RUNNING HEAD: McDonald’s CASE STUDY
HRM 532 Talent Management
January 22, 2012
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 ...view middle of the document...
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 Development Institute was introduce in 2006 was two important additions to McDonald’s arsenal to support leadership talent development by attracting and retaining high performing leaders. The global leadership development program was developed and introduced in 2006 and focused exclusively on the company’s highest potential officers and managing directors (Goldsmith, 2010, pg 175). All of these processes that McDonald’s have put in place consist of the company being successful. One practice that is changing the internal structure of organizations in the period of economic reform is the adoption of written organizational rules. In the pre-reform period, written organizational rules were rarely a part of the work environment.
Party organs and Party propaganda conveyed rules of conduct (based on Party ideology), and individuals followed the directives of work-group leaders in work units. In the economic transition, firms are, at least symbolically, becoming more formalized with respect to procedures and structures within the firm. Common themes touched on by many managers that were interviewed who had implemented organizational rules centered on order in the firm and the stability that organizational rules provide for worker-manager relations.
The strengths of the program made the global aspect of the company be more adjacent to the understanding what they really needed to work on to make the company be more efficient and successful. McDonald’s LAMP program is a great start for the company to have the right people in place to understand the positions that were expected of them to keep the organization on the move. The LAMP program had 5 key components which included executive assessment and program orientation; 2. Individual development planning and executive dialogues; 3. Leadership modules focused on leadership of self, team, and organization with experiential exercise to reinforce the learning; 4. A two week executive education program with a focus on global business and culture; 5. Business improvement recommendation presented to the chairman’s and presidents councils (p. 169). McDonald could focus on the customer...