McDonald's Case

McDonald’s has been around for fifty-four years. By McDonald’s growth to more than thirty thousand restaurants in 118 countries serving fifty-five million customers per day. A number of factors led the organization to the conclusion that enhancements in its talent management and development system were need. (Goldsmith, 2010. p.156). McDonald’s framework for “Plan to Win” consists of the people, place, product, promotion, and price. McDonald first has to have the right people in place to make the business successful by obtaining a global/local approach in the management and developing of their global workforce.

There are two levels that were embedded with the expectations of the employers which consist of good customer service and experience levels. This made McDonald’s to concentrate on the quality, service, cleanliness, and the value being strong. The talent management system program that led to the success of McDonald’s consist of the redesign of the performance development system for all staff positions throughout the company. This consists of the company starting annual performance plan to measure the performance of the objectives that the company has put in place.

Second, the introduction of the talent review process for all officer-level positions the results of the one year follow up survey with the executive management and HR leaders in each of the company’s four major regions. Managers and the organizations became more aware of the strengths and talent gaps in each area. The company also has to look at the diversity piece of the pie. We would implement these ideals through training. Training is a widely used strategy in managing diversity in the workplace. Other strategies for managing diversity include: initiatives to change the organizational culture; policy revision to support diverse needs; mentoring programs; nontraditional work arrangements; employees' strategic career planning programs; and communication activities, such as handbooks, newsletters, meetings, and policies about the organization's diversity goals, vision, and successes (PACT, 2006).

Diversity training programs can be grouped into the following categories: awareness-based training, to increase employee knowledge and sensitivity to diversity issues; skills-based training, to provide workers with a set of skills to enable them to deal effectively with workplace diversity; and integrated training, which merge diversity concepts with previous training programs (PACT, 2006). The company needs to have a certain ratio of different ethnic groups with the company by McDonald implementing the LAMP program which stands for (Leaders at McDonald’s Program) to enhance the development of high potential individuals for officers level positions. LAMP was designed o help the participants drive results in two ways: vertically and horizontally (Goldsmith, 2010, p.169).

When McDonald Leadership