final pillar of our ‘BHOT’ programme is Future.
Our people were saying we needed to be an organisation that affords staff something for their future. We found that, in South Africa specifically, the focus on the Future pillar was the strongest. Most of our people are matriculates with little or no other working experience when they join. They have a passion and distinct drive to acquire skills that will form a strong foundation for their future employment. McDonald’s responded emphasising support for this intense need for training. I truly believe our response to this need has been supportive of our overall business success.”
McDonald’s does not rest complacent
on their laurels. They have prodigious growth plans in place under the leadership of Cyril Ramaphosa.
April 2012 | Management Today 73
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