Human Resource Management at McDonald's. Evaluation of catering workers. Naberezhnye Chelny

2. Personnel management in the McDonald's organization

2.1 Characteristics of the organization McDonald's

McDonald's is the largest chain of fast food restaurants in the world. The first McDonald's restaurant in Russia opened in 1990 on Pushkin Square in Moscow. The agreement to open restaurants in Moscow, signed in 1988, ended 12 years of hard-fought negotiations initiated by George A. Cohon, senior chairman of McDonald's Restaurants of Canada Limited, senior chairman of McDonald's in Russia, and chairman of the board of directors of CJSC " Moscow-McDonald's.

Currently, McDonald's restaurants are open in such Russian cities as Moscow, Mytishchi, Reutov, Lyubertsy, Odintsovo, Troitsk, Dmitrov, Klin, Krasnogorsk, Balashikha, Khimki, Sergiev Posad and others. There are 213 restaurants in total. McDonald's restaurants are growing as stand-alone businesses in busy areas and on major city thoroughfares, as well as food courts in shopping malls. Every day, McDonald's restaurants in Russia serve more than 600,000 visitors.

On average per month, restaurants sell:

2,000,000 Coca-Cola/Fanta/Sprite drinks;

2,550,000 French fries;

1,100,000 milkshakes;

1,150,000 Big Maktm sandwiches;

950,000 pies.

Today, more than 17,000 people work for McDonald's in Russia.

For the preparation of all dishes, only the highest quality products are used that meet all McDonald's standards. At all stages of the production process, McDonald's, its suppliers and independent experts carry out a series of quality checks to ensure that all sanitary and hygienic norms and rules established by the Russian Federation are observed, as well as that the products are of the highest quality. In 1990, McDonald's invested US$45 million to build and equip a food processing and distribution center located in Moscow, McComplex. "Makkompleks" is located in one of the Moscow districts, Solntsevo. It is supplied from necessary products to all McDonald's restaurants in Russia. The plant has its own lines for the production of p/f meat and buns, a product quality control laboratory and a sales department. Over the 14 years of its operation, Makkompleks has made a significant contribution to the development of the domestic food processing industry, the system Catering, agriculture and business relations in Russia. Since 1989, McDonald's has shared its knowledge of technology and business relations with representatives of all CIS countries. Raw materials for McComplex are purchased from more than 100 Russian suppliers who strictly follow the standards of the Russian Federation and McDonald's standards. Moreover, as a result of the decentralization of processing food products, with the participation of specialists and technical assistance from McDonald's, production was launched finished products already at the enterprises of Russian suppliers (lettuce, pickled cucumbers, etc.). McComplex strictly controls the processing of products in accordance with the strict requirements and standards of McDonald's. McDonald's has one goal - to fully satisfy the needs of visitors. All company initiatives are measured by this single criterion.

2.2 Staff motivation at McDonald's

The staff in any organization is its integral part, that is, it cannot exist without people, and as a result of this, it cannot produce something, achieve its goal in activity. Personnel management, first of all, is based on the principles of the interest of the employees of the organization to work for it, to achieve certain goals.

Therefore, since the success of McDonald's depends on the effectiveness of each and every one of its employees, management, in an attempt to meet the needs of employees, uses the following motivational policy. Firstly, because the company needs employees who will work for the benefit of the organization for a long time. It offers its employees a flexible work schedule, which is set depending on the desire and capabilities of the employees themselves and provides for work in the evening or in the morning, as well as on weekends, allows students to successfully combine work and study, and young parents to take care of their children. Secondly, the company is ready to spend time on new employees for their training, legal paperwork, money for uniforms, so that in the end an employee who, only at the end of the probationary period (2 months), will get used to and cope with the difficulties and complexities of work. And thirdly, it offers various bonuses and bonuses that are paid for the processing of the monthly norm of working hours, free lunches, the new design of the old already unattractive uniform. Also the opportunity for a short period of time to achieve rapid growth on the career ladder. The reasons for such a career take-off in such a short period of time are due to staff turnover in all positions, as well as the opening of new restaurants that need employees.

