Employee
Engagement Guide
The Team For Me
Employees want to say YES — to learning new skills,
serving delicious food and creating feel-good moments
for our guests. Use this guide to increase employee
engagement and create a feel-good culture that
produces results.
Note: These best practices and suggestions are provided for your consideration. Choose the ones that work for you.
LEGAL: Owner/Operators are exclusively responsible for complying with all applicable statutes, laws, and regulations applicable to their
restaurant(s). Owner/Operators are responsible for all employment related matters in their restaurant(s) and exercise complete control
over the work, working conditions, and terms and conditions of employment for employees in their restaurants. These materials are
informational only and should not be construed as establishing requirements applicable to any Owner/Operator. To the extent these
materials contain references to Owner/Operators, these references are for demonstrative purposes only and are incorporated in an effort
to assist Owner/Operators in case they choose to implement any portion of these materials within their individual organizations.
Table of Contents
01
Inspiring a YES Culture.
Discover the Power of Employee Engagement.............................................................. 3
Tips for Increasing Engagement.. .................................................................................. 3
02
Rock Your Meetings. Move Your People.
Choose the Best Meeting Format.................................................................................. 4
Tips for Amazing Meetings............................................................................................ 4
Meeting Resources.. ...................................................................................................... 4
Every Day Meetings.. ........................................................................................... 5
• Quick Shift Check-ins
• Shift Huddles
Intentional One-on-Ones.....................................................................................6
• 30-Day Follow-up Orientation
• Any Day Interview
• Exit Interview
Occasional Team Meetings. . ............................................................................... 8
• Rap Sessions
• Team Meetings
• Fun Night
Note: These best practices and suggestions are provided for your consideration. Choose the ones that work for you.
LEGAL: Owner/Operators are exclusively responsible for complying with all applicable statutes, laws, and regulations applicable to their restaurant(s). Owner/Operators are responsible for all employment related matters
in their restaurant(s) and exercise complete control over the work, working conditions, and terms and conditions of employment for employees in their restaurants. These materials are informational only and should not be
construed as establishing requirements applicable to any Owner/Operator. To the extent these materials contain references to Owner/Operators, these references are for demonstrative purposes only and are incorporated in
an effort to assist Owner/Operators in case they choose to implement any portion of these materials within their individual organizations.
2
01
Inspiring a YES culture.
Your McDonald’s restaurant thrives when your employees
find a way to say YES. That’s the goal you’re after, day in
and day out. So how do you get there?
The key is engagement. Engaged employees
feel great about their work—and, as a result,
they work harder, stay longer, attract even
more great employees, and deliver
the best guest experience.
Tips for increasing engagement.
Employee engagement is not a one-time thing.
It’s not even a once-a-week thing. Positively connecting
with employees every day creates emotional
connections that can pay off big-time. Some great
ways to build employee engagement are:
Meetings: Communicate openly and often.
Be open with employees about what’s happening
and how it affects them. See pg. 3 for tips on
communicating effectively through meetings.
HAPPY
EMPLOYEE
HAPPY
CUSTOMER
Smiles start here.
Once you’ve hired great people, the next step is
to shape a positive employee experience that
can result in greater engagement, more smiles,
and better overall performance. As a manager,
you have the power to create a culture of YES,
where employees are productive, committed,
and excited for what’s next. This guide provides
a variety of engagement tools and strategies
you can consider using.
Recognition: Acknowledge great performance.
Anything from a simple thank you to a formal reward
can help people feel celebrated—and can reinforce
positive behaviors for the entire team. See Kit 5:
Achievement Day for recognition tools and tips.
Recognition ideas:
„ Delivering a great guest experience
„ Creating a feel good moment
„ Employee of the month
„ Personal Milestones,
for example Archways Graduation
„ Birthdays/Anniversaries
Emotional Investment: Answer the question
“Why Should I Care?”
Starting with First Day, employees
must feel that they made the right
choice and they’re an important part
of the team. When they truly see what
makes McDonald’s America’s Best
First Job, they are more likely to become
emotionally invested and engaged.
