Day 125 - 12 May 95 - Page 19
1 information for you.
2
3 MS. STEEL: If you turn to bundle page 7, internal page 481
4 "Retention of crew. Staffing retention are closely
5 related issues. Many problems are the by-products of
6 under-staffing. Under-staffing puts additional pressure on
7 everyone and results in frustration for management and
8 crew. Causes of turnover: It is crucial to understand the
9 reasons why people leave McDonald's. Some of the most
10 significant reasons people give for leaving are, poor
11 treatment..." and under that comes "lack of recognition,
12 poor people practices, dissatisfaction with pay, low and/or
13 infrequent raises". Then: "lack of orientation and
14 training," and, under that are "no job enjoyment or
15 satisfaction, no training or job rotation". Then "poor
16 working conditions", and, under that "faulty or missing
17 equipment, poor uniform policy". Then "lack of
18 communication".
19
20 These reasons that employees have given for leaving, have
21 they remained fairly consistent over time?
22 A. Yes, they have. They have remained consistent and
23 important in our industry, and, I think, really, many of
24 the things that you see here, I think, are important to
25 just about any industry.
26
27 Q. On Wednesday you mentioned, in your statement you
28 mentioned, about the issues of discontent; you said about
29 that failure to maintain equipment in a timely fashion and
30 crew complaining about the poor condition of equipment. So
31 that is something that has remained a problem since that
32 time in the 70s, was it, when you were talking to staff
33 about discontent?
34 A. I did not say it remained a problem. It is not a
35 problem in McDonald's, per se. It can be the source of a
36 problem in a restaurant if, in fact, these things are not
37 addressed. It is not a problem. These things that are
38 outlined in the areas of poor treatment, lack of
39 orientation, training etc. are things from our experience
40 that should be dealt with on a regular basis so that it
41 does not become a problem. By outlining all of these
42 things as a cause of turnover, as a means of retaining your
43 crew people, it informs our managers how to conduct
44 themselves, the things that they ought to look at and be
45 concerned about, to be vigilant about, so that they do not
46 have a problem. I can say to you that we have a leg up, so
47 to speak, on the industry in that better than 70 per cent
48 of our management people come from the crew, at one time
49 were crew people, so they, as a crew person, obviously are
50 very well aware of the things that motivated them, that
51 caused them to want to come back to McDonald's, to stay
52 with McDonald's. They are also aware of things that would
53 have made them want it quit, or maybe at one time quit,
54 because of a poorly prepared manager, or poor manager. So
55 I think that for a good percentage of our managers they are
56 quite conversant on this, their having been a crew person.
57 It is almost second nature to them. But for those folks
58 that are new to McDonald's this is just a means of giving
59 them direction, a list of the things to be concerned about.
60
