What questions are asked in interviews at McDonald’s in Beijing? Is there a high chance of passing?

It mainly depends on what position you are interviewing for.

Generally, the pass rate for ordinary waiters is still very high.

The following are some things that can be used in interviews, I hope they can help you

McDonald’s complete set of human resources management information

Those who have eaten McDonald’s fast food Everyone knows that at any McDonald's restaurant, you get the same burger. This is McDonald's chain standardized management. McDonald's human resources management also has a standardized management model, including how to interview, how to tap a person's potential, etc.

1. Geniuses cannot be retained

McDonald’s does not use geniuses, but geniuses cannot be retained. McDonald's hires the most suitable talents, people who are willing to give you a commitment and work hard.

McDonald’s employees do not come from just one aspect, but hire people from different channels. McDonald's talent mix is ??family-oriented. When you go to McDonald's, you can see both older people and younger people. The older people can share their experiences with the younger people and at the same time be driven by the energy of the young people. Therefore, McDonald’s hires are not necessarily all college students, but everyone.

2. Encourage employees to always pursue excellence

95% of McDonald’s managers must start from employees, including the human resources manager. Every time McDonald's Beijing Company spends 12 million on training employees. Including daily training or going to the United States to attend Hamburg University. McDonald's has three training centers in China, and the teachers in the training centers are all experienced operating personnel of the company. Restaurant managers and above are required to study at Hamburg University. More than 100 people from 50 chain stores in Beijing have studied at Hamburg University. Not only going to the United States, Japan, and Singapore, but also some better cities that they have never been to. McDonald's is all about making employees feel developed.

As an enterprise develops, it must maintain its social status. When developing employees, don’t always ask for money. Nothing can be done without money, and money is not everything. Therefore, it is most important to develop employees.

Training is to allow employees to develop as quickly as possible. Many companies are like a pyramid, getting smaller as you go up; McDonald's talent system is like a Christmas tree. If you are capable enough, you will be promoted to one level and become a branch, and then you will become a branch again. You will always be promoted. Opportunity, because McDonald's is a chain operation.

McDonald’s plans a long-term plan for every employee to improve the current situation. Encourage employees to always pursue excellence and pursue number one. Of course, give everyone equal opportunities and avoid nepotism.

3. There is no probation period

McDonald’s interviews are divided into three steps: the initial interview is conducted by the human resources department; the second step is conducted by various functional departments; the third step is to invite him to the store Work for three days, and you will be paid for these three days. Generally, it takes three months for a company to start a trial operation, and sometimes six months. For McDonald's, three days is enough. But it usually depends on what kind of job this person is suitable for, what advantages he has, and how he can help McDonald's.

There is no probation period, but there are long-term assessment goals. Assessment does not necessarily require you to do anything, but it hopes to develop you. McDonald's has a 360° evaluation, which is to ask people around you to evaluate you: How do your colleagues feel about you? How do your bosses feel about you?

McDonald's doesn't need geniuses

Anyone who has eaten McDonald's fast food knows that in any McDonald's store, the burgers you get are the same. This is because McDonald's implements chain standardization management. McDonald's human resources management also has a standardized management model, including how to interview, how to tap a person's potential, etc.

No need for geniuses

McDonald’s does not need geniuses, because geniuses cannot be retained. McDonald's hires the most suitable talents, people who are willing to give you a commitment and work hard.

People who have succeeded in McDonald's have one common characteristic: starting from scratch and being down-to-earth. Frying potato chips and making hamburgers is the only way to success at McDonald's. This is unacceptable to those young people who have obtained various diplomas and are ambitious and want to achieve their goals. However, they must understand that starting from scratch is a necessary condition for success in this industry.

Unlike other companies, diversity of talent is a major feature of McDonald's.

McDonald's employees do not come from just one aspect, but hire people from different channels. McDonald's talent mix is ??family-style. When you go to McDonald's, you can see both older people and younger people - the older people can share their experience with the younger people, and at the same time they can be driven by the energy of the young people. Therefore, the people McDonald's hires are not necessarily college students, but everyone.

There is no probation period

The interview at McDonald's is divided into three steps: the initial interview is conducted by the human resources department; the second step is conducted by various functional departments; the third step is to invite him to work in the store3 Days, I will also be paid for these three days.

Generally, it takes 3 months for a company to start a trial operation, and some can take 6 months. For McDonald's, 3 days is enough. McDonald's does not have a probation period, but it has long-term assessment goals. Assessment does not necessarily require you to do anything. McDonald's has a 360-degree evaluation system, which allows people around you to evaluate you: How do your colleagues feel about you? How does your boss feel about you? Use this as an important criterion for evaluating employees.