Also, to attract new employees, the company uses advertising that you can earn decent money for a certain period of time. One of the genius recruiting ideas that McDonald's restaurants used in 2008 was handing out calendar cards with a job offer at the company on the back.

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Psychological methods and concepts of personnel management at the enterprise. There are three main areas for improving the use of socio-psychological methods in staff motivation: · Maintaining a favorable psychological climate in the team, · Development of a conflict management system, · Formation and development of organizational culture. Consider...

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Like the hotel "Ural", a powerful personnel department headed by the director of personnel. Based on the analysis of the current system of staff motivation in the hotel "Ural", a number of proposals were formulated aimed at its improvement. It is proposed to make changes: in the management structure (Appendix 18). So it was proposed to introduce the position of HR Director, the position of commercial ...

McDonald's is the largest chain of fast food restaurants in the world. The first McDonald's restaurant in Russia opened in 1990 on Pushkin Square in Moscow. The agreement to open Restaurants in Moscow, signed in 1988, ended 12 years of hard-fought negotiations initiated by George A. Cohon, Senior Chairman of the Board of McDonald's Restaurants of Canada Limited, Senior Chairman of McDonald's in Russia, and Chairman of the Board of Directors of CJSC " Moscow-McDonald's.

Currently, McDonald's restaurants are open in such Russian cities as Moscow, Mytishchi, Reutov, Lyubertsy, Odintsovo, Troitsk, Dmitrov, Klin, Krasnogorsk, Balashikha, Khimki, Sergiev Posad and others. There are 213 restaurants in total. McDonald's restaurants are growing as stand-alone businesses in busy areas and on major city thoroughfares, as well as food courts in shopping malls. Every day, McDonald's restaurants in Russia serve more than 600,000 visitors.

On average per month, restaurants sell:

2,000,000 Coca-Cola/Fanta/Sprite drinks;

2,550,000 French fries;

1,100,000 milkshakes;

1,150,000 Big Maktm sandwiches;

950,000 pies.

Today, more than 17,000 people work for McDonald's in Russia.

For the preparation of all dishes, only the highest quality products are used that meet all McDonald's standards. At all stages of the production process, McDonald's, its suppliers and independent experts carry out a series of quality checks to ensure that all sanitary and hygienic norms and rules established by the Russian Federation are observed, as well as that the products are of the highest quality. In 1990, McDonald's invested US$45 million in the construction and equipment of a food processing and distribution center located in Moscow, McComplex. "Makkompleks" is located in one of the Moscow districts, Solntsevo. It supplies the necessary products to all McDonald's restaurants in Russia. The plant has its own lines for the production of p/f meat and buns, a product quality control laboratory and a sales department. Over the 14 years of its operation, Makkompleks has made a significant contribution to the development of the domestic food processing industry, the catering system, agriculture and business relations in Russia. Since 1989, McDonald's has shared its knowledge of technology and business relations with representatives of all CIS countries. Raw materials for McComplex are purchased from more than 100 Russian suppliers who strictly follow the standards of the Russian Federation and McDonald's standards. Moreover, as a result of the decentralization of food processing, with the participation of specialists and technical assistance from McDonald's, the production of finished products was already established at the enterprises of Russian suppliers (lettuce, pickled cucumbers, etc.). McComplex strictly controls the processing of products in accordance with the strict requirements and standards of McDonald's. McDonald's has one goal - to fully satisfy the needs of visitors. All company initiatives are measured by this single criterion.

Employee motivation at McDonald's

The staff in any organization is its integral part, that is, it cannot exist without people, and as a result of this, it cannot produce something, achieve its goal in activity. Personnel management, first of all, is based on the principles of the interest of the employees of the organization to work for it, to achieve certain goals.

