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.

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