Note: These best practices and suggestions are provided for your consideration. Choose the ones that work for you.
LEGAL: Owner/Operators are exclusively responsible for complying with all applicable statutes, laws, and regulations applicable to their restaurant(s). Owner/Operators are responsible for all employment related matters
in their restaurant(s) and exercise complete control over the work, working conditions, and terms and conditions of employment for employees in their restaurants. These materials are informational only and should not be
construed as establishing requirements applicable to any Owner/Operator. To the extent these materials contain references to Owner/Operators, these references are for demonstrative purposes only and are incorporated in
an effort to assist Owner/Operators in case they choose to implement any portion of these materials within their individual organizations.
3
02
Rock your meetings.
Move your people.
The following pages provide ideas for several
types of meetings—each designed to solve
different business needs. See the table
below to help you know which meeting
is best for different goals.
Meeting Types
Every Day Meetings
„ Quick Shift Check-Ins
„ Shift Huddles
Great To Use For
•Conveying info on products,
operations, etc.
•Creating alignment
on culture.
•Building greater trust and
transparency.
• Developing authenticity.
Intentional
One-on-Ones
•Gauging and addressing
concerns.
„3
0-Day Follow-up
Orientation
• Improving retention.
• Boosting individual morale.
„ Any Day Interview
„ Exit Interview
Occasional
Team Meetings
•Improving alignment on
operational excellence.
„ Rap Sessions
•Listening to team members;
helping them feel heard.
„ Team Meetings
• Boosting team morale.
„ Fun Night
Manager tips
for conducting
amazing meetings
B
ring your best.
Be clear, be courteous, stay
focused on the conversation,
and check for understanding.
L
isten well.
Pay close attention to what your
employees are saying—and build
trust by addressing their concerns.
B
e aware of nonverbals.
How you deliver your message
can be more important than
what you say—so use your facial
expressions, body language, and
tone of voice to support what
you’re saying.
T
hink about location.
Carefully choose where and
when a discussion takes place.
For example, the grill area might
be a great place to hold a quick
shift huddle but not a conversation
about performance.
Important to know:
Participating in a work-related discussion or meeting is considered work time;
therefore employees should be paid accordingly. This could include travel
time to/from the restaurant or the meeting site. It is important to comply
with all applicable wage and hour laws. Owner/operators should contact their
labor and employment attorney with any questions regarding all applicable
wage and hour laws.
Note: These best practices and suggestions are provided for your consideration. Choose the ones that work for you.
LEGAL: Owner/Operators are exclusively responsible for complying with all applicable statutes, laws, and regulations applicable to their restaurant(s). Owner/Operators are responsible for all employment related matters
in their restaurant(s) and exercise complete control over the work, working conditions, and terms and conditions of employment for employees in their restaurants. These materials are informational only and should not be
construed as establishing requirements applicable to any Owner/Operator. To the extent these materials contain references to Owner/Operators, these references are for demonstrative purposes only and are incorporated in
an effort to assist Owner/Operators in case they choose to implement any portion of these materials within their individual organizations.
4
Every Day Meetings
Every Day Meetings are great for keeping your team informed,
while also building productivity, fostering team spirit, and
addressing any needs. They are ideal for:
• Conveying info on products, operations, etc.
• Creating alignment on culture.
Two types of Every Day Meetings
are described below:
1
QUICK SHIFT CHECK-INS
2
SHIFT HUDDLES
• Building greater trust and transparency.
• Developing authenticity.
1
Quick Shift Check-Ins
Starter questions.
The goal is to hear YES as often as possible:
It doesn’t take much to quickly connect with
employees during a shift. Regular check-ins can
be an excellent way to gain information and build
connection. Here are some things to consider:
Ask questions of employees individually.
Listen and ask follow-up questions to gain
a better understanding.
If an employee shares concerns, take action
and follow-up later with the employee. „ I
s this job still fitting well with your life?
Have you been able to choose your hours?