Therefore, since the success of McDonald's depends on the effectiveness of each and every one of its employees, management, in an attempt to meet the needs of employees, uses the following motivational policy. Firstly, because the company needs employees who will work for the benefit of the organization for a long time. It offers its employees a flexible work schedule, which is set depending on the desire and capabilities of the employees themselves and provides for work in the evening or in the morning, as well as on weekends, allows students to successfully combine work and study, and young parents to take care of their children. Secondly, the company is ready to spend time on new employees for their training, legal paperwork, money for uniforms, so that in the end an employee who, only at the end of the probationary period (2 months), will get used to and cope with the difficulties and complexities of work. And thirdly, it offers various bonuses and bonuses that are paid for the processing of the monthly norm of working hours, free lunches, the new design of the old already unattractive uniform. Also the opportunity for a short period of time to achieve rapid growth on the career ladder. The reasons for such a career take-off in such a short period of time are due to staff turnover in all positions, as well as the opening of new restaurants that need employees.

Also, to attract new employees, the company uses advertising that you can earn decent money for a certain period of time. One of the genius recruiting ideas that McDonald's restaurants used in 2008 was handing out calendar cards with a job offer at the company on the back.

Tatyana Yasinovskaya, Vice President for Human Resources Development and Training, McDonald's in Russia and Eastern Europe, reports.

It is safe to say that if McDonald’s in Russia had not developed its personnel policy from the very beginning, based on the systematic training of professionals within the company, the growth rates would have been much lower than those achieved.

Now about 60% of our department heads are people who once started working in line positions. And only the remaining 40% are professionals accepted from outside. The ratio is pretty impressive. Yes, we attract specialists from the market, but we do not believe that this is the main way to solve personnel problems. As a result, a team is formed that can become one of the main advantages of the business.

Myths about specificity

You can often hear that personnel development is a purely “Western” practice, so when using it, Russian specifics should be taken into account. And I am sure that there is no “Russian specificity”. It's just a matter of organization as such.

If employees decide to develop within the company, it is necessary to build a consistent system of training and education. If such a decision is not made, then there will be no personnel reserve. That's the whole "specificity". As for those programs that were developed in the West, in the USA and Europe, they are quite applicable in our conditions. Moreover, in my opinion, Russian management is even more responsive to such development opportunities. Perhaps, due to the fact that such practices have been used in developed markets for a long time, a significant history has been accumulated and people are a little “full”.

In Russia, the "hunger" in terms of corporate programs aimed at supporting growth and development is still felt. As a result, employees use every opportunity to learn and move up the career ladder.

I remember well how the first Russian McDonald's restaurant was opened. I was in the very first team that started on Pushkin Square in Moscow. So, I can say: for us then, many things seemed incredibly new and progressive. We have never heard or known anything like this, we were completely “green”, fresh and inexperienced in the field of building a career ... They came from different universities, with a good education, but without a clear understanding of how to put it into practice, but with a huge enthusiasm!

Now everything is different. People began to plan career growth more clearly and pragmatically, to choose their own line of behavior. Even today's students are starting to build personal long-term strategies. They want not only to study, as we once did, but to manage their professional growth, their future. This choice is much more conscious. Even very young workers in Russia today in most cases know what they want and where they are going. They are much more conscious in their choice of education - university, specialization, department, specialty. Against the backdrop of the romantic and carefree youth of the USSR, these young people are realists and practitioners, and therefore they are much more ready than we once were to move forward. Ready in advance. It is only necessary to understand what they are striving for, to support and turn these aspirations to the benefit of the company. In this sense, work with personnel (including the development and training of personnel within the company) acquires a special value for business.

The talent selection and development system at McDonald's has been operating in Russia since the first day the restaurant on Pushkinskaya opened. All that experience, all those programs and practices that were developed in the corporation were "transplanted" onto Russian soil. What was "localization"? It seems to me that it is simply that each of us was shown and explained how and where one can move up the career ladder. And when the first participants of the training programs went on promotion, it became clear: the system is not just fixed on paper, but really works. After all, they were all recruited to the same positions. And two or three months passed - and now someone has already moved to the next step, then stepped even higher, and more ... And when the first directors of restaurants grew up from among those with whom we all started together in the kitchen and behind the counter, in the shopping hall, it became completely clear: the mechanism really works.

