Shift Manager
Performance Plan
McDonald’s Restaurant
Performance Development System
EMPLOYEE COMPLETES
Information about Me
Name
Restaurant Number
Date of mid-year review
Region/Market
Person you report to
Date of year-end review
EMPLOYEE COMPLETES
My Business Targets, Performance Objectives and Accomplishments
 Write objectives that are Specific, Measurable, Achievable, Relevant, and Time-bound (SMART).
 You and your manager should work together to develop targets, performance objectives,
dates for completion, and success measures for each of your objectives.
 Track and monitor progress on business targets monthly.
 For the mid-year review and year-end review, enter accomplishments for each of your objectives.
Business Drivers
90 Day Crew Turnover- 90 Day turnover has a high
People
correlation to employee commitment and restaurant
Drivers
Date to complete
Measurement
As you develop targets and SMART objectives for each
business driver below, refer to:
 Individual shift performance opportunities, ROIP,
Mystery Shop, and CSO information.
 Supervisor feedback, customer feedback, and
commitment survey results
 YTD P&L results, day-part sales trends
 12 Systems Toolkit, Roadmap to Profitability website
(accessmcd)
Accomplishments / Select Results
performance. Develop a SMART objective that will
contribute to achieving the 90 Day T/O target for your
restaurant.
90 Day T/O% - Current TTM
Year-end Target
Objective
People Development /Training Objective
QSC/
Customer
Experience
Drivers
CSO Trends- CSO is a key measure of the customer
experience. Develop a SMART objective that will
contribute to achieving the CSO target for your
restaurant.
CSO Score - TTM
Year-end Target
Objective
Sales/Guest
Count
Drivers
Guest Counts represent a key measure of business
growth. Develop a comparable GC target and SMART
objective(s) based on targeted day-part, shift operations
or Local Store Marketing opportunities:
Comp GC Current YTD
Year-end Target
Objective
Profit
Drivers
Profit (PAC) - Review annual P&L projected vs. actual
results. Develop a year-end PAC target and SMART
objective(s) to address specific restaurant profit (P&L line
item) opportunities.
Current YTD PAC %
Year-end Target
Objective
Performance Objectives Results Achieved Rating
75% of Overall Rating
The results achieved rating is given at year-end. It is a reflection of results achieved against objectives.
Note: As a guideline, results achieved ratings influence 75% of employees overall performance rating.
For additional details, refer to your PDS Guidebook.
End of
Year
Rating:
4
Exceptional Results
Accomplishments were significantly
beyond target performance levels.
Contributions to business unit/team
and department results were
exceptional.
Mid-Year Employee Comments:
Mid-Year Manager Comments:
End of Year Employee Comments:
End of Year Manager Comments:
Page 1 of 7
3
Significant Results
Accomplishments met and
sometimes exceeded target
performance levels.
All requirements and
expectations of the job were
fulfilled.
2
Some Improvement Required
Accomplishments met some but
not all performance levels and/or
basic job requirements were
consistently met.
Performance is unsatisfactory and
improvement is required.
1
Unacceptable Results
Few performance targets were
met and basic job
requirements were not
maintained.
Performance improvement
must be achieved.
Shift Manager
Performance Plan
MANAGER COMPLETES
McDonald’s Restaurant
Performance Development System
Ratings on Competencies Influence 25% of Employee’s Overall Performance Rating
Leadership Competencies
Instructions
Competency Rating Key
a) Read the expected behaviors for each Leadership
Competency.
b) Consider how well the employee fits the definition and
demonstrates the expected behaviors, and where the
employee may be able to improve.
c) If an expected behavior doesn’t apply to a specific
position, do not consider it when determining a rating
for the Leadership Competency.
d) Record comments for each Leadership Competency
and assign a rating
4 Exceptional Demonstration
Demonstrated the expected behaviors in an extremely effective and consistent manner. This employee is considered a
role model of this Leadership Competency.
3 Significant Demonstration
Demonstrated the expected behaviors for this Leadership Competency in a consistent and effective manner.
2 Some Improvement Required
Did not consistently and/or effectively demonstrate some of the expected behaviors for this Leadership Competency.
1 Unacceptable Demonstration
Demonstration of the expected behaviors for this Leadership Competency was unacceptable and needs immediate
improvement. Behavior was in clear violation of one or more expected behaviors.
