Question 1:

Yes, McDonald's goals for training programs are consistent with company strategies. This
reflects a positive and continuing project from the organization’s perspective. Most notably, the
effects can be seen in feeding down to customer service levels. This is important for a corporate
objective of building equity for the workers, a tangible equity and a sense of competitive
advantage or, as McDonald's says, unlocking our people's energy. HR roles have also acted as
strategic supporting device. The creation and execution of the company's chosen strategic
alternative essentially depends on the human element.

Importance of business strategy- training linkage

 Training supports businesses in planning for emerging prospects and risks.

 Training Impacts the profitability and performance of the company.
 Training lets businesses differentiate in the market place
 Training allows businesses to invent new stuffs.
 Training incorporation in the company’s business strategies increases
 Effect of training upon the performance of the company/ Effect of creation on the
competitiveness of the company / Effect of training on the competitiveness of the
company

Yes, McDonald's training programs goals fit with company strategies. This reflects a positive
and continuing effort from an organizational perspective. Most notably, the effects can be seen
by feeding up to customer satisfaction levels. This is important for a corporate objective of
creating employee satisfaction, a tangible satisfaction, and a sense of competitive distinction, or,
as McDonald's says, unlocking our people's strength. HR roles have also acted as strategic
supporting devices. The creation and execution of the company's chosen strategic alternative
essentially depends on the human element.

Importance of business strategy- training linkage

 Training supports businesses in planning for emerging prospects and risks.

 Training Impacts the profitability and performance of the company.
  Training lets businesses differentiate in the market place
 Training allows businesses to invent new stuffs.
 Training incorporation in the company’s business strategies increases
 Effect of training upon the performance of the company/ Effect of creation on the
competitiveness of the company / Effect of training on the competitiveness of the
company

Question 2:

McDonald’s strategic commitment to training is “as the way we do business around here”.
McDonalds 'owner was well-prepared to just spend a lot of money on his training workers. This
was initially targeted at growing number of franchises, a learning process by which the creator
could claim control over the quality, service, cleanliness and integrity of his beloved standards.

While at the forefront of multinational food service retailer McDonalds 'strategic contribution to
training has contributed significantly.

The values & convictions about learning and work of its founder Kroc are now known as the
mindset of the organization toward training and growth today.

Instead of pursuing degrees on hamburgerology and experience or formal training in food

preparation, restaurant and service business the owner is looking for a variety of combination of
commitment, entrepreneur, and broader service and quality skills.

Belief in the ideology of 'do something' that will produce the national mark better.

Providing comprehensive initial and ongoing crew-level training that is regularly extended to all
in the company, whether it be part-time, full-time, hourly-based paying staff or salaried
managers undertaking their mandatory restaurant training.

McDonald’s strategic commitment to training is “as the way we do business around here”.
McDonalds 'owner was well prepared to spend a lot of money just for his training staff. It was
originally intended to increase the number of franchises, a learning mechanism by which the
owner could claim control over the quality, service, cleanliness and value of his beloved
standards.
Being in the leading global food service retailer McDonalds has significantly contributed to the
strategic dedication to preparation.

The principles & values about learning and work by its founder Kroc are now known as the
mindset of the organization toward training and development today.

Instead of looking for degrees on hamburgerology and expertise or formal training in food
preparation, restaurant and service company the owner is looking for a variety of combination of
commitment, entrepreneur, and broader service and quality skills.

Belief in the ideology of 'do something' which would deliver the national brand better.

Giving extensive initial and ongoing crew-level training that is regularly extended to everyone in
the company, be it part-time, full-time, hourly-based paying workers or salaried managers
undertaking their mandatory restaurant-based training.

Question 3:

The attitude of the business towards today's training and growth can be traced right back to
Kroc's learning and job philosophies and values. Kroc's primarily focused on efficiency,
operation, cleanliness and value standards. In this course he resisted hiring individuals who
chose to do it their way, the way they had learned from their formal catering training. Instead, he
saw a particular combination of commitment, creativity and wider service and quality expertise
as the right kind of skill combination. He openly confessed to putting the burger in the assembly
line, a process in which conventional catering and restaurant were utterly necessary. His
philosophy of trying something created McDonalds as a national brand.

A stronger example of Kroes 'theory is the new training approaches and techniques that the
McDonald's now adopt. Much of McDonald's growth strategy stems from the same fundamental
concepts that Kroes implemented in the 1950's. I.e. Cleanliness, efficiency and operation.