When in 1993 McDonald's was opened on Ogarev Street and on Arbat - our second and third restaurants - the directors were already people who had grown up inside the company. I was offered to work in the personnel department, and I decided for myself that this would be my path for further development and growth in the company. Today, everyone who was the first in Russia to loudly pronounce the cherished phrase “Free cash desk!” has dispersed within the company, each in his own direction.

PEOPLE IN ANY COUNTRY OF THE WORLD BELIEVE NOT SO MUCH IN WORDS AS WELL.

And when it is obvious to everyone that the company first of all offers a vacant vacancy to its own, looking for a candidate among its own employees, this gives a very powerful, positive signal. As a matter of fact, the first promotions that I mentioned were the start for the entire system of internal corporate training and staff development at Russian McDonald’s.

flying hours

I confess that it is not so easy to give a short and unambiguous answer to the question posed “on the forehead”: “What is better, what is more correct for a company - to “buy” a specialist on the open labor market or to grow them inside?” Yes, you can “buy” a person with high professional qualities and developed leadership competencies. But even such an ideal candidate will need to be “brought up” to the level that managers in a particular company must meet.

When hiring an outside employee, there are two key considerations to keep in mind. Firstly, need to understand the extent to which a person , who came to a new company for himself, is ready to share its fundamental values. In addition, it is simply impossible to feel the “genius of the place” right away. This takes time. Even if you have hired a high-level professional, you need to “marry” him with the current management system, the accepted practice of interaction between company departments, and team relations. And it's not so easy.

Secondly, for any organization it is very important how people (not in words, but in deeds) are committed to their work and believe in what they do. In addition to high professional skills (a necessary but not sufficient condition), a true leader must also have the ability to accept the values ​​of the organization and feel true, not ostentatious patriotism. Just like that, the elements of this mosaic do not add up by themselves. Sometimes this does not work at all, despite great efforts to integrate a manager invited from another company.

IF YOU DECIDED TO DEVELOP EMPLOYEES WITHIN THE COMPANY, IT IS NECESSARY TO BUILD A CONSISTENT SYSTEM OF TRAINING AND TRAINING. IF SUCH A DECISION IS NOT MADE, IT MEANS NO PERSONNEL RESERVE WILL APPEAR. THIS IS ALL "SPECIFICITY"

Executives who started out as employees are more likely to move into the top management position with much-needed commitment and an absolute understanding and adherence to the values ​​of the business.

But I won’t argue that it’s easier and cheaper to train a specialist within a company than to “buy”. This is a huge job and a serious investment. At McDonald’s, for example, you can become a restaurant director (of course, growth rates are different for all employees) in two or three years - starting as an ordinary employee. This is the minimum period, but there are similar examples. Considering that the director of a restaurant is one of the key positions at McDonald’s (from 80 to 150 employees, not to mention millions of turnovers), the formation of a leader in such a short time is very expensive.

First of all - about the terms of training.

The future director will need no less than two thousand hours just to listen to the profile courses of our training center. And this is only the “base”, the qualification minimum that a person must master in order to reach the position of director. If we translate this into money, then investments in the training of such an employee amount to hundreds of thousands of rubles. Of course, the amount of investment varies depending on which training programs are used. After all, it can be both local classes and programs in Europe or the USA, external trainings. And I repeat that this is only the foundation, the foundation.

Eternal Students

Another feature of our approach to development is that we never stop and continue learning in any position and at any level. What for? Over many years of experimentation and the search for best practices, it turned out that if all employees without exception do not continue training, the average level of team training will not increase. And in the worst case, it will start to decline. Besides, there is always something to learn. Especially today. The world is changing so fast, just keep up. Here we are learning. Everyone - from a novice employee to department heads and restaurant directors.

By the way, the acceleration of the pace of life and the formation of new requirements is not at all a beautiful metaphor. Just remember what requirements were presented, say, ten years ago to the secretary. In fact, it was enough to be able to type quickly, be attentive and politely answer the phone. And now you need to know dozens of different computer programs. And not only such simple ones as PowerPoint or Word. A secretary ten years ago and now are two completely different levels of training. So, study, study, study!

