mcd opmanual_internal communication

2011

APMEA Core Internal

Communications Published: 02/25/11

APMEA Core Internal Communications

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Table of Contents

Internal Communication ............................................................................................................................................................................................... 1

McDonald's Values ............................................................................................................................................................................................................................. 1

McDonalds Values ............................................................................................................................................................................................................................. 1

Five Characteristics of Good Communication .................................................................................................................................................................................... 2

Five Characteristics of Good Communication .................................................................................................................................................................................... 2

Open Door Policy ................................................................................................................................................................................................................................ 2

Open Door Policy ................................................................................................................................................................................................................................ 2

Employee Feedback Programs........................................................................................................................................................................................................... 3

Employee Feedback Programs........................................................................................................................................................................................................... 3

Conducting Employee Feedback (RAP) Sessions ............................................................................................................................................................................. 3

Conducting Employee Feedback (RAP) Sessions ............................................................................................................................................................................. 3

How to Conduct Employee Feedback Sessions ................................................................................................................................................................................. 5

Communication Boards ....................................................................................................................................................................................................................... 5

Communication Boards ....................................................................................................................................................................................................................... 5

Crew Member and Management Communication .............................................................................................................................................................................. 5

Crew Member and Management Communication .............................................................................................................................................................................. 5

Crew Committees ............................................................................................................................................................................................................................... 5

Crew Committees ............................................................................................................................................................................................................................... 5

Crew Meetings .................................................................................................................................................................................................................................... 6

Crew Meetings .................................................................................................................................................................................................................................... 6

Preparing for a Crew Meeting ............................................................................................................................................................................................................. 7

Management Meetings ....................................................................................................................................................................................................................... 7

Management Meetings ....................................................................................................................................................................................................................... 8

Guidelines for Effective Management Meetings ................................................................................................................................................................................. 8

Communication Days .......................................................................................................................................................................................................................... 8

Communication Days .......................................................................................................................................................................................................................... 8


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Exit Interviews ..................................................................................................................................................................................................................................... 9

Exit Interviews ..................................................................................................................................................................................................................................... 9

Standard Legal Information ....................................................................................................................................................................................... 10

Standard Legal Information ............................................................................................................................................................................................................... 10

Confidentiality Statement .................................................................................................................................................................................................................. 10

Trademark List .................................................................................................................................................................................................................................. 10


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Internal Communication

Published: 02/25/11 2011 McDonald's Corp. APMEA Core Internal Communications

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McDonald's Values

McDonalds Values

We aspire to be our customers' favorite place and way to eat. To achieve this mission, our actions as individuals and as a System must reflect these values.

We place the customer experience at the core of all we do. Our customers are the reason for our existence. We demonstrate our appreciation by providing them with high quality food and superior service, in a clean, welcoming environment, at a great value. Our goal is QSC&V for each and every customer, each and every time. We are committed to our people. We provide opportunity, nurture talent, develop leaders and reward achievement. We believe that a team of well-trained individuals with diverse backgrounds and experiences, working together in an environment that fosters respect and drives high levels of engagement, is essential to our continued success. We believe in the McDonald's System. McDonald's business model, depicted by the "three-legged stool" of owner/operators, suppliers, and company employees, is our foundation, and the balance of interests among the three groups is key. We operate our business ethically. Sound ethics is good business. At McDonald's, we hold ourselves and conduct our business to the highest possible standards of fairness, honesty, and integrity. We are individually accountable and collectively responsible. We give back to our communities. We take seriously the responsibilities that come with being a leader. We help our customers build better communities, support RMHC, and leverage our size, scope and resources to help make the world a better place. We grow our business profitably. McDonald's is a publicly traded company. As such, we work to provide sustained profitable growth for our shareholders. This requires a continuing focus on our customers and the health of our system. We strive continually to improve. We are a learning organization that aims to anticipate and respond to changing customer, employee and system needs through constant evolution and innovation.



Published: 02/25/11 2011 McDonald's Corp.

