McDonalds S Case Study
McDonald’s Case Study
Keisha Roach
Dr. Alberta Thrash
HRM532
Strategy-Driven Talent Management
Sunday, January 26, 2014
Outline the talent management program that led to success for the company.
In 2002, around the fourth quarter McDonald’s had a big profit lost and begin to wonder what went wrong because they were known for great outstanding performance until then. There were 90 percent of the leaders that were outstanding or admirable and 75 percent were the possible to develop to take on greater tasks. Upon studying some of their key modules, the business acknowledged that they had to revamp their Talent Management process so that it would become aligned with the company’s business objectives and policies. Talent management is defined as “a subset of human resource (HR) processes, programs, and tools designed to identify, assess, develop, and retain talent (Silzer & Dowell, 2010).
The company’s first two steps in reaching accomplishment was to restructure their performance development system throughout the organization for all of the staff along with coming up with a talent review procedure for all of the level positions in the company. Second on the list was generating and implementing a succession of three development programs. Once McDonald’ put their plan out for the development system back in 2001 for all the staff positions, they wanted to improve in the most serious areas. First area was placing emphasis on accountability; second step was to increase the difference in performance, and third, emphasis being placed on the need to increase interest to change and revolution. This development system was essentially put in place in the business to encourage development of executive talent and create development for new employees underlining on diversity and talent. The LAMP program was designed to create innovative ideas to change participants thought pattern and to incorporate a global approach in becoming effective at retaining top talent.
Keisha Roach
Dr. Alberta Thrash
HRM532
Strategy-Driven Talent Management
Sunday, January 26, 2014
Outline the talent management program that led to success for the company.
In 2002, around the fourth quarter McDonald’s had a big profit lost and begin to wonder what went wrong because they were known for great outstanding performance until then. There were 90 percent of the leaders that were outstanding or admirable and 75 percent were the possible to develop to take on greater tasks. Upon studying some of their key modules, the business acknowledged that they had to revamp their Talent Management process so that it would become aligned with the company’s business objectives and policies. Talent management is defined as “a subset of human resource (HR) processes, programs, and tools designed to identify, assess, develop, and retain talent (Silzer & Dowell, 2010).
The company’s first two steps in reaching accomplishment was to restructure their performance development system throughout the organization for all of the staff along with coming up with a talent review procedure for all of the level positions in the company. Second on the list was generating and implementing a succession of three development programs. Once McDonald’ put their plan out for the development system back in 2001 for all the staff positions, they wanted to improve in the most serious areas. First area was placing emphasis on accountability; second step was to increase the difference in performance, and third, emphasis being placed on the need to increase interest to change and revolution. This development system was essentially put in place in the business to encourage development of executive talent and create development for new employees underlining on diversity and talent. The LAMP program was designed to create innovative ideas to change participants thought pattern and to incorporate a global approach in becoming effective at retaining top talent.
References: Goldsmith, M., & Carter L. (2010). Best practices in talent management: How the world’s leading corporations manage, develop, and retain top talent. San Francisco: Pfeiffer. Silzer, R., & Dowell, B. (2010). Strategy-driven talent management: A leadership imperative. San Francisco: Jossey-Bass. Hartley, D. (2011). Serving up creative talent strategies. Retrieved from http://talentmgnt.com Intagliata, J. (2001). Enhancing the talent management system to support mcdonald 's corporation 's global growth. Retrieved from http://alexcelgroup.com