I often have to talk about how we build a learning system. And every time I emphasize that the main thing here is the system. Different people at different stages of development and career growth require different additional classes and trainings. One today needs to master the practice of successful presentations, and the other needs to develop completely different skills. Therefore, within the framework of the current system (and in order to effectively manage investments), each employee in the company has his own personal development plan. As a rule, it is not limited to a year, but is developed for up to three years. That is, the development plan is built taking into account the medium term. In this way, it is possible to link the personal goals and objectives of the employee with those that face the business as a whole, as well as determine the right set of development and training programs that the employer will provide.

We form similar plans for employees, starting with the position of assistant restaurant manager. This is about the third rung on the career ladder. Although line workers also have their own personal goals and objectives. It's just that they are of a different level, simpler, but no less important for us.

Plans are discussed with employees at least once a year. And at the level of restaurants - once every six months. And again, these are not just documents lying on the table. And not just a tick that the manager puts, reporting on the work done. We seriously study what happened and is happening to a person, what he succeeded in and what didn’t. And why. And then we start thinking about how to adjust the plan.

At least once a year there is a detailed personal conversation with the head. That is, with the person who is directly involved in the development of the employee. These conversations and discussions are not at all reduced to assessing the risks of a company's investment in a particular employee. It would be too small for a large corporation. Yes, we assess the risk of losing a person. But the main task of the leader is not at all to reduce investment in training if everything feels like the person is going to leave. The true goal is to identify and eliminate those factors that increase the risk of losing an employee! Different people have different motives. As well as the reasons for leaving - everyone has their own. The task of the manager is to understand what actions should be taken in order not to lose an employee whom he evaluates as talented and capable of growth.

Employee turnover certainly exists - as in any other growing business. This is fine. For example, students come to work with us. Then they complete their education and go to work in their specialty. Well, let them use the skills and knowledge that they have received from us in other companies. Let them become successful - this will be our success too. In any case, we are talking about investing in people who live in our country and work next to us. It doesn't matter that not all of them will build their careers at McDonald's. It is enough that they will remember with gratitude more than once the beginning of their career, the time they worked with us. By the way, opinion polls of our employees show that after the first 6-9 months of work, 80% of them seriously reconsider their opinion about career prospects at McDonald’s and, having got to know the company “from the inside”, want to stay and grow with us. Restaurant managers and directors have been with the company for at least 10 years on average.

Operation Successor

An important element of the training system is mentoring. We each have our own mentor. For an assistant, this is the director of the restaurant, for the director, the production consultant, for the consultant, the manager ... and so on. Simply put, each employee has someone who is interested in his development. The one who will support him, provide resources and (important detail!) Share his personal experience. After all, learning is a mixed process. These are not only formal classes and courses, but also the experience that is gained in the process of working and communicating with a mentor.

All this can only work in combination. If you send a person to courses, he will gladly go to them. He sits on them for five days, returns - and ... nothing will change. Similarly, it is difficult to make significant progress if mentoring is not backed up by training programs.

I am absolutely convinced that you can become a real leader only when you are able to prepare a good shift for yourself. Moreover, it is these people who move you up! The main thing is to clearly and clearly formulate this logic. So that every leader in the company understands how and why he should develop talents in his team.

We take these matters very seriously. And even a little formal (just the very case when it is useful). Each leader must not only have one person capable of replacing him, but must form a group of candidates in varying degrees of readiness. The optimal personnel reserve is three employees, tutored and raised by the manager. And it is not at all necessary that every growing employee necessarily works in the same department, “under the wing” of a mentor. Rather, each leader should know well and soberly assess the circle of people with whom he interacts in the process of work. And, if necessary, recommend them for those positions that need to be “closed”.

By the way, about formalism. Any leader among us knows that he has no chance to grow further on his own if he does not have a replacement. And this, as it turns out, is a very powerful motivation! If I want to grow further, there must be someone behind me whom I will prepare. The one whom I will help to develop and learn, so that I myself can go further. The system works effectively because it is simple and logical. The development of people is one of the mandatory elements of personal certification, evaluation of the results of the manager's work for the year.

