Q.

1- The majority of training is floor based, or "on-the-job" training because people learn more
and are more likely to retain information if they are able to practice as they learn. All new
employees have an initial training period. Here they are shown the basics and allowed to develop
their skills to a level where they are competent in each area within the restaurant. The time scale
for this depends on their status i.e. full or part-time. They will also attend classroom-based
training sessions where they will complete workbooks for quality, service and cleanliness. After
the initial training period all employees receive ongoing training. This is done using
“Observation Checklists” for the station they are working at. The rating will go towards their
appraisal grading. The restaurants do promote crew members to hourly-paid management
positions that carry accountability for areas within the restaurant, or responsibility for a shift.
Short-term gains in terms of increased knowledge and better skills of resources to long-term
gains by way of transformation in employees’ attitudes. This ensures that employees are more
loyal, committed, hard-working, and involved in their work thereby reducing attrition. Adopt
new processes faster and achieve more savings. An example of this is that employees make
fewer mistakes; get rewarded by pay hikes, bonuses on a profit-sharing basis and ensure they are
more motivated and a happy workforce. Organizations achieve balance by improving on
resources utilized. Further, employees can perform new roles. An example of this is that
employees are free to take on more responsibilities as well as develop their competencies and
skills. Metrics and data can be used to evaluate how effective training is in achieving strategic
goals. Example of this is that employees find training content relevant and transfer their
learnings to the job effectively.

Q.2- The most important part of human resource management is Training and Development. It
plays a key role in every organisation though few people disagree about the importance of
training and development in the success of organisation. Appointing the right person at right time
at right place needs more care and attention on the part of personal manager. A clear set of goals
and well defined path should be needed for good training. Training changes attitudes, knowledge
and skills of employees and also the way they work. A report published by workforce in May
2006 explains that despite focus on efficiency and cost control, companies are spending more
and more on training and development. It is reflection of the fact that companies are keen about
training and development to gain competitive advantages. Most of the companies clearly
understand that if workers are smarter and better trained they can achieve their goals easily. In
any organisation the central factor of Training and development is the human resources or the
human capital. Human capital is viewed as the driving the force for the success of the
organisation because of their skills, competencies, knowledge and experience.

Q.3- If I had a brick for every time I’ve repeated the phrase Quality, Service, Cleanliness and
Value, I think I’d probably be able to bridge the Atlantic Ocean with them.” —Ray Kroc

How do you create a restaurant empire and become an overnight success at the age of As Ray
Kroc said, “I was an overnight success all right, but 30 years is a long, long night.”

OriginsIn 1917, 15-year-old Ray Kroc lied about his age to join the Red Cross as an ambulance
driver, but the war ended before his training finished. He then worked as a piano player, a paper
cup salesman and a multi-mixer salesman.

In 1954 he was surprised by a huge order for 8 multi-mixers from a restaurant in San Bernardino,
California. There he found a small but successful restaurant run by brothers Dick and Mac
McDonald, and was stunned by the effectiveness of their operation.  They produced a limited
menu, concentrating on just a few items—burgers, fries and beverages—which allowed them to
focus on quality at every step.

McDonald’s is a career for a very small number of people for most it is a way to save money for
school, buy your first car, help with the finances at home or to just learn job skills and work
ethic. you will be employed with McDonald’s until you find a better job, the management knows
this. it is there job as management to make this the best job you can get for as long as possible.
this is why McDonald’s has a retention manager who’s job it is to put policies in place to
improve employee morale and retention.

Q-4. Mcdonald places a great emphasis on employee training to ensure the highest standards of
service across all outlets globally, regardless of the restaurant or the continent. The tightly
controlled process is called the one best way. It covers all areas of business from meeting and
greeting , to food preparations ,to cleaning the floor. In order to relieve monotony, crew
members are rotated through a number of different roles. It takes an average of 44 shifts to
become competent in all areas.

