McDonalds Case

As one of the world's most famous fast food chains, McDonalds was founded in1937, the McDonalds brother Richard and Maurice opened the first McDonalds restaurants in America. McDonald today has over 30,000 restaurants over 100 countries in the world. McDonald's fight's to protect is reputation and trade mark. Although good corporate-level strategy is important it is not the most critical for day-to-day human resource activity. The most important strategy for human resource is business-level strategy and related corporate diversification strategy. Its concerns how the organization will compete with the other companies that provide similar goods and services. McDonalds is a fast-food restaurant that has been around for over 50 years it employs over 1.6 million people.

Organizations that recruit well have more options when it comes to hiring new employees. Organizations with good recruiting can also lower employment cost by making sure that new employees know what to expect from the organization, which helps keep employees on board once they are hired. Obtaining a large number of applicants and using great Human resource approach is the key. McDonalds has an overall "Strategic Plan to Win" that gives all business with common foundations for developing ideas to reach this goal. This foundation includes five major elements: 1) People, 2) Place, 3) Product, 4) Promotion, 5) Price.

Key Elements Relevant Measures

People * Well trained

* Fast and Friendly

* Delighting customers

Place * Clean

* Relevant

* Inviting

Product * Food taste great

* Lots of choices

* Hot and fresh

Promotion * Consistent with the brand

* Relevant to the customers

Price * Best value to the most people

* Affordable

The use of Talent Management in McDonalds is a term that refers to the skills of attracting highly skilled workers, of integrating new workers and developing and retaining current worker to and future objective. For McDonald's people is there most important asset. That is because customer satisfaction begins with the attitudes and abilities of its employees and effective employees are the best route to success. To some it is about the management of high-worth individuals or "the talented" whilst to others it is about how talent is managed generally - i.e. on the assumption that all people have talent which should be identified and liberated (Sims& Doris 2009).

The large issue with many organizations today is that their employers put enormous effort into attracting employees to their company, but spend little time into keeping and building talent (Sims & Doris 2009). A talent management system must be executed into the business strategy and implemented in daily processes throughout the company as a whole. This will not be left solely to the human resources department to attract and retain employees, but rather must be practiced and implemented at all levels of the organization. The business strategy must have responsibilities for line managers to develop the skills of their immediate supervisors. Divisions within the company should be openly sharing information with other departments in order for employees to gain knowledge of the overall organizational objectives (Sims & Doris 2009). Companies that focus on developing their talent incorporation plans and processes to track and manage their employee talent, including the following:

* Sourcing, attracting, recruiting and on boarding qualified candidates with competitive