Most companies in the catering sector have suffered the effects of persistently high staff turnover. Rather than accepting this, fast food chain McDonald's has been tackling the problem head on.
The key is the company's performance development systems (PDS), which go beyond teaching competencies, defining expectations and providing basic management skills. It also promotes a culture of lifelong learning, with a view to creating a pleasant working environment and ensuring that all staff, from those in the frontline to senior managers, realise the importance of their jobs and are equipped for career advancement.
'If everyone has a good understanding of their duties and responsibilities, each team can work together happily and effectively,' said Victor Kwan Wang-hei, senior director of human resources and training, learning and development at McDonald's Restaurants (Hong Kong).
'It also means that managers must be good at listening, coaching and solving problems.'
The company's 14,000 local employees have two performance reviews a year. From these, an individual development plan is put together, and training courses are arranged as required.
'The evaluations are not just to decide on pay rises; they are mainly to deal with development needs,' Mr Kwan said. 'The system is important, and whenever there are queries about job expectations and performance, we can check them against the standards in our 'competence dictionary',' he said.