Training and development are given in the restaurant and in addition the participants will attend
regular development days. On successful completion of a management entrance exam,
employees will attend a training course held by the training department at the regional office
before returning to the restaurant in a management position.
Q-5-

Starting out

Starting work can be a scary thought, but don’t worry, at McDonald’s we understand what it’s
like to be the new kid on the block. You’ll get all the support and training you need to make a go
of it. And the good news is that the training you get as a Crew Member will help you in all areas
of your life, not to mention your impressing future employers, whatever long term career you
have in mind.

So what kind of training are we talking about

Communication: interacting with colleagues, the management team and our customers.

Practical skills: delivering exceptional customer service, handling money, using equipment and
product quality control to name just a few.

Time management skills: organising yourself so you’re always prepared for the rush and of
course the importance of always being punctual

Team skills: learning to work along other Crew Members and contributing to the team.

Q-6- Most departments in the regional offices offer restaurant managers opportunities to work in
the regional office. This gives an experienced manager the opportunity to develop and learn new
skills, to see a different side of the business, and to experience how each department's strategies
have a role in achieving the company's goals.
It offers a direct route into restaurant management, through an intensive structured training
programme.Restaurants with high levels of training also have lower staff turnover. A more
consistent crew, in tum, delivers higher levels of service to the customer, resulting in more
profits and so on. The staff turnover rate at McDonald's is low, with the average length of service
of a McDonald's manager currently at over ten years.

Training and development at McDonald's really works. According to McDonald's, some 70% of
their current management team (in head and regional offices and in restaurants) began as crew
members. These findings suggest that training plays a primary role in the delivery of the three
major business objectives of quality, service, and cleanliness and also in achieving better
employee and customer satisfaction and a drastically reduced staff turnover rate. All have direct
impacts on the bottom lines of each restaurant and of the company as a whole. McDonald's may
be regarded as a model employer keeping in view the importance it attaches to employee training
and the set of indicators it uses to measure training success.
 • Yet, the company does not look for immediate financial benefits from training, the
impact of which may be more medium to long term. Fundamentally, though, McDonald's
knows that skills do create better businesses and with it, better jobs and opportunities for
their workers.
• Apart from measuring the success of training by its impact on bottom line or profits,
McDonald's links a number of other benefits to ongoing training. These include improved
employee morale and productivity.

Q-7- Some of the diversity initiatives at McDonald's have resulted in it having the largest
number of minority and female franchisees in the quick service industry, with more than 40.7%
of all McDonald's US owner/operators being women and minorities. More than 25% of company
officers are minorities, more than 24% of company officers are women, 26% of middle
management employees are minorities, and 46% of middle-management employees are women

The company has employee networks such as Women's Leadership Network, Asian Employee
Network, McDonald's African American Council, etc. These networks help the company achieve
its diversity vision by improving processes like performance feedback and employee
development, recruitment and retention of excellent employees, and maintaining a better
connection with the diverse customer base.

Q-8- This report reviews the current methods on evaluating training programs by BreadTalk,
with an aim of improving its evaluation methods. Through a search of literature and an analysis
of current methods, the report summarises the latest thinking on evaluating training programs
and provides insights on how BreadTalk can improve the quality and management of its
evaluations. There are three key objectives of the report: first, to identify models, frameworks,
methodologies, and approaches as well as their uses and feasibility in evaluating training
programs; second, to summarize how the quality and effectiveness of these evaluations are
assessed in theory and in reality, and mainly, what cutting-edge methods and approaches other
organisations use to maintain the quality and effectiveness of their evaluations; and, third, to
outline some common practices of Corporate evaluation units.
Latest models. The review found that the reigning framework for evaluating training programs –
and the subsequent models, methods and approaches – is one outlined more than forty years ago
by Donald Kirkpatrick. His framework evaluates training programs in terms of four levels –
reaction, learning, behavior, and results. Subsequently, Jack Philip’s five level Return On
Investment (ROI) model became the conventional model for evaluating training. Basically it is
similar to Kirkpatrick’s framework, with an additional level, the calculation of ROI. Other
models analysed include the CIRO model and a few others. Critiques of the models are also
mentioned.
Quality and effectiveness