Hiring
To Win
Interview Guide
Candidate:_____________________________________
Interviewer:____________________________________
Date:__________________________________________
©2013 McDonald’s Creative Services 15179
Overview
Conducting an interview is a critical step in the hiring process. This guide contains information
you will need to interview candidates for restaurant positions at McDonald’s. During the
interview, you will ask candidates questions about their background and experience. You will
also collect information on how he or she acts in work-related situations specific to the position
the candidate applied for. After the interview, you will rate the candidate’s response to each
item using the scales provided.
Table of Contents
Interview Preparation Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Interviewing Do’s and Don’ts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Questions for All Candidates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Crew Member Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Crew Trainer Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Shift Manager Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Department Manager Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
General Manager Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Additional Ratings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Summary Page . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
© 2013 McDonald’s. McDonald’s and McDonald’s independently owned and operated franchises are equal opportunity employers committed to a
diverse and inclusive workforce. Franchisees are the exclusive employer of their employees and are solely responsible for all employment matters
in their restaurants.
This guide is for restaurants operated by McDonald’s USA LLC. Owner/Operators of franchised restaurants may, if they choose, use Hiring To
Win and this guide, but are not required to. Owner/Operators are independent employers and make their own policies regarding employmentrelated matters. 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.
Creating Opportunities. Together.
2
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
Interview Preparation
Checklist
Preparing for the Interview:
Opening the Interview:
Check the boxes to ensure you are properly prepared before
the interview.
• Welcome the candidate with a smile, thank him/her for their
interest in working for McDonald’s, and offer them a drink.
o Gather all the materials you will need to conduct the interview
• Introduce yourself to the candidate.
Share your “I Story” by talking about:
o Review the candidate’s employment application and Hiring To
(e.g., application, assessment results, interview guide, pen).
Win assessment results.
o Review the interview questions and rating scales so you
know what to listen for and rate. It is important that you feel
comfortable with the questions before starting the interview.
> how long you have worked at McDonald’s
> the position you started in
> your career progression
• Explain the structure of your organization (is it owned by a
franchisee or the corporation, number of stores, etc.).
o Think about and prepare for questions the candidate may ask
o Be sure you are ready at least 10-15 minutes ahead of time so
• Describe the job that the candidate applied for. Begin by
reviewing the specific job duties and work hours. In addition,
discuss the advantages and challenges of the job, and
opportunities for growth and benefits.
o Find a comfortable spot in the restaurant where you will not be
• Explain the purpose of the interview and tell the candidate
you will be taking notes to remember his/her answers.
(e.g., next steps in the hiring process, time frame for making a
decision, etc.).
you can start the interview on time.
interrupted to conduct the interview.
• Give the candidate a chance to ask any questions he/she may
have about the interview. Explain that they will have time to
ask questions about the job after the interview.
Creating Opportunities. Together.
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Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
Interview
Preparation
Checklist
Conducting the Interview:
Closing the Interview:
• During the interview, pay attention to the candidate’s
communication, body language, eye contact, and general
interactions with you. Based upon this information, do you
think this candidate meets the requirements/possesses the
qualifications for the position and will provide exceptional
customer service and create a welcoming environment?
• Explain why McDonald’s is a great place to work and sell the
candidate on all the benefits of working for your organization.
• Give the candidate the opportunity to ask questions about the
job and McDonald’s.
• Review the next steps in the hiring process (e.g., second
interview, reference check, etc.). Let the candidate know
when you will get back to him/her.
• Begin each interview with the “Questions for All
Candidates” section.
• Thank the candidate for their interest in working at
McDonald’s.
• If the candidate is scheduled for two interviews, the
position-specific questions should be split up between the
interviewers. The first three questions should be covered in
the first interview, while the second interview will cover the
last two questions in that section.
Evaluating the Candidate’s Answers:
• As you conduct the interview, begin by asking the interview
question. You should then ask any of the follow-up questions
you need to get a complete understanding of the situation.
• Review your notes.
• The ratings scales included for each question provide
examples of ineffective, effective, and highly effective
responses for each question.
• Throughout the interview, keep in mind the five areas of focus
in the Service Experience Platform: Be Clean. Be Nice. Be
Fast. Get it Right. Make it Right. Starting with the position
specific questions, there will be corresponding graphics to
indicate which area you should focus on. Keep this in mind as
you evaluate the candidate’s responses.
• Use the rating scales provided for each question as a guide to
rate the candidate’s answer to each question.
• For each question, indicate whether the candidate’s response
falls within the “Red,” “Yellow,” or “Green” category by
checking the box on the rating scale provided.
• Take thorough notes in this guide as the interview proceeds.
You will use your notes to help you make a final decision.
>
> Try to write exactly what the candidate says, but at least make sure you write down specific facts and behaviors related to their answer.
> Avoid general statements, judgments, and conclusions. Don’t write things like “great answer,” “bad example,” etc.
> Use appropriate abbreviations or shortcuts that make the task easier (e.g., w/ for with, b/c for because, etc.)
> Take notes directly within this interview guide using the blank space provided below each question.
• Go to the Additional Ratings page to provide ratings on the
candidate’s Interpersonal and Communication Skills based
upon their performance during the interview.
Focus your notes on the candidate’s responses that relate to the qualifications for the position. Do not write down things about their appearance or personal information they may have shared (e.g., religious affiliations, family).
• To complete your evaluation, transfer your ratings for
each question to the evaluation form on the Summary Page
by circling the appropriate letter (R, Y, or G) on the
evaluation form.
• Provide a final evaluation on the Summary Page to determine
whether you want to proceed with the hiring process or not.
• Upon completing the interview and ratings, file the interview
notes by following your normal record retention policy and
guidelines.