Communicates Effectively and Honestly
Expected behaviors
Someone who does not display this competency:
 Uses a positive, high energy tone when leading others
 Does not seek feedback from crew and managers
 Speaks calmly and professionally with customers, employees, and vendors, even in
situations where there is disagreement or conflict
 Often misses the point others are trying to make
 Communicates “with” others, not down to them; shows empathy and
understanding
 Does not listen well
 Listens carefully to others’ opinions and ideas during discussions; asks questions to
help clarify others’ point of view
 Holds information or viewpoint back
 Keeps the personal or private issues of others confidential
 Accepts personal feedback professionally and non-defensively
 Cuts people off before they finish speaking
 Not a clear communicator (written or oral)
 Ignores differing perspectives or messages that are contrary
to his or hers
 Keeps the team updated on shift targets and results
Rating:
4 Exceptional Demonstration
3 Significant Demonstration
2 Opportunity for Development
1 Unacceptable Demonstration
Mid-Year Employee Comments:
Mid-Year Manager Comments:
End of Year Employee Comments:
End of Year Manager Comments:
Develops Crew and Managers
Expected behaviors
Someone who does not display this competency:
 Works to make sure training and development happen during the shift, even when
things get hectic
 Does not train, coach or develop crew
 Does not complete SOCs as assigned.
 Proactively coaches crew and other managers when they want to or need to learn
something new
 Fails to give crew constructive performance feedback
 Acknowledges others’ efforts and accomplishments on a daily basis
 Delegates daily tasks and demonstrates trust in others’ ability to perform them
 Completion and tracking of Station Observation Checklist
 Does not let go of tasks that should be accomplished
by crew
 Does not ensure cross-training and/or job rotation occurs
on shift as assigned
 Reviews shift reports (sales, GCs, positioning, labor, waste, etc.) after each shift to
identify opportunities for personal development and shift improvement
 Seeks feedback from the manager on their performance
Rating:
4 Exceptional Demonstration
Mid-Year Employee Comments:
Mid-Year Manager Comments:
End of Year Employee Comments:
End of Year Manager Comments:
Page 2 of 7
3 Significant Demonstration
2 Opportunity for Development
1 Unacceptable Demonstration
Shift Manager
Performance Plan
McDonald’s Restaurant
Performance Development System
Builds Teamwork
Expected behaviors
Someone who does not display this competency:
 Participates actively and willingly as a team member; volunteers t o help others
when it is important to the restaurant’s performance
 Is control-oriented and does not trust crew to perform
 Addresses conflicts in a timely manner; does not avoid dealing with situations that
might impact crew or customers during the shift
 Withholds resources and information from others
 Finds ways to work well with others, even when there are differences in approaches
or viewpoints
 Does not help crew or the restaurant team when needed
 Discourages “we vs. they” thinking in the restaurant by providing coaching and
team encouragement
 Complies with all policies and laws and ensures a respectful, safe work environment
 Recognizes contributions and outstanding accomplishments of crew with
appropriate feedback and rewards
Rating:
4 Exceptional Demonstration
3 Significant Demonstration
 Fails to communicate and get the crew involved in shift goals
 Lacks awareness of the needs of others’
 Does not address conflicts between crew members
 Fuels conflict between team members
 Does not recognize and celebrate team accomplishments
 Spends a good deal of time on activities that take them off of
the floor
2 Opportunity for Development
1 Unacceptable Demonstration
Mid-Year Employee Comments:
Mid-Year Manager Comments:
End of Year Employee Comments:
End of Year Manager Comments:
Influence by Example
Expected behaviors
Someone who does not display this competency:
 Influences by being credible; shows consistency in words and actions by following
through on what he/she says
 Often fails to get support of the crew or other managers
 Keeps performance consistent, even when the restaurant environment is
challenging
 Influences others to do things the right way by personally standing behind them; not
by “blaming’ other people
or reasons for why things need to be done
 Does not energize crew and other managers to get things
accomplished
 Does not make others feel as though their point of view has
been heard
 Attempts to get things accomplished through a directive
leadership style only
 Communicates expectations to others by explaining the “why” of them
(not just the “what”)
Rating:
4 Exceptional Demonstration
3 Significant Demonstration
2 Opportunity for Development
1 Unacceptable Demonstration
Mid-Year Employee Comments:
Mid-Year Manager Comments:
End of Year Employee Comments:
End of Year Manager Comments:
Puts the Customer First
Expected behaviors
Someone who does not display this competency:
 Responds to all customers respectfully and professionally
 Does not approach issues with a customer-first mindset
 Makes self visible and accessible to customers when on the floor by addressing
them, responding to them promptly, resolving problems
 Does not look for opportunities to impress the customer
 Is observant of customers in the restaurant so that he/she can improve a customers’
level of service or prevent
a customer from being dissatisfied
 Assumes that all customer’s needs are the same and do not
change
 Takes actions that clearly show a commitment to total customer satisfaction (e.g.