APMEA Core Internal Communications 2

Five Characteristics of Good Communication

Five Characteristics of Good Communication

Characteristic Description

Good communication is mutual Always give people time to respond. Listen carefully to what is said. When someone feels you are willing to listen, he or she will often listen in return.

Good communication gains agreement When problems arise, you and your employee must agree on both the problem and the solution. Otherwise, there will probably be no positive action taken. Always work out the course of action together.

Good communication informs and guides Your employees need to know where they stand and how to improve. Emphasise the positive rather than the negative.

Good communication gives and sets examples Illustrate your message with examples to clarify your points. Maintain your credibility by practising the kind of behaviour you expect from your crew.

Good communication is constant It's not enough to hold occasional communication sessions or crew meetings. Communication must be part of your daily routine. Don't overlook the basics. Hellos and good-byes are important beginnings and endings to each person's day.

Open Door Policy

Open Door Policy

The Open Door Policy simply means that you are free to speak with anyone in the Company should you have a question or concern. Our "doors" are always open. Employees are encouraged to use this "open door policy" whenever they wish.




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Employee Feedback Programs

Employee Feedback Programs

The Personal Action Letter (PAL) program or other similar employee feedback programs give crew members a confidential tool they can use to write and send their concerns, suggestions, and opinions to the head office for results. PAL includes a wall-mounted display containing form letters and pre-addressed envelopes.

Conducting Employee Feedback (RAP) Sessions



Studies prove that face-to-face communication is the most effective way to solve problems and build bonds that strengthen a successful restaurant team. Conducting periodic employee feedback sessions encourages two-way communication between crew members and management, which ultimately builds morale and your business.

Establish a regular schedule for employee feedback sessions. It is recommended that employee rap sessions be conducted at least two times per year. At least one crew member from each shift should attend a session. Six to eight people is a good group size. Meet in a quiet, confidential environment where you will not be interrupted. An adequate time period for an employee feedback session is generally 2 hours. This time is to be recorded and paid.





Procedure Description

Put people at ease People are going to be nervous at first. Take the time to put them at ease. Talk about new promotions, school events. Talk about anything that will help start the conversation.

Explain the purpose and process of RAP sessions State that any criticism should be accompanied by a suggestion for improvement. Explain that the purpose of the communication session is not to stir up bad feelings. Your purpose is to listen to feedback and accept suggestions to resolve problems.

Get the conversation started and manage the session An easy way to break the ice and get the conversation started is to identify something that could be improved. The crew will often jump right in and criticise it with you. Once the crew has criticised it, ask them for suggestions on how to improve the situation. When you hear a good suggestion, acknowledge it. Act on the suggestion, if appropriate. However, don't commit yourself to something you cannot control.

Review feedback with management team Within a few days, the manager (or co-ordinator of the communication session) should review the points covered at the session with other members of the management team. Involve them in suggesting solutions. Each problem should be given a priority rating. A member of the management team should be assigned to implement its solution.

Fix the problems raised or develop action plans to fix them The five most important problems should be solved immediately. Some problems are more complex. These will take longer to solve. Action should begin ASAP after the session.

Communicate feedback and actions to crew It is recommended that within two weeks of the communication session, you hold a crew meeting. Explain what has been done as a result of the communication session. This builds credibility more than anything else you can do.




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How to Conduct Employee Feedback Sessions

1. Explain purpose of employee feedback sessions 2. Develop action plans 3. Solve problems 4. Communicate results

Communication Boards

Communication Boards

Communication boards are convenient, inexpensive and visual. When used correctly, communication boards can deliver the messages you want to share with all of your employees.

Crew Member and Management Communication

Crew Member and Management Communication

Effective crew and management communication is essential to running a successful restaurant. Communication is critical for good teamwork and learning. Through effective communication, your staff can provide the total customer satisfaction we expect and demand. At McDonald's, we do everything we can to keep communication open between you and your crew members.

Crew Committees

Crew Committees

Committees are voluntary, but all participants must be paid their hourly pay rate for attendance at agreed upon meetings.

Committees can meet in the crew room or other location. A member of the management team must always be in attendance (as management is sponsoring the committee, it has an obligation to offer guidance and support.)