• For candidates receiving a final evaluation of “Proceed,”
follow up and consider conducting reference checks.
Creating Opportunities. Together.
4
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
interviewing
do’s and
don’ts
Do:
Give the candidate the opportunity to ask questions and address
them all.
Be fully prepared and on time.
Welcome the candidate with a smile.
Explain the next steps and time frames in the hiring process.
You may want to tell the candidate that if they have not heard
from you in 48 hours the position has been filled however their
application will remain on file.
Offer the candidate a drink.
Make small talk to put the candidate at ease before starting the
interview.
Outline the benefits and opportunities McDonald’s offers.
Adjust your communication style to put the applicant at ease and
allow the applicant the best opportunity to communicate his or
her interests and qualifications. McDonald’s hires people from a
variety of backgrounds (e.g., high school and college students,
military, stay-at-home parents, and seniors). McDonald’s wants to
ensure that all applicants are given equal consideration.
Leave the candidate with a positive feeling about McDonald’s.
Remember that regardless of how the individual did during the
interview, they are likely to be a customer.
Be objective when scoring the candidate. Base your ratings only
on the facts and behaviors you heard or observed.
Ask only job-related questions – those in this interview guide or
specific questions about the candidate’s application.
Show and review your grooming and appearance policy with
the candidate. (Note for Owner/Operator: It is recommended to
review your policy with legal counsel to ensure it’s in compliance
with applicable laws.)
Show respect by giving the candidate your full attention.
Listen carefully.
Take notes directly in the interview guide in the blank space
below the question.
Use facial (e.g., eye contact, nodding) and verbal (e.g., “yes,”
“uh-huh,” “I understand,” etc.) expressions to show active listening.
Rate the candidate’s responses after the interview is completed
and the candidate has left.
Spend twice as much time listening as you do talking.
Don’t:
...forget to bring the candidate’s application and assessment
results, a copy of this guide, and a working pen.
...let the candidate leave with a negative impression of
McDonald’s. Remember that whether they are hired or not, they
are still a customer.
...make the candidate uncomfortable by looking at your watch or
cell phone, frowning, slouching, etc. Don’t rush the interview.
...use irrelevant information when rating the candidate (age,
gender, race, etc.), ignore relevant information, or let your general
impression influence your ratings.
...interrupt the candidate while they are speaking.
...make any comments such as “Good” or “Really?” or “Great
answer” that would lead candidates to assume they are doing
well or poorly in the interview.
...take notes anywhere other than in the interview guide as they
could be misplaced.
...allow the candidate to see your notes.
...ask questions that are not job-related. This includes questions
about ethnicity, religion, age, family/marital status, sexual
orientation, and national origin.
...make your ratings during the interview or in front of
the candidate.
Creating Opportunities. Together.
5
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
questions for all candidates
The questions in this section ask about the candidate’s interest in working at McDonald’s and his/her previous experiences and work history.
These questions should be asked of all candidates, regardless of position. The questions included in the “Understand the Candidate’s Interest In and
Knowledge of McDonald’s” section should be asked of external candidates only.
Understand the Candidate’s Interest In and Knowledge of McDonald’s
1. Why are you looking for employment at this time?
2. Why do you want to work at McDonald’s?
3. What do you know about the McDonald’s brand and restaurant operations?
o Red
o yellow
o green
Does not have a particular interest in
McDonald’s and/or doesn’t know anything
about the McDonald’s brand/restaurant
operations (i.e. what it’s like to work in a
restaurant).
Has some interest in working at
McDonald’s and/or has some familiarity
with the McDonald’s brand and restaurant
operations (i.e. what it’s like to work in a
restaurant).
Has a strong interest in working at
McDonald’s and/or McDonald’s is
his/her favorite brand.
Candidate is just looking for a job; thinks
working here will be easy.
Candidate is looking for a temporary or
short-term position that would help him/her
realize other goals outside of McDonald’s.
Has a clear understanding of McDonald’s
restaurant operations (i.e. what it’s like to
work in a restaurant).
Candidate expresses interest in building
his/her career with McDonald’s.
Understand the Candidate’s Interest In the Position
1. Why are you interested in the ________________________________ (insert position) position at McDonald’s?
2. What do you think it takes to be successful as a ________________________________ (insert position)?
o Red
o yellow
o green
Does not have a particular interest in the
position.
Has some interest in the position.
Has a strong interest in the position.
Has a general understanding of what it
takes to succeed on the job.
Has a clear and accurate understanding
of what it takes to succeed on the job.
Lacks a clear understanding of what it takes
to succeed on the job; does not understand
the basic requirements of the position.
Creating Opportunities. Together.
6
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
questions for all candidates
continued
Understand the Candidate’s Experience and Work History
Note to Interviewers: Review the candidate’s employment application and ask clarifying questions about the information on the
application as necessary. Again, ask only job-related questions.
1. Describe the most recent position you have held. (Interviewer Note: If the candidate has previous experience in quick service,
ask questions to better understand their role and management structure. If time allows, you can also ask about some of the other
positions he/she may have held.)
• If the individual is an internal candidate, ask about positions prior to their work at McDonald’s.
• If the candidate does not have any previous work experience, ask about school or community activities he/she may be involved in.
2. What skills have you gained or what have you learned that will help you in the ______________________(insert position) role?
3. What is your greatest strength and what skills are you currently trying to improve?
o Red
o yellow
o green
Experience suggests they will be
unsuccessful even with significant training
(e.g., frequent job hopping, multiple
terminations).
Has some experience that may help them to
be successful.
Has strong relevant experience that
should help them succeed in the
position.
Was unable to identify anything learned from
past jobs or school/community activities.