EVEN VERY YOUNG WORKERS IN RUSSIA TODAY IN MOST CASES KNOW WHAT THEY WANT, WHERE THEY ARE GOING TO. AGAINST THE ROMANTIC AND CARE-FREE YOUTH OF THE USSR THESE YOUNG PEOPLE ARE REALISTS AND PRACTITIONERS

At the same time, the system of training and development of employees (and the mentoring system) should not be perceived as an exclusively “vertical”, hierarchical process. The company always has the possibility of "horizontal" development. And we often practice "horizontal" movements. Let's say we have a talented person who is already ready to move to a new position, but at the moment there is no way to raise him further. You can always find an opportunity to offer such an employee to develop in a new direction for him. In addition, talented people can rarely be considered highly specialized. If an employee already has leadership qualities and has reached a sufficiently high professional level, he will be able to work successfully in many areas of business.

To give an example: one of the leaders of the production department, very successful, constantly achieving very high results, at one time worked for four years in the department of training and development. The combination of people skills and industrial experience has helped him achieve a very high position: he now runs hundreds of restaurants. I am sure that "horizontal" development has played a role in this success story.

The vice president for development of McDonald's in Russia started in the purchasing department. At a certain stage of his career, he became interested in a new area - and now he is successfully opening new restaurants in Russia.

We have a lot of such stories, I will not even try to list them all. The moral is already clear: the system of corporate training is not a dogma and not an army drill. It is a tool with which a business can achieve its strategic goals.

And sometimes I get asked about the “secrets of HR”. In particular, about the secrets of building an effective system of corporate training. Yes, there are no secrets! Just everyone needs to be able to find the right place. And practice shows that such a place in any company must be. The main thing is to see him in time.

The "secret" of success lies only in the fact that this is a constant, systematic work. Today, the development of talent in companies that want to become leaders and successfully develop their business is the main task of HR.

The economic crisis has given all of us a little respite. But in the short term, a real battle for talent will break out. Talented people are an unconditional value. Everyone needs them, and not only in Russia. This is the true capital and the main resource of business, which, in my opinion, requires an even more serious attitude than money capital. The lack of a systematic approach to training and development of employees is fraught with the fact that in a year or two, having decided to just go and “buy” the right employee in the market, like in a supermarket, you will be convinced that it is much easier to find money than people.

Work description

The purpose of the study is to develop a package of documents to improve the organization of work of the staff of the McDonald's restaurant in the fast food system.
To achieve this goal, the following tasks should be solved:
- Explore theoretical basis organization of personnel work in the fast food system.
- To analyze the system of organization of work of personnel in the restaurant "McDonald's" in Naberezhnye Chelny.
- Develop a package of documents to improve the organization of work of the McDonald's restaurant staff in the fast food system.

Content

Introduction……………………………………………………………………….....…3
1. General characteristics of the enterprise McDonald's LLC…………………..... 7
1.1. The history of the emergence of McDonald's LLC……………………………..... 7
1.2. Characteristics of the enterprise LLC "McDonald's"………………………..... 8
2. Personnel potential of the enterprise……………………………………………......11
2.1. Personnel overview and recruitment ……………………………………………..…11
2.2. Organizational structure of the personnel management system………..….13
3.Marketing activities………………………………………………...……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….
3.1. McDonald's Business Strategy……………………………….…15
3.2.Market segmentation……………………………………………………........17
4. Analysis of production and sales of products…………………………………..20
4.1. Product quality and safety………………………………...………20
4.2. Suppliers……………………………………………………………..…….22
5.Financial activities of the enterprise………………………….………...…..25
Conclusion……………………………………………………………………...…28
List of used literature…………

Today, McDonalds can be called a phenomenon, a legendary company that is known to most of the inhabitants of our planet. In almost every developed country, in every major city there is a representative office of this company.
This network fast food is the idol that dozens or even hundreds of followers around the world look up to. We can endlessly scold McDonalds for poor quality food, which is very harmful to health, for an uncomfortable interior and constant hustle at the checkouts, for the stereotyped interior and artificial smiles of employees, but what can not be taken away is the ability to develop, set high goals and without any problems reach them.