holding doors, helping with high chairs, complimenting customers, refilling drinks)
 Coaches others to provide high levels of customer service
 Does not take the time for customer contact
 Does not focus on customer recovery when customer
issues arise
 Often works stations vs. managing the shift
 Follows up with customers to ensure problems are solved
Rating:
4 Exceptional Demonstration
Mid-Year Employee Comments:
Mid-Year Manager Comments:
End of Year Employee Comments:
End of Year Manager Comments:
Page 3 of 7
3 Significant Demonstration
2 Opportunity for Development
1 Unacceptable Demonstration
Shift Manager
Performance Plan
McDonald’s Restaurant
Performance Development System
Organizes the Work
Expected behaviors
Someone who does not display this competency:
 Prepares and organizes for work (e.g., completes shift prep and pre-shift checklist)

 Utilizes shift reports (sales, GCs, labor, positioning, etc.) to organize and improve
shift execution
 Changes priorities often/Lacks consistent focus
 Uses work routines consistently to keep self and others on track (e.g., travel paths,
following up)
 Does not have written IPP performance objectives
 Proactively addresses barriers during the shift (e.g., staffing, proper positioning,
equipment function) to minimize disruptions
 Does not complete a pre-shift checklist or review
 Sets and reinforces minimum standards of performance for self and others
 Creates a sense of urgency for achieving goals
Does not communicate shift priorities and plan to crew
 Does not have a written shift plan for achieving results
 Does not consistently achieve shift results
 Does not plan for or execute crew breaks
 Does not achieve shift objectives or results
 Conveys clear expectations for crew assignments and follows-up to make sure
there is understanding
 Asks questions of his/her boss to clarify priorities when there are competing
demands
Rating:
4 Exceptional Demonstration
3 Significant Demonstration
2 Opportunity for Development
1 Unacceptable Demonstration
Mid-Year Employee Comments:
Mid-Year Manager Comments:
End of Year Employee Comments:
End of Year Manager Comments:
Supports Change
Expected behaviors
Someone who does not display this competency:
 Shows a positive attitude about change when being asked to do something new
or when explaining new things to others
 Avoids or complains about changes and new ways of
doing things
 Quickly picks up on and adapts to different or new ways of doing things
 Does not support restaurant changes
 Explains to others why changes are important
 Likes to do things the way they have always been done
 Embraces new products, procedures and restaurant priorities
 Does not actively participate in discussions about new ways of
doing things
 Slow to adopt/support to change
Rating:
4 Exceptional Demonstration
3 Significant Demonstration
2 Opportunity for Development
1 Unacceptable Demonstration
Mid-Year Employee Comments:
Mid-Year Manager Comments:
End of Year Employee Comments:
End of Year Manager Comments:
Plans Beyond the Shift
Expected behaviors
Someone who does not display this competency:
 Seeks to understand restaurant priorities

 Shows an ability to think “beyond the shift” by reviewing past shift information in
preparation for the next shift e.g. sales, GCs, labor, waste, communications
log, etc.
 Records important information about each of their shifts to help with planning for
the next or future shifts e.g. record the impact of promotions, staffing, community
events, etc in the communications log
 Seeks feedback/coaching from the Restaurant Manager on individual
development activities they should include in their Individual Development Plan
 Completes individual development activities according to plan
Rating:
4 Exceptional Demonstration
Mid-Year Employee Comments:
Mid-Year Manager Comments:
End of Year Employee Comments:
End of Year Manager Comments:
Page 4 of 7
3 Significant Demonstration
Does not establish written IPP performance objectives to
impact restaurant People, QSC, Sales and Profit targets
 Does not reinforce and communicate the restaurant
priorities to crew.
 Has little or no understanding of the priorities of the restaurant
or how their work activities impact them
 Does not review one’s own shift results to identify opportunities
for improvement
 Is not aware of restaurant performance trends and
opportunities – CSO/ROIP/Mystery Shops, etc.