Strengths do not align to the position; areas
of opportunity would prevent effective
performance in the role, even with training.
Has learned something of value or relevance
from past jobs or school/community
activities.
Strengths are beneficial for the role; areas
of opportunity could be addressed through
training.
Has learned several important and
relevant lessons from past jobs or
school/community activities.
Strengths align directly with
requirements of the position,
McDonald’s behaviors, and goals of
customer service; areas of opportunity
would not impact job performance or
could easily be addressed through
training.
Creating Opportunities. Together.
7
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
crew member questions
Question 1: Hospitality
Imagine you are a crew member working the front counter and I’m a customer coming up to place my
order. Walk me through how you would greet me, take my order, and present me with my food.
Interviewer: Wait for the candidate to greet you and ask for your order. Then order a cheeseburger and a small fries. If the candidate
asks if you would like anything else, order a large drink.
Now, imagine that I return to the counter because there is an issue with my order. Walk me through
how you would handle this situation, what you would say to me as the customer, and what you would
do to resolve my issue. Ready?
Interviewer: There are onions on my cheeseburger and I hate onions! I need another cheeseburger without the onions
right now.
o Red
o yellow
o green
No greeting, just asked for the order; failed
to smile or maintain eye contact.
Greeted the customer, smiled and
maintained eye contact.
Failed to present the order in a friendly,
professional manner; did not thank the
customer.
Thanked the customer and presented the
order in a professional manner.
Enthusiastically welcomed the customer
with a smile, eye contact and prompt
greeting.
Blamed the customer for ordering
incorrectly; did not resolve the customer’s
issue; said that is how they are made
and/or charged the customer for another
cheeseburger.
Offered to get the candidate a new
cheeseburger; did not apologize.
Thanked the customer and showed
appreciation for their business when
presenting the order.
Quickly responded to the customer’s
concern, took the initiative to resolve
the issue, apologized and made it right.
Creating Opportunities. Together.
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Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
crew member questions
continued
Question 2: Teamwork
Tell me about a time when you were working on a team and asked another team member for help, but
they said they were too busy.
Follow-Up Questions:
•
•
•
•
•
What was the situation? Why did you need help?
What was your reaction to the team member’s response?
What did you say to the team member?
How did it work out?
What does being a good team player mean to you?
o Red
o yellow
o green
Avoided the conflict; did not address the
issue with the team member (e.g. walked
away, complained to the manager).
Attempted to resolve the issue indirectly
(e.g. asked someone else for help, looked
for manager support).
Addressed and resolved the conflict
directly; worked together to come up
with a solution to the issue.
Maintained negative attitude throughout the
situation (e.g., showed frustration, anger,
impatience).
Was generally positive or took a neutral
attitude about person.
Maintained a positive and optimistic
attitude throughout the situation.
Managed to complete the task.
Was able to complete the task
successfully.
Was unable to complete the task.
Was unable to explain what it means to be a
good team player.
Discussed one or two aspects of being
a good team player (e.g., supporting
teammates, sharing responsibilities, thinking
about what’s best for the team).
Discussed several aspects of being a good
team player (e.g., supporting teammates,
sharing responsibilities, thinking about
what’s best for the team).
Question 3: Work Ethic and Drive
Tell me about a time when you went out of your way to solve a problem.
Follow-Up Questions:
• What was the issue or problem?
• What steps did you take to solve the problem?
• What was the result? How do you know the problem was solved?
o Red
o yellow
o green
Provided an example of a problem that was
easy to solve.
Provided an example of a problem that
required some effort to solve.
Provided an example of a problem that
required significant effort to solve.
Put forth minimal effort to resolve the
problem; did not take personal responsibility
for solving the problem and passed it off to
someone else.
Put forth some effort and was able to
eventually resolve the problem.
Put forth extra effort until the problem
was solved; took personal responsibility
for resolving the problem and took
steps to avoid the problem in the future.
Maintained a generally positive attitude
about the problem.
Gave up and viewed the problem as an
obstacle that could not be resolved.
Was energetic and enthusiastic; viewed
the problem as a challenge that could
help him/her grow.
Creating Opportunities. Together.
9
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
crew member questions
continued
Question 4: Adaptability
Assume your manager asked you to restock your station, but as you are working on it, you realize the
restaurant has suddenly gotten very busy. How would you handle this situation?
Follow-Up Questions:
• What would you do?
• What would you say to your manager?
• How would your actions impact customers?
o Red
o yellow
o green
Indicated that he/she would stick to the task
the manager assigned.
Indicated that he/she would ask the
manager if switching tasks would be okay.
Failed to see the importance of switching
tasks to help coworkers.
Understood the need to switch tasks in
order to help coworkers.
Indicated that he/she would switch
tasks to help coworkers, then would
return to original tasks when finished.
Failed to acknowledge the impact on
customers.
Recognized that helping would have a
positive impact on the customers.
Enthusiastically switched tasks in order
to help the team.
Indicated that switching tasks would
allow customers to be served faster.
Question 5: Attention to Detail
Describe a time when you had to follow detailed instructions to complete a task.
Follow-Up Questions:
• What was the situation? What procedures did you need to follow?
• How did you ensure that each step was done accurately?
• Did you make any mistakes along the way? If so, how did you find the mistake and correct the issue?
o Red
o yellow
o green
Did not follow the instructions; decided
to skip some steps to speed up task
completion.
Followed the procedures as written in most
steps.
Carefully followed detailed, complex,
and multi-step procedures to complete
the task.
Did not focus on quality or check work
carefully.
Focused on quality.
Made some minor mistakes, but fixed them.
Made multiple mistakes along the way.
Focused on quality and double checked
work thoroughly.