McDonald's managers

McDonald's restaurants entered France in 1979 and opened its first restaurant in Strasbourg. In just 12 years, it has expanded into a huge system of more than 100 restaurants in more than 30 cities. Such a development speed and scale will inevitably require a fairly mature middle management class. At McDonald's, this class is mainly made up of young people. Here's how McDonald's trains an ordinary graduate into a mature manager.

Source

The diversity of talents is a major feature of McDonald's ordinary employees. This is also the recruitment work of young Etienne Raymond, who has just been promoted to the company's director of human resources. one of the guiding ideas. Because of this, McDonald's is different from other companies. Only 30% of its employees actually graduated from food service schools, while 40% of its employees come from business schools, and the rest are made up of college students, engineers, agriculturists, and those who have further studies after graduating from high school. ~5 years of people.

At the same time, McDonald's has a huge reserve army of young talents, consisting of 3,500 college students who regularly use part of their time to work in restaurants while attending school. These reserve talents will have a 50% chance of becoming the company's senior managers tomorrow. They will be able to take up various positions under training programs arranged by McDonald's and can serve as restaurant managers alongside young people with diplomas who have already started working in the company.

The diverse talent mix and huge reserve force make the training and promotion of talents highly selective. Together, they have become a solid cornerstone of McDonald's management, constantly injecting fresh blood into the company.

The starting point of "zero"

People who have achieved success in McDonald's have the same characteristic, that is, starting from scratch and being down-to-earth. Frying potato chips and making hamburgers is the only way to success in the company. Of course, this is often unacceptable to those who are young, have obtained various diplomas, and are ambitious and want to make great achievements. However, they must understand that starting from scratch is a necessary condition for success in this industry. If you have not experienced various stages of trials and have not personally practiced in various positions, then how can you supervise and guide them as a manager? Here, from collecting payments to frying potato chips to making various tasks, how can you supervise and guide them as a manager? Style ice cream, future restaurant managers are created in every position.

Etienne Raymond emphasized: “People ask our collaborators to do a lot of things, but people can also joke around and the atmosphere is harmonious and friendly. Those who have worked in the company for more than 6 months Later they became loyal employees of McDonald’s. “The most difficult period was when I first joined the company. The catering industry is tough. In the first 6 months, the turnover rate is the highest. 80% of those who leave have no understanding of this industry at all. You should know: follow orders and don’t worry about working hours.

The key to persevering is to coordinate time between family life and restaurant work. Those who are better at allocating and utilizing their time, those who invest the most in their work, are the winners. Moreover, their sacrifices are valuable. Those young people among them who are responsible, have diplomas, and are independent may, before the age of 25, get good opportunities that many companies cannot get: to truly become leaders of small and medium-sized enterprises. managers.

The road to general

"A soldier who doesn't want to be a general is not a good soldier." Similarly, Etienne Raymond treated everyone who applied for an open job with such an attitude. He said: "The position of chairman of McDonald's France is waiting for people to take..." In fact, the company's senior management positions are still open to everyone. It is filled by Americans in France, but behind them, some Frenchmen have emerged.

The basic skill McDonald's strives to inculcate in every partner is restaurant management. Etienne Raymond said: "On average, at about the age of 25, a young man can become the leader of a real small and medium-sized enterprise, managing more than 100 people. We are teaching them to be bosses..."

< p>This is simply a fantasy in China. How did they do it? It turns out that the French McDonald's Company implements a rapid promotion system: an outstanding young man who has just joined the work can be promoted within 18 months. Become a restaurant manager within 24 months and become a supervisor within 24 months. Moreover, promotions are fair and reasonable for everyone, with no special regulations or typical career patterns. Everyone controls his or her own destiny. People who adapt quickly and have strong abilities can quickly master the technology at all stages and thus get promoted faster. This system also prevents people from overdoing their skills. Regular training is provided at each level. Only relevant personnel acquire a certain amount of necessary knowledge can they successfully pass the stage examination. Fair competition and superior opportunities attract a large number of young people with diplomas to come here to realize their ideals.

First of all, a young person with a diploma has to work as an internship assistant for 4 to 6 months. During this period, they worked as ordinary team members in various basic positions of the company, such as frying potato chips, collecting cash, grilling steaks, etc. In these front-line jobs, trainee assistants are expected to learn ways to maintain cleanliness and optimal service. And rely on their most direct practice to accumulate experience in achieving good management and prepare for future management practice.

The second job position is more practical and responsible: second-level assistant. At this time, they are responsible for the restaurant work within a specified period of time every day. Different from the internship assistants, they have to take on part of the management work, such as ordering, planning, scheduling, statistics... They have to demonstrate their work in a small area. management skills, and explore experience in daily practice to coordinate their small world.