Kroc's ideas helped McDonalds achieve higher employee and customer satisfaction and lowered
worker turnover levels dramatically.
The mindset of today's business towards training and growth can be traced right back to Kroc's
learning and job values and beliefs. Kroc's based primarily on efficiency, operation, cleanliness
and value standards. He resisted hiring people in this course, who preferred to do it their way, the
way they had learned from their formal catering training. Instead, he saw the right kind of skill
combination as a particular mix of commitment, creativity and broader expertise in service and
efficiency. He openly confessed to placing the burger on the assembly line, a phase in which
conventional catering and restaurant were completely necessary. His philosophy of seeking
something has established McDonalds as a national brand.

A stronger example of Kroes 'theory is the new training approaches and techniques that the
McDonald's pursue today. Much of McDonald's growth strategy stems from the same basic
concepts that Kroes implemented in the 1950's. I.e., price, cleanliness and operation.

The principles of Kroc helped McDonalds achieve higher employee and customer satisfaction,
and dramatically lower staff turnover.

Question 4:

Training and development are a prime opportunity to expand all workers 'knowledge base but
many companies consider learning opportunities costly in the current climate. Employees
attending training sessions often miss out on working time which can hinder project completion.
Despite these possible drawbacks, however, training and development offers benefits to both
individuals and organizations as a whole, making the cost and time a worthwhile investment. The
return on investment from employee training and development is really a no brainer. In
McDonald’s training and development can offer:

 Improved employee performance: Employees who undergo the requisite training are
more able to carry out their duties. The training will offer an increased understanding of
the employee's duties within their position, and in turn create trust. This confidence
should boost their overall performance and this can only help McDonald. Competent
 workers, in addition to evolving industry expectations, help the company maintain a
leadership role as well as a powerful competitor within the industry.
 Improved employee satisfaction and morale: By investing in the training program
McDonalds can make their workers feel they are respected. The training provides a
friendly place of work. Employees will have access to training that they would otherwise
not have known about or sought out for themselves. Employees who consider themselves
respected and challenged by training opportunities can feel more comfortable with their
work. Providing the required training provides an overall competent workforce of
workers who can take over for each other when appropriate, work on teams or work
individually without continuous assistance and oversight from others.
 Addressing weaknesses: Most of the workers would have some deficiencies in their
skills at work. A training program enables to reinforce certain skills every employee
requires to develop. A learning plan takes all workers up to a higher level and they can
have similar expertise and skills. This helps to reduce any poor ties within the
organization that depend heavily on others to accomplish simple work.
 Consistency: A rigorous training and development system ensures good experience and
context information for the employees. The consistency is particularly important to the
basic policies and procedures of the McDonald. All the employees must be aware of the
company's standards and procedures. Increased process efficiencies contribute to a
financial benefit for the business.
 Increased innovation in new strategies and products: Continuous training and
workplace development will inspire innovation. As a direct result of training and
development new ideas can be developed.
 Reduced employee turnover: Employees are more likely to feel appreciated when
invested in and therefore less likely to leave jobs. Training and development is seen as a
further advantage for the business. Therefore, recruiting costs go down due to retention of
workers.

Question 6:

Design: Orientation and Introduction

 Welcome meetings.
  Structured Development Programmed
 Floor —based or on- the- job training as a people learn more while practicing
 Classroom— based training sessions where they complete workbooks for quality, service
and cleanliness.
 The employees are rated after three months on their performance and they are either
retained or have their employment terminated

Training and Development

 After the induction program the employees go through an individual training programme.
 There is no set time limit for these on —the— job training plans.
 The tightly controlled process is called the one best way. It covers all areas of business,
from meeting and greeting to food preparation, to cleaning the floor.
 To reduce monotony in the process, crew members are rotated through a number of
different roles.
 Training is delivered and assessed through a variety of methods such as shoulder to
shoulder, classroom programs and e- learning modules.

Purpose

The purpose of training was to insist control and maintain high standards of Quality, Service, and
Cleanliness &Value.

Method:

 On the job training

 Classroom —based training sessions,
 E- learning modules
 Job Rotations

Content:

Courses for management development include:

 Employee relations training

 Time Management
  Staff retention and discipline
 Personal leadership and effecting coaching
 Employee Communication
 Learning to manage shifts
 Community image
 Managing staff development
 Optimizing restaurant food cost
 Accounting & Financial procedure.

Reference:

The Importance of Training and Development in the Workplace. (n.d.). Retrieved from
https://2020projectmanagement.com/resources/project-management-training-and
qualifications/the-importance-of-training-and-development-in-the-workplace