Did not make any mistakes; completed
the task to high quality standards.
Creating Opportunities. Together.
10
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
crew trainer questions
Question 1: Builds Teamwork
Tell me about a time when you encouraged a team or group to work together to accomplish a goal.
Follow-Up Questions:
•
•
•
•
What was the situation?
How did you motivate the group toward a common goal?
What challenges did you face? How did you deal with them?
What was the outcome? How did you know if you were successful?
o Red
o yellow
o green
Unable to motivate the group.
Played a role in motivating group
members and promoting cooperation.
Was highly effective in motivating group
members and promoting cooperation.
Handled some of the challenges/
obstacles encountered; issues had little
impact on the group’s progress.
Successfully dealt with the challenges/
obstacles encountered; able to resolve
issues while keeping the team moving
forward.
Played a small role in motivating group
members or promoting cooperation.
Unsuccessful in dealing with challenges/
obstacles encountered; issues derailed the
group’s progress.
Group met their overall objectives.
Group exceeded their overall objectives.
Group failed to meet overall objectives.
Question 2: Develops Crew and Managers
Assume you are training a new employee on a kitchen procedure. She is having difficulty learning what
to do and keeps asking you questions.
• How would you handle this situation?
Interviewer: Once the candidate finishes his/her answer to the question, ask the follow up question below.
Assume the next time you observe her, she is still doing the procedure wrong. You approach her again
and she says, “I don’t have to listen to you. You are not my manager.”
• How would you handle this situation?
• What would you say to this employee?
o Red
o yellow
o green
Expressed frustration and left the employee
to learn on her own.
Offered to review the procedures with
the employee again and answer her
questions.
Demonstrated the procedure again and
explained the reason behind it; observed
her perform the procedure and provided
feedback.
Did not try to understand where the
employee was having difficulty or ask
questions to check for understanding.
Failed to deal with the employee’s
resistance to feedback; reported the
employee to her manager.
Asked questions of the employee to
understand where she was having
difficulty; checked for understanding.
Handled the employee’s resistance to
feedback in an effective manner.
Asked questions to understand where she
was having difficulty and used a different
approach to explain those areas; checked
for understanding at several points.
Handled the employee’s resistance to
feedback in a highly effective manner.
Creating Opportunities. Together.
11
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
crew trainer questions
continued
Question 3: Influences by Example
Tell me about a time when you served as a role model for others.
Follow-Up Questions:
•
•
•
•
What was the situation? Who was looking up to you as a role model?
How did you set an example for others?
Were you successful in setting an example? Why or why not?
Thinking back, is there anything you would have done differently?
o Red
o yellow
o green
Was unable to provide an example.
Set an appropriate example for a basic
situation.
Set an appropriate and very positive
example for a complex situation.
Was able to get some individuals to follow
his/her lead; resulted in a somewhat positive
outcome.
Was successful in getting others to
follow his/her lead; resulted in a very
positive outcome.
Indicated he/she would not change anything
because the outcome was positive.
Identified at least one thing he/she
could have done differently to be even
more effective in the future.
Failed to set an appropriate example in the
situation described.
Was unable to convince others to follow his/
her example; resulted in a negative outcome.
Indicated that he/she would not have done
anything differently.
Question 4: Attention to Detail
Tell me about a time when you identified a mistake in someone else’s work.
Follow-Up Questions:
•
•
•
•
What was the situation?
How did you identify the problem?
How did you address the mistake?
What was the outcome? What steps did you take to prevent a similar problem in the future?
o Red
o yellow
o green
Discovered the mistake by accident or
should have caught it sooner.
Checked quality of work.
Identified the problem by carefully
attending to quality of work and doublechecking work thoroughly.
Corrected the mistake him/herself; did not
address the mistake with the individual who
made it.
Told the individual to fix the mistake.
Took at least one action to prevent a similar
problem in the future (e.g., continued to
monitor quality).
Did not take steps to prevent a similar issue
from occurring in the future.
Took immediate steps to correct the
mistake and notify the manager.
Took steps to prevent similar problems
in the future (e.g., helped to provide
additional training/instruction to others,
explained the importance of quality,
implemented quality checks).
Creating Opportunities. Together.
12
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
crew trainer questions
continued
Question 5: Hospitality
You observe a crew member interacting with a customer who is upset because their order was wrong.
The crew member is not handling the situation well and he begins arguing with the customer. What
would you do?
Follow-Up Questions:
• How would you react to this situation?
• How would you resolve the issue with the customer?
• What feedback would you provide to the crew member?
o Red
o yellow
o green
Did not intervene in the situation or offer to
help the customer.
Offered to help and address the customer’s
issue, but did not react immediately.
Did not provide coaching or feedback on
how to handle similar situations or criticized
the crew member’s behavior.
Provided feedback to the crew member on
his interaction with the customer.
Reacted immediately and tactfully;
politely greeted the customer,
apologized and offered to make it right;
resolved the issue without escalating
the conflict.
Failed to model appropriate behavior to
improve performance.
Offered the crew member some suggestions
for handling the situation differently in the
future.
Provided coaching and feedback to the
crew member on his interaction with the
customer and notified the manager of
the situation.
Modeled the appropriate behavior for
handling similar situations in the future.
Creating Opportunities. Together.
13
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
shift manager questions
Question 1: Adaptability/Work Ethic and Drive
Assume that you are nearing the end of your shift. One of your crew members tells you he needs to
leave because he is not feeling well and someone from the next shift has also called off due to a family
emergency. What would you do?
Follow-Up Questions:
• How would you handle this situation?
• What would you do to be prepared for a similar situation in the future?
o Red
o yellow
o green
Did not know what to do; left
the issue to be resolved by the
manager of the next shift or the
GM.
