Day 003 - 30 Jun 94 - Page 22
1
Q. It says: "It's not unusual for the workers to quit after
2 just four or five weeks", say the defendants in this
leaflet, "The reasons are not hard to find". Can you
3 think of any other reasons than the ones you have just
given us why people quite after four or five weeks?
4 A. Some people find it is not for them. It is hard
work. Their circumstances may change. Maybe they only
5 wanted four or five weeks in the first place and went on
to something else. I have heard McDonald's described on
6 many occasions by young people as a bit of a bridging
mechanism. "I have something to do in September, but it
7 is now July, mid-July, and I need something to do for
four, five or six weeks. I am an industrious person, so I
8 can join McDonald's, earn something for four or five or
six weeks, then when my real intention comes forth in
9 September, I can say 'Goodbye, McDonald's; hello, new job'
-- fair enough.
10
Q. Mr. Preston, how long have you worked in the seniorish
11 sort of position in McDonald's in this country?
A. I have run the company as chief executive since 1986.
12
Q. So eight years anyway?
13 A. Yes.
14 Q. During that time are employment problems, staff turnover,
discontent and matters amongst the staff brought to your
15 attention?
A. Some are.
16
Q. During that time -- most of the areas of the company's
17 operation, I assume, you have to delegate in its detail to
other people?
18 A. Well, there is one of me in London and there are 500
restaurants around the country. I do my best to spend as
19 much time in the stores as I can and regularly do every
week spend time in several, whether it is Belfast or
20 Central London, but the fact remains there is an
operations hierarchy a human resources hierarchy, a
21 battery of field consultants and supervisors whose prime
responsibility is monitoring what goes on in those
22 restaurants.
23 Q. Which department is it that is responsible for employees,
staff welfare?
24 A. Some would say human resources are. I would say that
is probably true in one sense, but in McDonald's, which is
25 kind of an unusual company in many regards, the
operations' department has a function to play, the human
26 resources people obviously do; the field consultants who
work with their licensees do. It is rather multifaceted.
27
Q. Can I ask you this? During the eight years in which you
28 have been chief executive, has there been any occasion on
which any of those subordinates of yours has come to you
29 and said: "I think we have a problem. Our employees are
leaving in droves and we are finding it very difficult to
30 recruit replacements"?
A. They have not come to me and said that, no.
