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

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