„ W
hat’s something you’ve been proud to learn recently
at work? OR: What new skills have you been learning
lately? Are there any skills you’re hoping to learn next?
(Guest service skills? People skills?)
„ H
ave you felt inspired and equipped to become better
at your work? What has helped you feel that way?
„ H
ave you looked into the Archways for Opportunities
program? Are you hoping to pursue your education?
„ D
o you feel like you could grow and expand here?
If not, what might change that?
„ H
ave you had any great guest experiences lately?
Tell me about it!
„ A
re things going well here overall? Do you have any
questions or concerns that I could help with?
(Do you get your breaks on time? Has the restaurant
equipment been working properly?)
„ Do you feel like you can be you here?
2
Shift Huddles
Use quick Shift Huddles to provide important
updates about new products or promotions or to
review operational or procedural changes.
They’re also great for welcoming new hires,
recognizing employees, and energizing the team.
Here are some things to consider:
Gather small groups of employees together in a quiet
area of the restaurant.
Use a script: Prepare comments including an opening
and closing. If you have been provided suggested talking
points, review in advance and customize as needed.
Clearly explain the purpose of the huddle.
Plan for no more than 5–10 minutes.
Plan ahead for a translator or
product samples, if needed.
Close by thanking employees and answering questions.
Follow up later if you are unable to answer all questions.
Note: These best practices and suggestions are provided for your consideration. Choose the ones that work for you.
LEGAL: Owner/Operators are exclusively responsible for complying with all applicable statutes, laws, and regulations applicable to their restaurant(s). Owner/Operators are responsible for all employment related matters
in their restaurant(s) and exercise complete control over the work, working conditions, and terms and conditions of employment for employees in their restaurants. These materials are informational only and should not be
construed as establishing requirements applicable to any Owner/Operator. To the extent these materials contain references to Owner/Operators, these references are for demonstrative purposes only and are incorporated in
an effort to assist Owner/Operators in case they choose to implement any portion of these materials within their individual organizations.
5
Intentional One-on-Ones
Meeting one-on-one with your employees is a great way
to gain valuable insights about their experiences and
needs, while also helping them feel heard and valued.
These meetings are ideal for:
• Gauging and addressing concerns.
• Boosting individual morale.
• Improving retention.
Three types of One-on-Ones
are described below:
1
30-DAY FOLLOW-UP
ORIENTATION
2
ANY DAY INTERVIEW
3
EXIT INTERVIEWS
Here are some things to consider for any type of One-on-One:
Before a One-on-One:
During a One-on-One:
After a One-on-One:
• C
ommunicate the date,
time, location, and purpose
of the meeting.
• Explain the purpose of the meeting.
• Plan for a translator if needed.
• A
sk the employee to offer a possible
solution if an issue is identified.
• S
hare feedback with the
management team. It might
not be appropriate to share
specific details such as who
provided the feedback — use
your best judgment.
• P
repare an opening, close,
and questions.
• S
hare that you might take notes
during the discussion.
• K
eep an open mind and do not
become defensive.
• R
ecap the main points and explain
how their feedback will be used.
• C
lose by thanking the employee
for their candid feedback.
1
30-Day Follow-Up Orientation
After new hires and newly promoted or transferred
employees have been on the job for a month, connect
with them individually to hear about their onboarding
experience. Here are some general considerations:
Plan for 20–30 minutes.
A template for 30-Day Follow-up Orientation
sample questions can be found on AccessMcD.
Address concerns by taking action.
Follow up with the employee.
Note: These best practices and suggestions are provided for your consideration. Choose the ones that work for you.
LEGAL: Owner/Operators are exclusively responsible for complying with all applicable statutes, laws, and regulations applicable to their restaurant(s). Owner/Operators are responsible for all employment related matters
in their restaurant(s) and exercise complete control over the work, working conditions, and terms and conditions of employment for employees in their restaurants. These materials are informational only and should not be
construed as establishing requirements applicable to any Owner/Operator. To the extent these materials contain references to Owner/Operators, these references are for demonstrative purposes only and are incorporated in
an effort to assist Owner/Operators in case they choose to implement any portion of these materials within their individual organizations.