Worked to find a solution to the problem
and/or asked for the advice of others in
addressing the issue.
Proactively found a solution to the problem (e.g.,
asked if anyone else on the shift could stay and help
out, called additional employees to come in).
Was unwilling to help out until the
positions could be covered; had
difficulty adapting to the situation.
Was willing to help out until additional
employees could be called to come in;
was able to effectively adapt to meet the
restaurant’s needs.
Went above and beyond to ensure the restaurant
was covered and helped out where needed; easily
and effectively adapted to meet the restaurant’s
needs.
Did not recognize the need to
prepare for similar situations in
the future.
Recognized the need to be prepared to
handle similar situations in the future and
offered a reasonable solution.
Proactively prepared for handling similar situations
in the future and identified two or more solutions to
address this issue.
Question 2: Attention to Detail
Describe a time when you identified a safety or policy violation.
Follow-Up Questions:
•
•
•
•
•
What was the situation?
What steps did you take to monitor the situation?
How did you identify the violation?
What did you do to address the issue?
What steps did you take to prevent a reoccurrence?
Interviewer: If the candidate is unable to answer the question above, ask the following:
What would you do to monitor or identify a safety or policy violation? How would you handle the situation if you discovered a violation?
o Red
o yellow
o green
Was unable to provide an example
or was informed of the violation by
someone else.
Took some steps to monitor the situation;
attended to quality and checked work
carefully.
Did not address the safety or policy
violation with the employee; failed to
explain proper procedures for meeting
standards.
Explained the violation to the employee;
suggested methods for learning proper
procedures.
Took careful steps to monitor the situation;
had a detailed process in place to check for
quality and accuracy; double checked work
thoroughly.
Did not follow up on the employee’s
performance and failed to take steps to
prevent the problem from recurring.
Checked back with the employee at least
once to ensure proper procedures were
followed; identified at least one step taken
to prevent a recurrence.
Explained the violation to the employee and
demonstrated the proper procedures to follow;
explained impact of violation.
Continued to monitor the employee’s
performance; described two or more steps
to prevent a recurrence and put together a
detailed action plan.
Creating Opportunities. Together.
14
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
shift Manager questions
continued
Question 3: Builds Teamwork
Describe a time when you had to resolve a conflict between two people that impacted the work of the
team.
Follow-Up Questions:
• What was the situation? How was the issue impacting the team’s performance?
• What did you do to resolve the issue? What impact did your actions have on the people involved?
• What was the impact on the team?
o Red
o yellow
o green
Was unable to provide an example
or failed to realize the impact of the
conflict on the team’s performance.
Assisted in resolving the conflict;
understood the potential impact of the
conflict on the team’s performance.
Effectively assisted in resolving the conflict;
understood the impact of the conflict on the
team’s performance.
Took no action to address the conflict
or resolve the issue.
Took one or two reasonable actions to
address the conflict or resolve the issue;
actions had a positive impact on the
team’s performance.
Took several actions to address the root cause
of the conflict and resolve the issue; actions had
a significant, positive impact on the individuals’
interactions.
Conflict had a minimal impact on the
team’s performance; team was able to
continue working together.
Resolving the conflict had a significant positive
impact on the team’s overall performance.
Conflict had a negative impact on the
team’s performance.
Question 4: Develops Crew and Managers
Assume that you have a crew member who is typically a strong performer, but has shown up late on
occasion and doesn’t consistently follow the restaurant’s uniform policy. Imagine that you are sitting
down to provide him with feedback.
• What would you say?
Interviewer: Once the candidate finishes his/her answer to the question, ask the follow up question below.
The crew member explains that he doesn’t have a reliable form of transportation, but he always works hard while on the job. He doesn’t
understand why you are so hard on him, when others on the shift come in late more often than he does.
• How would you respond?
o Red
o yellow
o green
Did not provide effective feedback
and/or did not address both issues.
Provided the necessary feedback to the
employee.
Provided effective and constructive feedback to
the employee on both issues.
Did not provide praise or corrective
suggestions; failed to explain the
reasons behind these issues.
Indicated that the employee was
performing well; provided at least one
corrective suggestion.
Failed to address the employee’s
resistance and concerns; did not
hold the employee accountable for
correcting these issues.
Was able to handle the employee’s
resistance and hold the employee
accountable for correcting these issues.
Praised the employee for his strong
performance; explained the reasons behind the
issues addressed and ensured understanding;
held him accountable for correcting these issues.
Addressed the employee’s resistance and
concerns in a positive manner; held the
employee accountable for correcting the issues
and indicated steps for following up.
Creating Opportunities. Together.
15
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
shift Manager questions
continued
Question 5: Hospitality
It is important for customers to feel welcome and appreciated every time they visit our restaurants. As
a shift manager, you will play an important role delivering an outstanding customer experience. What
does this mean to you?
Follow-Up Questions:
• What would you say and do to make your customers feel welcome and appreciated at McDonald’s?
• What would you do to make sure that the employees on your shift create a positive experience for McDonald’s customers?
o Red
o yellow
o green
Lacked an understanding of
what it means to “be nice” or be
hospitable; could not provide
examples of effective customer
service behaviors.
Understood what it means to “be nice” or
be hospitable and provided examples of
effective customer service behaviors.
Has a thorough understanding of what it means
to “be nice” or be hospitable; provided multiple
examples of effective customer service behaviors.
Identified basic ways to make customers
feel welcome and appreciated (e.g.,
greeting the customer, thanking customers
for coming in, offering assistance as
needed).