A dream come true

8 to 14 months after entering McDonald's, young people with diplomas will become first-level assistants, the manager's right-hand man. At the same time, they shoulder more and heavier responsibilities, and everyone has to play their own role in the restaurant. Their management skills are improving day by day. In this way, their dream of being promoted to manager is not far away. Some people will reach the final stage less than 18 months after first dry frying potato chips. However, before reaching this coveted stage, they still need to cross a small 15-day stage. Different from the previous stages, this stage itself is what they have been looking forward to for a long time: they can go to Hamburg University in Chicago to study for 15 days.

This is a veritable university and an international training center. They receive business and restaurant managers from all over the world, teaching not only all aspects of theoretical knowledge necessary to manage a restaurant, but also related practices. experience. All McDonald's employees are allowed to travel to the United States at least once a year. It should be admitted that this system not only helps to improve the management level of staff, but also becomes one of the main factors that make the McDonald's Group extremely attractive in France and even around the world, attracting a large number of talented young people to join.

Of course, after a talented young man is promoted to restaurant manager, McDonald's still provides him with broad development space. After a period of hard work, they will be promoted to supervisory administrators, responsible for the work of three or four restaurants. After 3 years, the Supervisory Administrator will be promoted to Regional Advisor. By then, he will become the representative of the head office to its subsidiaries and, in Etienne Raymond's words, "McDonald's diplomat." As consultants for more than ten restaurants under the company, they have a heavy responsibility. He will be the defender of company standards, and a regional consultant who started out as a potato fry and has gone through various positions and stages will be comfortable with all aspects of management standards. He will be the guarantor of the company's philosophy, a senior executive created by McDonald's unique corporate philosophy and himself the guarantor of the McDonald's philosophy.

As a "McDonald's Diplomat", his main responsibility is to travel between McDonald's and its affiliated companies to communicate and deliver information. At the same time, regional consultants also shoulder important missions such as organizing training and providing advice, becoming the full representative of the head office in this region.

Of course, regional consultants with excellent performance will still be promoted. I think that one day what Etienne Raymond said will be realized - the person sitting in the chairman's seat of McDonald's France A young man from France.

Get money in a proper way

“A gentleman loves money and gets it in a proper way.” The employees of the French McDonald’s company have a unique way of getting money. Their personal income levels change frequently, and just like the rapid promotion system they implement, each job adjustment will inevitably lead to changes in salary income. Accurately estimating an employee's annual salary is difficult because an employee's pay grade is only valid for a few months and will increase rapidly thereafter. A young man who has just obtained a diploma often compares the recruitment salaries of different companies when choosing a job. McDonald's salary adjustment system has a heart-stirring charm, because after only 4 months of joining the job, they wages will increase.

The procedure for changes in salary income is as follows. As soon as people join McDonald's France, they begin to receive a salary of 110,000 to 130,000 francs per year, which varies slightly depending on each person's diploma (this is the amount calculated based on the salary standard for the first 4 months). Thereafter, people will receive a salary of 130,000 to 150,000 francs per year starting from the fifth month (still depending on the original diploma).

Two years later, if a McDonald's employee successfully becomes a manager, he can earn 180,000 francs per year. If he is later successfully promoted to supervisory administrator, his annual salary will reach 250,000 francs. Of course, in addition to the increase in annual salary, he can also receive various physical benefits, such as special vehicles provided according to different positions. Moreover, every employee at McDonald's from the lowest level to the highest level can also eat for free at the company during the day.

Corporate Culture

A unique personnel management system will inevitably produce some unique corporate culture.

The first is the concept of group. McDonald's partners are first and foremost "team members" and secondly employees like people in other companies. The sense of community is very important in an industry with difficult working conditions. At McDonald's, difficult working conditions and fierce competition require everyone to have the necessary understanding and tolerance.

In addition, many of McDonald's employees are high-level athletes, which greatly enhances competition and team spirit. Extensive and fair competition is reflected in every corner of the company, and the concept of unity and friendship is also very necessary, and these are the basic points of sportsmanship. Another advantage they bring is good health, which is also very necessary at McDonald's.

Finally, an important characteristic that sets McDonald's apart is that if people do not prepare their replacements in advance, they will not be considered for promotions in the company. An important rule at McDonald's emphasizes that no one can be promoted without first developing a successor. This is like the turning of a gear. Everyone must ensure that he trains his successor and does his best; because this is related to his reputation and future. This is a truly practical principle, and it is conceivable that McDonald's has become a big classroom for discovering and cultivating talents. What is lacking here is definitely not talent.

To sum up, McDonald's success in France is also the success of their personnel system and corporate culture. They not only brought huge economic benefits to McDonald's and the rapid development of the company's scale, but more importantly, they created a new model for enterprises around the world and cultivated batches of talents for the whole society. A true manager.