6
2
Any Day Interview
Use Any Day Interviews to ask current and/or
promotable employees about their work experience—
and to learn more about why they choose to stay with
your restaurant. This can be a good opportunity to
address any needs and keep employees excited about
their work. Here are some general considerations:
Schedule with a few employees monthly.
Plan for 20–30 minutes.
Address concerns by taking action.
Follow up with the employee.
Here are a few open-ended questions you may choose
to ask. Feel free to write your own.
Possible Questions
„ W
hat do you like best about your job?
What do you like the least?
„ D
o you have everything you need to do your job?
If not, what is missing?
„ H
ow do you feel about the communication between
managers and crew?
„ D
o you feel employees recognize each other when
they do a good job?
„ W
hat are you interested in learning in the next
6 months?
„ I
f you could make one recommendation that would
make your job easier, what would it be?
„ I
f you could make one recommendation that would
make the restaurant better, what would it be?
3
Exit Interview
Schedule Exit Interviews with employees who have
given notice to quit or who are transferring to another
restaurant to gather voluntary feedback about their
work experience. This can be a good opportunity to
understand potential issues in the restaurant that
may cause an employee to leave. Here are some
general considerations:
Plan for 20–30 minutes.
Select any issues that are raised and develop an
action plan that involves the managers and crew.
Here are a few open-ended questions you may choose
to ask. Feel free to write your own.
Possible Questions
„ W
hat did you like best about your job?
What did you like the least?
„ W
hat factors contributed to your decision to leave?
What might have been done to prevent you
from leaving?
„ What potential aspects of your new job do you like?
„ W
hat are your general feelings about working at
this restaurant?
„ W
hat are your future plans?
Would you consider returning to this restaurant if a
position were available in the future?
„ I
f you could make one recommendation that would
make the restaurant better, what would it be?
Note: These best practices and suggestions are provided for your consideration. Choose the ones that work for you.
LEGAL: Owner/Operators are exclusively responsible for complying with all applicable statutes, laws, and regulations applicable to their restaurant(s). Owner/Operators are responsible for all employment related matters
in their restaurant(s) and exercise complete control over the work, working conditions, and terms and conditions of employment for employees in their restaurants. These materials are informational only and should not be
construed as establishing requirements applicable to any Owner/Operator. To the extent these materials contain references to Owner/Operators, these references are for demonstrative purposes only and are incorporated in
an effort to assist Owner/Operators in case they choose to implement any portion of these materials within their individual organizations.
7
Occasional Team Meetings
Larger, more formal team meetings can be helpful for
building a sense of team, celebrating hard work, and sharing
important information. These meetings are ideal for:
• Improving alignment on operational excellence.
• Listening to team members; helping them feel heard.
• Boosting team morale.
Three types of Occasional Team
Meetings are described below:
1
RAP SESSIONS
2
TEAM MEETINGS
3
FUN NIGHT
Here are some things to consider for any Team Meeting:
Before a Team Meeting:
• Advertise the date, time, location, and purpose of the meeting.
• Plan for a translator if needed.
• Determine the budget and gather any supplies or refreshments needed.
• Create a schedule and/or agenda.
• P
repare your remarks, including how to open and close the meeting
and any questions you will be asking.
After a Team Meeting:
• Follow up on any questions or concerns that were raised.
Note: These best practices and suggestions are provided for your consideration. Choose the ones that work for you.
LEGAL: Owner/Operators are exclusively responsible for complying with all applicable statutes, laws, and regulations applicable to their restaurant(s). Owner/Operators are responsible for all employment related matters
in their restaurant(s) and exercise complete control over the work, working conditions, and terms and conditions of employment for employees in their restaurants. These materials are informational only and should not be
construed as establishing requirements applicable to any Owner/Operator. To the extent these materials contain references to Owner/Operators, these references are for demonstrative purposes only and are incorporated in
an effort to assist Owner/Operators in case they choose to implement any portion of these materials within their individual organizations.
