Franchise Focus Putting people first
McDonald’s employees are at the heart of the business INVESTMENT LEVEL: £85,000*
Jerry Nicholls (centre) P
eople are an absolute priority at McDonald’s. The company puts its people at the heart of every decision it makes and provides a framework of training and development
for all its employees. McDonald’s looks to hire people with the right attitude and attributes – people who can stand out from the crowd and deliver the high standards of quality, service and cleanliness expected in each of its 1,200 UK restaurants.
Almost 70 per cent of McDonald’s
restaurants are franchised and run by highly driven businessmen and women who all share the company’s passion for putting people first. Many of the company’s most successful franchisees are those who understand the impact that investing in their employees’ long-term future can have, both for the individual and for the business. This is reinforced by the fact that 80 per cent of restaurant managers started as restaurant crew. In fact, one in five McDonald’s franchisees started their careers in restaurant too, such as Jerry Nicholls, who joined McDonald’s in 1985 as an assistant manager at Nottingham’s Clumber Street. Today, Jerry owns five restaurants across Nottingham employing around 485 people. “I studied economics at Nottingham University and was looking for a next step when the opportunity came up to join McDonald’s. Initially, I just wanted a job to earn a bit of money, but I stayed
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because it was a fun place to work and quickly realised that people are seen as McDonald’s greatest asset and positioned as being fundamental to business success. The career development opportunities are second to none – within two years I was in charge of a restaurant.”
“I knew that, in order to build a successful business, my people would have to come first”
Following roles as a business manager in Beeston and Castle Marina in 1987 and two years as an area manager for Nottingham, Jerry moved to the regional head office in Sutton Coldfield and spent four years as an HR manager before moving to roles in the franchising and field services teams. Having spent 16 years training with the company, Jerry made the decision to become a franchisee. “I was passionate about working with one of the biggest and most highly regarded franchisors in the world – deciding to become a franchisee was an easy decision to make. It is a partnership with a company that has the resources and training to back you up 100 per cent of the time.
“In 2008, I became the new owner of
Nottingham’s Clumber Street restaurant, the very same restaurant that I started my career in all those years ago – I had come full circle. I knew that in order to build a successful business, my people would have to come first – they are the absolute foundation of any business. My relationship with my people has always been based on mutual trust. I employ some of the most talented and hard-working young people, often in their very first job. I take that responsibility very seriously.” McDonald’s has long been recognised as a brand with a progressive attitude towards recruitment. This starts with their recruitment philosophy: recruiting on qualities, not qualifications. Brands that have effective training and development programmes can recruit based on the right attitude and a willingness to learn, confident that the necessary skills and knowledge can be learnt. This opens up opportunities to people who may not have followed a traditional academic route, breaking down barriers to work. This is where a committed local franchisee can really make a difference. For example, Jerry recently hosted a workshop in his Clumber Street restaurant for young people aged 18-25, who had been unemployed for longer than three months. The ‘How to Get Hired’ pilot workshop gave practical support to young people in a challenging and competitive employment market. Attendees received advice on how to write a CV, interview techniques and even advice from Jerry himself on what an employer looks for when recruiting.
“The advantage of the franchising system is that where the franchisor provides the framework to bring on and develop talent, a local franchisee can add in local knowledge, flexibility and a positive mentoring approach – helping support people to fulfil their potential.” n
*As a guide, the cost of a restaurant typically ranges from £125,000 to £325,000. You will need to provide at least 25 per cent of the value as unencumbered funds, the remaining 75 per cent can be funded through a bank loan with favourable funding terms.
MCDONALD’S WEBSITE:
www.mcdonalds.co.uk/franchising
Investment: £50k-£100k
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