McDonald’s Case Study Argumentative

Outline the talent management program that led to success for the company. In 2002, around the fourth quarter McDonald’s had a big profit lost and begin to wonder what went wrong because they were known for great outstanding performance until then. There were 90 percent of the leaders that were outstanding or admirable and 75 percent were the possible to develop to take on greater tasks. Upon studying some of their key modules, the business acknowledged that they had to revamp their Talent Management process so that it would become aligned with the company’s business objectives and policies. Talent management is defined as “a subset of human resource (HR) processes, programs, and tools designed to identify, assess, develop, and retain talent (Silzer & Dowell, 2010). The company’s first two steps in reaching accomplishment was to restructure their performance development system throughout the organization for all of the staff along with coming up with a talent review procedure for all of the level positions in the company.

Second on the list was generating and implementing a succession of three development programs. Once McDonald’ put their plan out for the development system back in 2001 for all the staff positions, they wanted to improve in the most serious areas. First area was placing emphasis on accountability; second step was to increase the difference in performance, and third, emphasis being placed on the need to increase interest to change and revolution. This development system was essentially put in place in the business to encourage development of executive talent and create development for new employees underlining on diversity and talent. The LAMP program was designed to create innovative ideas to change participants thought pattern and to incorporate a global approach in becoming effective at retaining top talent. Its focused was on developing high potential talent in becoming future leaders and to improve performance to acquire accelerated business results

McDonald’s Leadership and the promotion of the Global Development Program were the last steps in being success for the company according to Goldsmith and Carter (2010). The primary goal of the Leadership Institute was developed to be viewed as a superior leadership institute used as an online resource center that focused on Director level employees of the company, which provided special development support, learning seminars and development training. The Global Leadership Development Program was started to prepare applicants for a more in-depth overview of leadership duties and to give individual contributors a wider base of networked peers. Identify strengths of the program and how they led to goal accomplishment. A strength this company achieved was in the changing of their society by achievement of the new presentation development system. When this occur the more resourcefulness and new dreams was permitted along with bigger performance.

The diversity in evaluating workers now allows the top percent performers to be acknowledged for their input to the company. The PDS became a successful tool better than the other rating systems. This tool positioned more importance on responsibility for achievement across the board, improved performance difference, change, and improvement. Second strength for McDonald’s success, was the grouping of LAMP and Leadership Development Program. These programs assisted the business into molding its high potential employees for all the main position. Changes are always good because he or she can be changing for the right reason. Once the change were made to the talent management program it began to improve diversity and power. The changes to the talent management program also improved the overall diversity and control within the leadership groups and it also established the grouping of high-potential applicants that were prepared for the positions. Another strength of the program that helped McDonald’s maintain their high potential performers that took place in December 2008. In September 2008, McDonald’s stock prices hit rock bottom and had 65 consecutive months of sales that lasted the longest in the McDonald history.

McDonald’s will continue to be successful because they focus on its workers and customers. They main focus and goals are measured on the importance of the customer experience regarding the price, products and people are all associated by the company’s plan to its employees by using customer service and experience levels as performance pointers. McDonald’s made sure to develop a great place to keep and encourage the employees that they can be the best in their performance. According to Goldsmith and Carter (2010), the implementation of these goals resulted in employee promotions and customer loyalty and expectations. Because of the Talent Reviews, there was an increased personal accountability of talent management at the executive level. Describe opportunities for improvement in the talent management planning process. Although McDonald’s implemented an extremely good talent management program, one area for improvement would be how McDonald’s attract employees with high leadership abilities and how to correctly calculate talent needs.

McDonald’s also needs to take a look at their technology infrastructure. With the rapid rate in the movement of technology, McDonald’s needs to take a serious at the company’s intranet and how to get it up to speed to deal with the demands of the business, and to solve this issue, the company would need to redesign their intranet system to include the content management system that will maintain the information consistently and efficiently (Caul & Harvey, 2012). Particular attention is this endeavor would be in the areas of connection speeds, security and privacy acts, anti-virus and firewalls, and language barriers and these changes would allow McDonald’s to continue to grow globally, continue to be a profitable powerhouse and stay a competitive authority. Create at least two (2) more effective approaches to meet the talent management challenges in the future. Two effective approaches to meet their talent management challenges in the future would be effective recruitment of the right talent and creating a understanding development program to improve the skills of the all the workers.

I have known McDonald’s to attract a lot of people to give them a chance to work. McDonald’s can start their recruitment for talent by holding fairs in high schools, and colleges because the early the better, and they can frame them into vivacious employees that may be a perfect fit for the company. In managing people the best way to manage people is to recognize what roles the business would like to deliberate positions and accurately outline what set of abilities and skills would be mandatory for each of the main positions. It is always good to learn from one another because that give you room to teach someone. McDonald’s will have to develop a procedure to help other employees. In today’s world we all have different reason from leaving one company and going to another. Once McDonalds’s have that process the employees will continuously shift their understanding and knowledge to one another would always be a good thing for both themselves and the company.

Mentoring allows each of the workers to scope their full potential at their organizations. Mentoring programs encourage the workers individual and professional progress in a planned and helpful way. The organization could also make sure that they generate mentorship programs using skilled employees to guide the younger ones. For example, retired person can impart information due to their years of experience and knowledge by sharing the resources and networks. Having more experienced workers also help to train younger workers on work ethics, help them to develop personally and professionally while creating a safe work environment for them. McDonald’s has been fairly a success increasing its occupational while applying a devolved style to handling its workforce, nevertheless, it became progressively deceptive that continuous wants the development of more dependable and self-controlled procedures to talent management and improvement (Goldsmith & Carter, 2010).

References
Goldsmith, M., & Carter L. (2010). Best practices in talent management: How the world’s leading corporations manage, develop, and retain top talent. San Francisco: Pfeiffer. Silzer, R., & Dowell, B. (2010). Strategy-driven talent management: A leadership imperative. San Francisco: Jossey-Bass. Hartley, D. (2011). Serving up creative talent strategies. Retrieved from http://talentmgnt.com Intagliata, J. (2001). Enhancing the talent management system to support mcdonald’s corporation’s global growth. Retrieved from http://alexcelgroup.com