8
1
Rap Sessions
Host Rap Sessions with small groups of employees
to hear about their employment experience so
your restaurant can build on its strengths and
address potential areas of opportunity. Here are
some general considerations:
Host quarterly.
Invite employees that work a specific daypart
and/or ask for volunteers. Keep the groups
small—about 6–8 people.
Plan for 45–60 minutes.
During the Rap Session:
After the Rap Session:
• E
xplain the purpose of a Rap Session and
share that you might take notes.
• S
hare the points covered with the management team.
It might not be appropriate to share specific details
such as who provided the feedback — use your
best judgment.
• A
sk open-ended questions and encourage
everyone to participate.
• A
sk the group to offer a possible solution if
an issue is identified.
• K
eep an open mind during the discussion
and do not become defensive.
• S
elect issues to address and develop an action plan
that involves the managers and crew.
• M
onitor progress and share results with employees
(i.e. “You said it, We did it!”)
• R
ecap the main points and explain how
their feedback will be used.
• C
lose by thanking participants for their
candid feedback.
Possible Questions
„ W
hat do you like best about working at this
McDonald’s? What do you like the least?
„ W
hat would you do to make sure customers receive
exceptional service?
„ I
f you were the general manager, what is the
first thing you would change and how would you
make the change?
„ H
ow would you describe the teamwork in this
restaurant? What would you do to make
teamwork better?
„ D
o the employees do all that they can to deliver
exceptional customer service?
„ W
hat would you like to see your management team
stop doing? Start doing? Continue to do?
Note: These best practices and suggestions are provided for your consideration. Choose the ones that work for you.
LEGAL: Owner/Operators are exclusively responsible for complying with all applicable statutes, laws, and regulations applicable to their restaurant(s). Owner/Operators are responsible for all employment related matters
in their restaurant(s) and exercise complete control over the work, working conditions, and terms and conditions of employment for employees in their restaurants. These materials are informational only and should not be
construed as establishing requirements applicable to any Owner/Operator. To the extent these materials contain references to Owner/Operators, these references are for demonstrative purposes only and are incorporated in
an effort to assist Owner/Operators in case they choose to implement any portion of these materials within their individual organizations.
9
2
Team Meetings
Schedule Team Meetings as a more formal way
to cover topics that require more time and detail.
You can use these meetings to build awareness
on a new policy, procedure, product, or promotion.
Here are some general considerations:
Host annually.
Schedule multiple meetings throughout
the day so all crew can attend.
Plan for 30–60 minutes.
Before the Team Meeting:
• P
lan an agenda that involves the management
team. An update from each department manager
might be beneficial.
• P
lan any types of recognition, fun games, or
incentives to include.
• G
ather any supplies, refreshments, decorations,
and giveaways needed.
3
During the Team Meeting:
• E
xplain that the purpose of the meeting is to share
important information about recent or upcoming
changes in the restaurant. It is also to have fun and
recognize employees.
• Keep the meeting moving along — stick to the agenda.
• A
sk employees to share their thoughts or questions.
You may need follow-up with employees after to
gather their thoughts or feedback.
• R
ecap the main topics and close by thanking the
employees for attending.
Fun Night
Host Fun Nights to give employees the opportunity
to celebrate together and share their workplace
with their friends and family. Here are some general
considerations:
Host annually and/or before a grand opening
or to celebrate a holiday.
Plan for 1–2 hours.
Before the event:
During the event:
• D
etermine who will conduct restaurant tours
and what types of products to sample.
• Welcome everyone and explain the purpose.
• P
lan any types of recognition, fun games, or
incentives to include.
• Ask each of the managers to share their I-Stories.
• G
ather any supplies, refreshments, decorations,
and giveaways needed.
• C
onduct tours, sample products, and
answer questions.
• C
lose by thanking the employees and
their guests for attending.
• Provide your contact information.
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10