RUNNING HEAD: McDonald’s CASE STUDY

Mondrea Mathews
Professor Germain
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 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