I am sure that each of you who read this article has visited McDonalds at least once, and if you haven’t, you have 100% heard about this fast food. Every year, various fast foods appear in the world that try to copy the style, menu, name, service of McDonalds, but none of the brands I know even came close to Mac's results. This is amazing, and today we offer you 9 secrets of McDonalds success, which allowed this company to occupy a leading position in the world for more than a decade.

McDonalds: 9 secrets to the success of the world leader

1. It's hard to pass by
According to recent research, more than 70% of people visit McDonalds spontaneously, and, as a rule, do not plan to eat in this particular place in advance. Given this study, the company's management has developed a strategically important line - all establishments are located only in very crowded places, where there is a large concentration of walking people. Very often, "poppies" can be found near large universities, at the exit of metro stations, at intersections of major roads, near entertainment centers. After watching a little, you will be able to notice that wherever you go for a walk, wherever there is a large crowd of people, there is always a McDonalds somewhere nearby.
I lived in Kiev for some time, and I can say that there are McDonalds almost everywhere, wherever I go to relax with friends in the evening, there were “poppies” everywhere. And only now, when I am writing these lines and analyzing the situation in more detail, I begin to understand how well they are located. By the way, it is worth noting that the most popular McDonalds in the CIS in 2012 was the one located at the central railway station in Kiev. In any weather, at any time of the day, there are eternal queues at the box office and it is very difficult to find a free place to sit down and relax.

2. Anticasting
Have you ever noticed that all employees at McDonalds are alike. At the checkout you are unlikely to meet a very beautiful and attractive girl. And all why? The company's policy is based on the so-called "anti-casting". Girls are chosen in such a way that they do not attract the attention of the client, or rather, so that their appearance does not distract the potential buyer from the menu. I chose food, bought it, left, the next one came up. The client should look at Big Macs, not a pretty cashier. All girls working at McDonalds are forbidden to wear bright makeup, do manicures, wear perfume at work, use jewelry (including rings and earrings).
It should be noted that such a policy of the company is aimed not only at visitors. Until the 70s, only guys worked at McDonalds, but the feminist movement in the United States made its own adjustments to the workflow of this global giant. The girls achieved equality, and obliged the management of McDonalds to allow them to work on equal terms with the guys.

This requirement was very dumbfounded by the bosses of McDonalds, because their strategy, their plan for the development of the company could go to waste. A girl in the workplace will undoubtedly distract the guys, the quality of production will fall, and God forbid, some more intrigues and love stories. The management of McDonalds obviously did not like all this, and then they decide not to hire beautiful girls, but to dress those who have passed the “anti-casting” in men's clothes, which will distort all the charms of the female figure.
After a while, when customers got used to female employees, the management began to notice that more families appeared in restaurants, and the women in these families were very pleased that their husbands were not staring at pretty waitresses, as is the case in other places. The unexpectedly acquired bonus in the form of women's loyalty became a strong argument for maintaining the tradition of hiding female beauty.

3. Love her baby and she will love you
McDonalds has long understood that parents do not bring their children to them, but, on the contrary, children bring their parents to the poppy. It is often very difficult for a child to refuse, especially when parents spend a lot of time at work and do not pay due attention to their child.
At McDonalds, the system aimed at working with children is thought out to the smallest detail: special playgrounds with slides, children's menu and toys, birthday parties at loyal prices, small bonuses and gifts in the form of balloons for those kids who stand in line with their parents, an abundance of attention and incredible tolerance from the fast food staff. All this is aimed at both the child and his mother, because the law says: "If you want her to love you, love her child."
And the most ingenious thing aimed at working with children is Happy Meal. In addition to the standard set of food, they also put a toy there. As a rule, toys are produced in series, and if a child liked one, then there is a high probability that he will ask his parents to go to McDonalds more than once in order to collect the entire collection.
By the way, studies have recently been conducted, the results of which showed that the fictional character Ronald McDonald is second only to Santa Claus in popularity.

