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McDonalds

What
This case study is about the Women’s Leadership Development Programme at McDonalds. It is an integral part of the company’s talent strategy and was devised as a way of addressing the low number of women in senior management. The programme was created after a talent management review showed that the company had a significant number of women in junior management at 44% and at executive level where 23% were women, but at senior management level only 13% were women. In response McDonalds invested in a six month programme to help women in middle management better progress through the organisation. The in-depth programme has been designed to build a stronger leadership culture at middle management level and build the confidence and  competences of its female managers. It covers a variety of leadership skills, including demonstrating authority positively, emotional and social intelligence and how these affect leadership dealing proactively with senior managers, developing personal impact and understanding Finance and IT.

 Why
The  company was keen to have a bigger stream of ‘ready now’ women middle managers who would be able to progress smoothly to  senior management roles as they become available. It was also keen to create more women role models within the organisation and establish networks of women contemporaries who can learn from and support each other. The company has seen the tangible business benefits of having a board made up of 25% women, (women made up  under 10% of the board just two years ago). The company acknowledges that having more women at high levels has helped it to make  good  strategic decisions which have been beneficial for both  employees and customers.

How
The Executive team is responsible for selecting the women participants after reviewing recommendations from department heads. The  programme is  carried out in a neutral location and  involves group work, sessions in small groups, one-to-one coaching and an individual session on personal impact. There is a graduation dinner hosted by the CEO and Executive Board and a follow-up session for the delegates six months  later  to check progress and share  successes.  The managers of the women participants all attend a pre-briefing session prior to their employee starting  the  development  programme. This enables them to understand the course content and expected behavioural changes of their team member. These managers are asked to complete a survey on their employee prior to the course and rate their performance   in various different areas. The survey is repeated after completion of the programme to create an ‘Evidence of Progress’ document and quantitative data to support the progress of participants. Due to the  success of the programme elements have now been used with male colleagues and across the wider organisation.

McDonalds logo

McDonald’s Restaurants UK

Women’s Leadership Development Programme

Contact: Nicky Ivory, Reputation and Resourcing Consultant

Email: nicky.ivory@uk.mcd.com

 

 

 

 

 

Impact
  • 74% of delegates noted an improvement in awareness of self perception.
  • 60% of delegates cited an improvement in demonstrating their leadership to senior managers.
  • 59% of reporting managers noticed an improvement in the ability of their employee to deal with difficult situations.
  • 51% of reporting managers noted an improvement in the confidence of their employee.
  • One delegate has since been promoted into a senior management position within a year of completing the programme