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Mcdonald’s Case Study

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Outline the talent management program that led to success for the company.
In the fourth quarter in 2002, McDonald’s had their first profit lost and the company began to ask themselves what went wrong because they had a history of outstanding performances until then. Upon reviewing some of their key components, the organization realized that they had to revamp their Talent Management process so that it would become aligned with the company’s business objectives and policies. Talent management is defined as “a subset of human resource (HR) processes, programs, and tools designed to identify, assess, develop, and retain talent (Silzer & Dowell, 2010, p.75). The company’s first two steps in achieving success was to restructure their performance development system (PDS) throughout the organization for all of the staff positions along with coming up with a talent review process for all of the officer-level positions in the company. Next on the list was creating and implementing a sequence of enhanced development programs, such as, Leaders at McDonald’s Program (LAMP), the McDonald’s Leadership Institute, finally, the launching of the Global Leadership Development Program. When McDonald’s had originally rolled out their strategy for the performance development system (PDS) in 2001 for all of the staff positions, they decided to hone in on three critical areas. First area was placing emphasis on accountability; second step was to increase the difference in performance, and third, emphasis being placed on the need to increase receptiveness to change and innovation. This development system was basically put in place in the organization to promote advancement of executive talent and create development for new employees emphasizing on diversity and talent (Intagliata, 2001). The “LAMP” program was designed to create innovative ideas to change participants thought pattern and to incorporate a global approach in becoming effective at retaining top talent. Its focused was...

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