Identified multiple ways of making customers
feel welcome beyond greeting and thanking the
customer (e.g., having a positive, upbeat attitude,
holding the door or offering to assist them, having
a clean restaurant, inviting them to come again,
following up to ensure satisfaction with their
experience, talking to customers in the restaurant).
Had difficulty identifying ways to
make customers feel welcome and
appreciated.
Did not explain or model effective
customer service behaviors to
employees on the shift.
Explained the importance of effective
customer service behaviors to employees
on the shift; monitored employees to
ensure they create a positive customer
experience.
Explained the reasons behind effective customer
service behaviors to employees on the shift and
modeled these behaviors; observed employees
throughout the shift and provided immediate
feedback to ensure employees create a positive
customer experience.
Creating Opportunities. Together.
16
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
department manager questions
Question 1: Builds Teamwork
You work for a store that is currently under performing. The GM is really concerned and has come down
hard on the staff, criticizing them for not meeting targets. What would you do to motivate the team to
improve their performance?
Follow-Up Questions:
• How would you go about energizing and motivating the team to do their best?
• What steps would you take to measure the team’s progress?
o Red
o yellow
o green
Did not know how to handle this
situation or failed to take action to
motivate the team to improve their
performance.
Attempted to motivate the team to work
together to improve their performance.
Effectively motivated the team by communicating
the importance of working together and
expressing confidence in the team’s ability to
improve its performance.
Did not explain performance
goals to the team or clarify roles
and responsibilities of each team
member.
Explained the performance goals to the
team and clarified roles and responsibilities
for each team member.
Identified a couple ways of measuring and
evaluating the team’s progress.
Did not measure or evaluate the
team’s progress.
Communicated performance goals, along with the
reasons behind them; clarified team member roles
and responsibilities; broke performance goals
down into smaller steps.
Outlined a plan for measuring and evaluating the
team’s progress and celebrating success along
the way.
Question 2: Develops Crew and Managers
Tell me about a time when you helped an employee develop their skills by coaching, guiding, and/or
providing feedback.
Follow-Up Questions:
•
•
•
•
What was the situation?
What did you do to help develop their skills?
How did the person respond to your feedback/coaching?
What was the result?
o Red
o yellow
o green
Took an inappropriate approach to
coaching or failed to change approach
to meet the employee’s needs.
Took an appropriate approach to coaching
the employee and modified approach as
needed to meet the employee’s needs.
Did not explain the benefits associated
with developing the skill.
Explained how developing the skill would
benefit the employee.
Outlined a step-by step approach to providing
assistance and creating a development plan
for the employee; challenged/motivated
employee to improve their performance.
Indicated that the employee resisted
Indicated that the employee responded in
efforts and/or responded with negative
a positive manner.
emotions; gave up or stopped coaching.
Indicated that he/she would continue to
Did not monitor employee’s
monitor the employee’s performance;
performance; performance did not
slightly improved performance.
improve or got worse.
Helped the employee understand how
developing the skill would benefit him/her, as
well as the restaurant.
Indicated that the employee responded with
enthusiasm, gratitude, and motivation.
Developed a plan to continue to monitor the
employee’s performance; set and measured
the accomplishment of milestone goals;
performance improved significantly.
Creating Opportunities. Together.
17
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
Department Manager questions
cont.
Question 3: Organizes the Work
Tell me about a time when you were responsible for assigning work to others and ensuring it was done
correctly and on time.
Follow-Up Questions:
•
•
•
•
•
How did you go about assigning the work?
How did you ensure that the task was completed on time?
Did you encounter any barriers or obstacles? If so, how did you handle them?
How did you ensure the quality of work?
What was the result?
o Red
o yellow
o green
Failed to communicate the goals
and outline the work steps for the
team.
Communicated goals and outlined
steps needed to complete the work
on time and ensure quality.
Effectively communicated goals and provided specific
steps needed to complete the work on time and with
quality.
Did not closely monitor the team’s
progress or provide feedback.
Monitored the team’s progress and
provided group-level feedback.
Actively monitored both individual and team performance
and provided constructive and detailed feedback.
Was unable to overcome any
obstacles that may have occurred.
Worked through obstacles as they
arose.
Proactively addressed potential obstacles and developed
plans to overcome them before they occurred.
Was not able to get the team
to accept new goals and/or
responsibilities.
Was able to get the team to accept
new goals and/or responsibilities;
work was completed accurately and
on time.
Obtained buy-in and commitment from each person on
the team; team completed high quality work on time or
ahead of schedule.
Question 4: Hospitality
Assume customer service at your store has been declining over the past couple months and you have
received several complaints from customers. What steps would you take to improve customer service
at your location?
Follow-Up Questions:
•
•
•
•
What would you do to identify root cause of the store’s declining customer service?
What feedback/coaching would you provide to your staff to make sure they provide a great customer experience?
How would you address customer concerns?
How would you measure the results of your efforts?
o Red
o yellow
o green
Did not identify where the
service issues were occurring.
Took steps to identify where the service
issues were occurring (e.g., observation,
tracks key performance metrics).
Took steps to identify where the service issues were
occurring (e.g., observation, tracks key performance
metrics) and focused on areas of poorest performance
first.
Did not develop a plan to
improve customer service
and/or did not provide
feedback and coaching to the
staff.
Failed to address customer
concerns and track the store’s
progress.
Identified a couple actions the team
could take to improve customer service;
provided general feedback and coaching
to the team.
Addressed customer concerns as they
came up and tracked the store’s progress
by monitoring customer service metrics.
Developed and communicated a plan to improve
customer service; provided individualized feedback and
coaching on customer service behaviors.
Proactively addressed customer concerns and gathered
feedback from customers visiting the store; consistently
tracked the store’s progress on the metrics and made
corrections where needed.
Creating Opportunities. Together.
