A Number of Research Studies in the Uk Have Followed the Initial Work by
Case study: McDonald’s Restaurants: aligning reward strategy to
business objectives through employee engagement
Overview and background
Tis case study shows how a company with a strong culture of measure-ment has built its own methodology and produced evidence to demonstrate how rewards can enhance employee engagement and thereby business
performance.
Growing out from their frst outlet in California in 1948, McDonald’s now
have over 31,000 restaurants in 118 countries. Tey frst opened in the UK
in 1974 and now have almost 1,200 restaurants here, which are a mixture of
franchised and company-owned and run. Franchises are run as autono-
mous businesses, although the UK parent company ofers the benefts it
ofers to its own staf to its franchisees wherever possible.
Te company employs more than 70,000 people in the UK, three-quarters of
whom are under 25 years of age (the so-called ‘Generation Y’s). For 10,000
of them, McDonald’s is their frst employer.
Starting in 2006, the ‘Not bad for a Mcjob’ recruitment advertising
campaign has profled the attractive rewards and opportunities available in
the company, with the landmark digital-advertising sign at Piccadilly Circus
being used as part of the programme. Te new Bruce Oldfeld-designed
staf uniforms are just one visible component of this image shif.
Te company’s investment in, and approaches to, fexible working,
training and reward have all won external commendation and awards.
McDonald’s was one of the frst companies to be awarded the new advanced
Investors in People standard. It has been rated in Te Times’ Top 100 gradu-
ate employers for the last six years and in the Financial Times’ Best Workplace
listing. In 2008 it was accredited to award its own qualifcations and in 2009
the company plans on training 6,000 apprentices, providing them with
a nationally recognized qualifcation in multi-skilled hospitality – the
business objectives through employee engagement
Overview and background
Tis case study shows how a company with a strong culture of measure-ment has built its own methodology and produced evidence to demonstrate how rewards can enhance employee engagement and thereby business
performance.
Growing out from their frst outlet in California in 1948, McDonald’s now
have over 31,000 restaurants in 118 countries. Tey frst opened in the UK
in 1974 and now have almost 1,200 restaurants here, which are a mixture of
franchised and company-owned and run. Franchises are run as autono-
mous businesses, although the UK parent company ofers the benefts it
ofers to its own staf to its franchisees wherever possible.
Te company employs more than 70,000 people in the UK, three-quarters of
whom are under 25 years of age (the so-called ‘Generation Y’s). For 10,000
of them, McDonald’s is their frst employer.
Starting in 2006, the ‘Not bad for a Mcjob’ recruitment advertising
campaign has profled the attractive rewards and opportunities available in
the company, with the landmark digital-advertising sign at Piccadilly Circus
being used as part of the programme. Te new Bruce Oldfeld-designed
staf uniforms are just one visible component of this image shif.
Te company’s investment in, and approaches to, fexible working,
training and reward have all won external commendation and awards.
McDonald’s was one of the frst companies to be awarded the new advanced
Investors in People standard. It has been rated in Te Times’ Top 100 gradu-
ate employers for the last six years and in the Financial Times’ Best Workplace
listing. In 2008 it was accredited to award its own qualifcations and in 2009
the company plans on training 6,000 apprentices, providing them with
a nationally recognized qualifcation in multi-skilled hospitality – the