Following are some types of committees that can be formed:

Committee Type Description

Enthusiasm Committee This is a key committee and is highly recommended. The Enthusiasm Committee generates the social events Calendar for the restaurant. It also communicates and executes the activities it plans (recommended one activity per quarter as a minimum). No deductions should be made from crew wages towards crew outings.

Service Committee This committee tells management how service can be improved. It recommends improvements in customer service by removing barriers and driving enthusiasm for serving the customer.

Decorating Committee This committee coordinates plans for special decorations. These could be for holidays or special promotions.

Crew Meetings

Crew Meetings

A crew meeting is a great communication tool for presenting important information to your entire crew at the same time. It is an opportunity for the management team to build awareness of a new policy, procedure, product, or upcoming marketing promotion. Your crew meetings should have a planned and rehearsed agenda that includes the entire management team and should be conducted with enough notice and planning to maximize attendance. When done well, a crew meeting builds enthusiasm and enhances overall crew member morale. It is recommended that crew meetings be held at least two times per year.

All crew must be paid for attending a crew meeting.




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Preparing for a Crew Meeting

Action Description

Be prepared Plan the meeting thoroughly with the entire management team. Involve some crew people. Have several presenters, including crew members. Prepare an agenda. Each presentation should be outlined and fully rehearsed and should have a definite time frame.

Publicise the meeting Announce the meeting at least one week in advance. Also, post it on your crew schedule. Use posters and word of mouth to build enthusiasm for attendance. Give the crew a written agenda. To encourage attendance, offer door prizes and awards. Also consider having a guest speaker, films, free breakfast or creative locations.

Pay people for attending The crew must be paid their hourly rate for the time they attend. If the restaurant combines a crew meeting and a crew outing then the crew meeting component (eg. first hour) must be paid for (hourly rate).

Enthusiastic opening Draw a door prize as the crew arrives. Prizes may be a CD or a gift voucher at a local restaurant or department store

Informational portion Discuss QSC, new promotions, or restaurant problems. This is also the time to discuss the results of communications sessions or opinion surveys. Each management person should take part in this section. Topics such as workplace health and safety should always be an agenda item. Review upcoming NABIT activities.

Enthusiastic close Give out service awards (certificates) and announce incentive program winners (such as Crew Person of the Month). Then draw for the rest of the door prizes or pass out other awards. You could also introduce the new crew that have joined the team, promotions, birthdays, outstanding performers

Management Meetings





Management Meetings

Restaurant manager meetings are crucial to effective management communication. The purpose of a management meeting may be to open communication between managers, celebrate success, identify and resolve problems, delegate responsibility for action plans, or follow up on action plans and delegation. Always use a management meeting agenda. It is recommended that management team meetings be held weekly.

Guidelines for Effective Management Meetings

Conduct regular meetings and, if possible, limit to one hour. (recommended frequency is minimum fortnightly)

Create an agenda and circulate to managers prior to the meeting. This will allow them to prepare for discussions / presentations.

Choose a time that is convenient for most people.

Meet where it is comfortable, well lit and ventilated, and where you will be free from interruptions.

Notify everyone well in advance. Specify the time and place (or you may establish a regular time and place for the weekly meetings)..

Start and end on time. This encourages management to arrive promptly and use the time effectively. Many managers start and end the meeting on time regardless of whether everyone is present or whether the agenda is completed.

Avoid time wasters. Appoint someone to watch for time wasters and to caution the group when it gets sidetracked by redefining the problem repeatedly, blaming and finger pointing, talking about problems unrelated to the issue at hand, departing from the agenda.

Record notes about solutions, actions to be taken, dates, and follow-up (during the management meeting).

Summarise the topics covered and the solutions agreed upon (at the end of the meeting).

Inform those who did not attend the meeting.

Ensure that meetings are not held on the same manager's days off each week.

Managers should have time paid back to them if they attend a meeting on a day off.