4. Put more "by default"
The company's standards clearly establish the rule that if the client does not name the size of the portion that he wants to order, then they put the largest one for him. First, it saves time. The order must be accepted in 60 seconds, and if the cashier starts asking questions, finding out what and how the visitor wants, then the queue will increase and there will be resentment. Secondly, a larger portion costs more, which means McDonalds gets a big benefit.
Also, the visitor will definitely be offered to take some additional product - dessert, drink, sauce, something from food. In corporate parlance, this is called a "hint". As a rule, the hint is not taken from the head, but it includes those products that have been on the “bin” for quite a long time and the period of their implementation is coming to an end.
Another interesting fact is that McDonalds staff never use the “not” particle, because this can subconsciously program the buyer into denial. Therefore, in Russia they often use substitutes like “Perhaps you want to try?”, Or “Will you take it?”

5. Pricing policy
Prices at McDonalds are constantly changing, but it's done so cleverly that you don't even notice. By the way, have you ever noticed that hot drinks are much more expensive than soft drinks? Ask why? Everything is simple. Scientists have proven that drinking cold drinks with meals stimulates the appetite even more. Therefore, all soda is served very cold and even with ice.
Also, the visitor drinks tea and coffee much longer, and this is extra time, which McDonalds also learned to appreciate and use correctly.

6. We do not stay too long
McDonalds is not a cafe or a restaurant, but fast food. Visitors here should not stay long. If the visitor lingers for a long time, then there will not be enough space for new customers, which means that a certain percentage of revenue will be lost. Therefore, the main goal is to create a turnover and force the visitor to leave the establishment as quickly as possible. All "conditions" have been created for this. Have you ever paid attention to the furniture in the "poppy"? It's not comfortable, it's hard, it doesn't move. The calculation is that you simply eat and leave, making room for other visitors. If, however, a person is given the opportunity to move chairs, tables, adjusting them for himself, then he can stay for a long time (including free Internet), and this will entail certain losses.

7. Aromas and taste
Hundreds, if not thousands of articles have already been written about the use of artificial flavor enhancers and special flavors in McDonalds that dispel the smell of fast food for miles.
All this makes them recognizable, and if you try a dozen burgers with your eyes closed, then you will definitely guess the one from McDonalds. And the smell of their food is very difficult to confuse with anything else.

8. A matter of habit
Can you guess how often McDonalds has changed menus and flavors? If you said that it almost never changed, then you are absolutely right. The taste of the burger has not changed since 1967, exactly from the moment it appeared. If a person goes to McDonalds, then he clearly knows that today, tomorrow, in a year or five years, he will be able to taste the same delicious Big Mac, with the same sauce and additives. Thus, McDonalds develops a certain habit among its visitors, and also shows that it is a stable and reliable company.
Of course, they have new menus from time to time, but as a rule, these are either seasonal offers in the form of summer salads, or themed weeks, such as Italian days or seafood delicacies.

9 McDonalds Bible
Back in the late 50s, or rather in 1958, the first instruction appeared, later called the McDonalds Bible. Everything is painted in it to the smallest detail. From the temperature and time of roasting cutlets to how any employee of the company should behave. At the very beginning, there were 75 pages in the bible, but now there are about 800. By the way, this instruction describes not only how an employee should behave, but also contains recommendations regarding the behavior of the client, how to behave in a given situation.
KKCHD and KKK are the two main principles of the work of all McDonalds. Beginners write them down and memorize them, repeating aloud in unison, like a prayer. Behind the abbreviation KKCHD are the words "culture, quality, purity, accessibility." For the KKK, respectively, "contact, cooperation, coordination." Actually, the attractiveness of McDonalds to the public rests on this, even if it is subconscious.
Note that the cashier is always smiling, speaking in a very pleasant tone. Although the phrases are hackneyed, stereotyped, they are very literate and act on the subconscious. Many McDonalds visitors note that they try to give the amount required by the cashier just to hear: “Thank you for no change.” Many other fast food chains have adopted this style of communication, and even companies that have nothing to do with food try to teach their employees to be extremely polite.