18
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
Department Manager questions
cont.
Question 5: Plans Beyond the Shift
Assume that you are working with the other managers at your store to train employees on a new menu
item coming out soon. Several employees have said this promotion is causing them a lot of stress. The
GM is concerned that this may lead to mistakes in preparing orders, causing food cost to go up. How
would you work together with the other managers to address the crews’ stress, create enthusiasm for
the new product, and work to eliminate the impact on food cost?
o Red
o yellow
o green
Handled the situation without the
other managers or resisted their
input.
Worked with the other managers to
determine who would address each issue.
Worked collaboratively with the other managers to
handle the situation.
Announced the promotion and explained
Announced the promotion
its implications; discussed the steps
without explaining its implications necessary to prepare for its launch with
and the steps necessary to
the team.
prepare for its launch.
Addressed some of the staff’s concerns
Did not know how to address
and identified one or two ways to help
the staff’s concerns or help to
prepare for the launch; outlined general
prepare for the launch; failed to
steps for limiting the impact of the new
address the impact of the new
promotion on food cost.
promotion on food cost.
Announced the promotion and thoroughly explained
its implications; generated enthusiasm for the new
product; developed and communicated plans to
prepare for the launch.
Addressed all of the staff’s concerns, gained
buy-in around the changes, and identified multiple
ways to help prepare for the launch; outlined specific
steps to limit the impact of the new promotion on
food cost; developed a plan to address the issue
and train staff.
Creating Opportunities. Together.
19
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
general manager questions
Question 1: Builds Teamwork
Tell me about a time when you had to inspire a team to improve their performance.
Follow-Up Questions:
•
•
•
•
What was the situation? Why was it necessary to improve performance?
What did you do to inspire the team and drive results?
How did you measure the results?
What was the outcome?
o Red
o yellow
o green
Could not provide an example
or provided an example in which
little improvement was required.
Provided an example of a situation where the
team’s performance was having an impact on
overall performance in at least one area.
Provided an example of a situation where the team’s
performance was having a significant impact on
overall performance in two or more areas.
Did not effectively communicate
the need for change; was unable
to obtain buy-in from the team.
Explained the need for the change and
how this change would improve overall
performance; outlined goals and actions
for the team to follow and ensured their
understanding.
Explained the need for the change to the group and
how this change would improve overall performance;
outlined specific goals and actions for the team to
follow; gained their commitment to meeting these
goals.
Periodically monitored the team’s progress
and provided feedback; team performance
improved.
Regularly tracked team’s progress against the goals
and provided specific feedback; team performance
improved significantly.
Efforts had some impact on the team.
Efforts had a direct impact on the team.
Did not monitor progress; team
performance did not improve or
declined.
Efforts had little or no impact on
the team.
Question 2: Develops Crew and Managers
You have a department manager who is struggling to improve her team’s performance. How would you
coach her on how to develop her team?
Follow-Up Questions:
• What feedback or coaching would you recommend that the department manager provide to her staff?
• How would you suggest she hold her team accountable for results?
• How should she measure the team’s success?
o Red
o yellow
o green
Provided little coaching or
feedback to the DM; expected
her to handle the situation on
her own.
Provided some general coaching
and feedback on setting
expectations and managing team
performance.
Followed a coaching process and provided specific feedback
on setting expectations and managing team performance;
shared examples from previous experiences.
Failed to provide actionable
feedback or suggestions
for addressing the team’s
performance issue.
Indicated the need to communicate
and reinforce performance
expectations with the team and to
obtain their buy-in.
Was unable to identify
methods of holding the team
accountable or measuring
success.
Suggested that she periodically
review the business metrics to
monitor the team’s results and share
that information with the team.
Indicated the need to communicate and reinforce performance
expectations with the team; stressed the importance of
explaining the reasons behind the expectations and how their
performance impacts overall store performance; highlighted
the need to gain the team’s buy-in and commitment.
Suggested she observe the team’s performance and provide
immediate feedback, as well as continuously monitor business
metrics and share information on the team’s progress.
Creating Opportunities. Together.
20
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
general manager questions
continued
Question 3: Influences by Example/Supports Change
Tell me about a time when your team was going through a period of significant change and you set the
example for adapting to the change.
Follow-Up Questions:
•
•
•
•
•
What was the situation?
What did you do?
How did you influence the group to buy-in to the change?
How did this impact your behavior or performance?
What was the outcome?
o Red
o yellow
o green
Communicated the change to
the team in a manner that was
ineffective; team reacted in a
negative way.
Effectively communicated the change by
explaining the reason for the change and
how it would positively impact the team.
Communicated the change to the team in a way
that generated excitement and spurred the team to
action; explained the reason for the change and the
positive impact it would have.
Failed to demonstrate a positive
attitude towards the change;
did not address the team’s
concerns.
Was unable to gain the team’s
buy-in; change effort was
unsuccessful as a result.
Generally demonstrated a positive attitude
towards the change; addressed the team’s
concerns.
Was successful in getting others to go along
with the change, but did not gain full buy-in;
change effort was successful and the team’s
performance was not negatively impacted.
Was enthusiastic and optimistic about the change;
consistently maintained a positive attitude even
when times got rough; addressed all of the team’s
concerns.
Was successful in getting others to buy-in to the
change; change effort was very successful & team
performance improved.
Question 4: Plans Beyond the Shift
Assume you are the manager of a restaurant which has several challenges including difficulty with
staffing and high turnover. How would you handle this situation?
Follow-Up Questions:
•
•
•
•
What would you do to better understand the problem?
What would you do to improve this situation?
How would you attract applicants to apply for these positions?