Communication Days

Communication Days

Communication days are scheduled, planned discussions involving the Operations Consultant or Owner / Operator and the management team. They cover performance updates, the Management Development Program (MDP) and other matters. Communication days ensure regular, ongoing communication (monthly). They also help build rapport between the Operations Consultant or Owner Operator and the management team.




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Communication Days:

Help get performance reviews done on a regular basis and keep the performance development system on track

Serve as a foundation for rapport, teamwork and morale

Help eliminate surprises through ongoing discussion of performance

Give managers an opportunity to get to know the Operations Consultant/Owner Operator

Need a detailed agenda with time allotted for accomplishing the objectives

Must be scheduled well in advance

Must be flexible to adapt to changing needs

Need the involvement and uninterrupted support of the Operations Consultant

Exit Interviews

Exit Interviews

Conduct exit interviews when employees leave McDonald's. Conducting exit interviews can help you identify strengths and problems by covering training, supervision, general restaurant environment, and reason for leaving. At times, these sessions may provide an opportunity to resolve differences or misunderstandings, and enable you to retain your employee. Whenever possible, exit interviews should be conducted with every employee who chooses to leave McDonald's.


Standard Legal Information






Confidentiality Statement

McDonald's Operations and Training Manual and other materials in the McDonald's system contain McDonald's confidential and proprietary information. This information includes but is not limited to: methods, formats, specifications, standards, systems, procedures, sales and marketing techniques, knowledge, and experience used in developing and operating McDonald's Restaurants; real estate and development plans; marketing plans, research, advertising, and promotional programs for McDonald's Restaurants; knowledge of suppliers, methods of ordering and specifications for products, materials, and supplies; knowledge of the operating results, financial information and financial performance of McDonald's Corporation; customer communication and retention programs; graphic designs; intellectual property; recipes, formulae and food preparation processes; information generated by, or used or developed in, the operation of a Restaurant; and any other information McDonald's may designate as confidential or proprietary from time to time.

McDonald's confidential and proprietary information must be kept absolutely confidential at all times and all reasonable steps to prevent improper disclosure of McDonald's confidential and proprietary information to others must be taken. In addition, franchisees must not disclose financial performance, operating results or sales information (collectively, the Financial Information) relating to their McDonald's Restaurant(s) where (1) McDonald's has not publicly disclosed its financial performance for such period; (2) it is reasonably foreseeable that such Financial Information will be consolidated with the Financial Information of other McDonald's Restaurants; and (3) it is reasonably foreseeable that such Financial Information or consolidated Financial Information will be made public and/or be used to influence investment decisions regarding McDonald's common stock.

Using McDonald's confidential and proprietary information or the Financial Information in an unauthorized manner is strictly prohibited. Failure to maintain the confidentiality of such information and/or the unauthorized use or disclosure of this information may lead to civil or criminal prosecution as well as the immediate termination of the franchise, employment or other relationship with McDonald's.

Trademark List

The following trademarks used herein are owned by McDonalds Corporation and affiliates. Americas Favorite Fries; ARCH; Arch Card; Big Breakfast; Big Mac; Big N Tasty; Big Red Shoes; Birdie; Boston Market; Chicken McGrill; Chicken McNuggets; Chicken Selects; Chipotle; Did Somebody Say?; Double Quarter Pounder; Egg McMuffin; EVM; Extra Value Meal; Filet O Fish; Fry Girls; FunTimes; Golden Arches Logo; Grimace; Hamburger University; Hamburglar; Happy Meal; MacFries; Made For You; Makadonaldo; McChicken; McD; McDonaldland; McDonalds;




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McDonalds Playland; McFiltering; McFlurry; McFree; McGriddles; McMuffin; Playland; PlayPlace; PlayPlace Logo; QSC; QSC&V; Quarter Pounder; RMHC; Ronald McDonald; Ronald McDonald Care Mobile; Ronald McDonald House; Ronald McDonald House Charities; Ronald PlayPlace Logo; Sausage McMuffin; Super Size; The Golden Arches; twoallbeefpattiesspecialsaucelettucecheesepicklesonionsonasesameseedbun; World Famous Fries; www.mcdonalds.com. All other trademarks are the property of the respective trademark owners.

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