What would you do to retain individuals in these positions?
o Red
o yellow
o green
Did not attempt to better understand
the problem and/or was unsure how to
solve the problem.
Talked to some of the staff to
understand the issue; identified one or
two ideas for addressing them.
Reported the issues to management
and waited for their direction on how to
respond.
Placed ads to inform people of the job
opportunities at McDonald’s to help
attract talent.
Interviewed staff and those who have left to
understand the issues and challenges they faced
and how to address them; identified multiple
ideas for addressing these issues.
Was unable to identify any ideas for
attracting applicants or addressing the
high turnover for these positions.
Worked to address symptoms of the
issue (e.g., hired more), but did not
address the root cause of the high
turnover.
Proactively reached out to multiple groups within
the community to build relationships and explain
the opportunities that McDonald’s has to offer.
Actively worked with the staff to address the
issues leading to high turnover; stayed in close
contact with team to identify and resolve issues
right away.
Creating Opportunities. Together.
21
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
general manager questions
continued
Question 5: Hospitality
Assume your restaurant has been receiving a lot of customer complaints, and as a result, your
customer service scores have gotten worse. Your supervisor has indicated that you need to start
improving this quickly. How would you improve customer satisfaction?
Follow-Up Questions:
• How would you identify the cause of customer complaints?
• What would you do to ensure customers are having a good experience within your restaurant?
• How would you engage your crew and managers?
• How would you determine how well the restaurant is doing in executing great customer service?
o Red
o yellow
o green
Did not identify the underlying
issue behind the customer
complaints.
Took some steps to identify the underlying
issue behind the customer complaints.
Provided several steps to identify the underlying
issue behind the customer complaints.
Provided a general idea of what customer
service should look like within the restaurant;
shared ideas with the team, but team would
still be unclear on expectations.
Provided a compelling vision for what customer
service should look like within the restaurant;
engaged the team in the vision, creating excitement
within the team and gaining their buy-in.
Provided feedback and one or two actions
that DMs could take to improve the team’s
customer service behavior.
Provided specific feedback and multiple actions for
DMs to take to improve the team’s customer service
behavior.
Changed own behavior, but unable to
influence the team to change their behavior;
interacted with customers in the restaurant
to find out about their experience and
addressed any issues; monitored the
restaurant’s customer service metrics to
measure progress.
Role modeled effective customer service behaviors
within the restaurant; engaged with customers in
the restaurant to build relationships; observed the
team and provided immediate feedback; tracked
the team’s progress on customer service metrics,
guest counts, sales, and celebrated successes.
Did not provide a compelling
vision around customer service;
told the team that they needed
to improve their customer
service or there would be
consequences.
Did not provide any feedback or
coaching to the DMs; expected
DMs to resolve the issues on
their own.
Did not follow up to ensure
customers had a good
experience within the restaurant
or measure the team’s progress.
Creating Opportunities. Together.
22
Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________
additional ratings
Based upon the candidate’s responses and your observations during the interview, rate the candidate on the following two skills.
Interpersonal Skills – the ability to interact comfortably, effectively,
and professionally with others
o Red
o yellow
o green
Displayed poor eye contact, posture
and body language; did not smile
during the interview.
Maintained some eye contact; general had
good posture and body language; smiled
during the interview.
Interacted in an unprofessional manner;
was distracted during the interview.
Interacted appropriately, but seemed
neutral about the position.
Had excellent/engaging eye contact, posture,
and body language (e.g., leaned forward,
nodding, appropriate hand gestures); smiled
often during the interview.
Did not speak with energy and
enthusiasm.
Spoke with moderate energy and
enthusiasm.
Appeared to be shy or withdrawn.
Was somewhat friendly, but not overly
engaging.
Spoke negatively about others when
answering questions; discussed
personal feelings/issues rather than
describing actions and results.
Interacted in a professional manner and
showed genuine interest throughout the
interview.
Generally did not speak negatively about
others or discuss personal feelings/ issues
when answering questions.
Spoke with enthusiasm and excitement.
Was friendly and remained comfortably
engaged throughout the interview.
Spoke positively about others when
answering questions; responses focused on
actions and results.
Communicates Effectively – the ability to speak in a clear, concise
and compelling manner
o Red
o yellow
o green
Was unclear or provided incomplete or
partial responses to the questions.
Generally spoke clearly and used
appropriate language.
Consistently spoke clearly and used
appropriate language.
Used inappropriate language.
Stayed on topic; was relatively organized
and easy to follow.
Expressed thoughts clearly; answers were
well organized and relevant to the questions
asked.
Did not stay on topic; was hard to follow.
Interrupted or spoke over the
interviewer.
Provided the minimum amount of
information when responding to questions.
Provided thorough and thoughtful responses
that addressed all aspects of the questions.
Creating Opportunities. Together.
23
summary
page
This section provides a place for you to summarize the candidate’s ratings for the interview questions and make your recommendation
for moving the candidate to the next step in the hiring process. In the table below, circle the appropriate letter (R = Red, Y = Yellow,
G = Green) to indicate the candidate’s score for each question.
Question
Position
o Crew o Crew Trainer o Shift Manager
o Department Manager o General Manager
Questions for All Candidates
Interest/Knowledge of McDonald’s
R
Y
G
Interest In the Position
R
Y
G
Experience and Work History
R
Y
G
Question 1
R
Y
G
Question 2
R
Y
G
Question 3
R
Y
G
Question 4
R
Y
G
Question 5
R
Y
G
Interpersonal Skills
R
Y
G
Communicates Effectively
R
Y
G
Position Specific Questions
Other Ratings
Notes:
Candidate:
Final Evaluation:
Interviewer:
o Do Not Proceed
Date:
o Proceed
Creating Opportunities. Together.
24