2 Opportunity for Development
1 Unacceptable Demonstration
Shift Manager
Performance Plan
Year-end Performance Review Summary
Results Achieved Rating
McDonald’s Restaurant
Performance Development System
(Manager completes after performance roundtable, if applicable)
Year-end Leadership Competency Ratings
Insert a rating (1-4) for each Leadership Competency
Rating
Communicates Effectively and Honestly
Develops Crew and Managers
Builds Teamwork
Influences by Example
Puts the Customer First
Organizes the Work
Supports Change
Plans Beyond the Shift
Total
Average Rating
Results Achieved Rating _____ x75%
+
+
Leadership Competency Rating ____ x 25%
=
Overall Performance Rating
=
Overall Performance Level
Overall performance rating takes into account results achieved on objectives and shift performance (75%) and performance on leadership competencies (25%).
4 Exceptional Performance
The employee achieved results that far exceeded expectations and requirements of the job, while modeling the Competencies expected of McDonald’s employees. The employee’s
performance was always of exceptional quality. This rating is reserved for employees who have exhibited exceptional performance while meeting challenging demands.
3 Significant Performance
The employee achieved results that consistently met or occasionally exceeded expectations and planned objectives. This rating describes employees who successfully do their jobs and
meet high performance standards while at the same time demonstrating McDonald’s Competencies. (Note: This rating should also be used for employees who are new in their jobs and
who are progressing as expected.)
2 Some Improvement Required
Improvement is required as the employee’s performance was varied, and his or her ability to meet expectations and accomplish planned objectives was inconsistent. This rating should be
used for employees who achieved results but did so by demonstrating behaviors that are not consistent with McDonald’s Competencies. Employees in this rating category should be
placed on an accelerated review cycle with a Performance Improvement Plan to improve performance.
1 Unacceptable Performance
The employee’s performance was unacceptable and needs immediate improvement. Expected results were not attained and planned objectives were not achieved. This rating also
pertains to employees who achieved results but did so in a manner that is clearly in violation of the Competencies that are expected of McDonald’s employees. An employee in this
category should be on a Performance Improvement Plan, and must meet the objectives of the plan to remain in current position. In some cases, termination without going through a
Performance Improvement Plan may be appropriate.
Overall Performance Level Rating:
Rating Guidelines
1.0-1.49
1.5-2.49
2.5-3.49
3.5-4.0
Unacceptable
Some Improvement Required
Significant
Exceptional
Year-end comments
(Required, manager completes)
Provide detailed comments regarding results achieved and demonstration of Leadership Competencies. Include areas of strength and areas of opportunity.
Manager’s signature _______________________________________________
Date ___________
Employee’s signature _______________________________________________
Date ___________
Confidential and proprietary information for the exclusive use of staff and restaurant management employees of McDonald’s Corporation and is offered as a
resource to subsidiaries, affiliates and licensees.
McDonald’s reserves the right to amend or modify the policies and procedures described in this guide at any time without prior notice. The information and
processes contained in this guide do not create any contractual obligation between McDonald’s and its employees. At McDonald’s, employment is at will. This
means that employees are free to terminate their employment at any time, for any reason, and McDonald’s reserves the same right. The president of
McDonald’s is the only person who may make an exception to this, and it must be in writing and signed by the president.
In countries where the above is inapplicable, McDonald's reserves the right to amend or modify the policies and procedures described in this guide to the
maximum extent and under the conditions permitted by law. McDonald's relationship with its employees in a particular country, including but not limited to the
creation, terms and termination of that relationship, are governed by the law of that country. It is not the intention of this guide, nor shall it be deemed, to create
any additional contractual obligations between McDonald's and its employees unless such is required by National law.
Subsidiaries, affiliates and licensees establish their own human resources policies and may choose the information from this material that will be helpful to them
in operating their businesses. For any legal issues affecting their businesses, subsidiaries, affiliates and licensees should consult their own legal counsel.
Page 5 of 7
JOB LEVEL
SUPERVISOR/MANAGER
Individual
Development Plan
LEADERSHIP LEVEL
LEADING OTHERS
Completion of your individual development plan and your development discussion can occur during the same time frame as your performance review, or
at a different time. Talk with your manager about what will work best for your review cycle. (Recommendation: Before you establish your development goals,
use the Development Discussion Guide located on the PDS website to talk with your manager about competencies that are important for your current or
future job.)
Name
Today’s Date
Short-term or long-term career goals (Write a statement that captures your professional aspirations.)
Development Goal #1
How this will make me more effective in my current or future job
Success Measures
Action Steps
Action
Date to Complete
Resources/Commitment Needed
Notes & Progress
Action
Date to Complete
Resources/Commitment Needed
Notes & Progress
Action
Date to Complete
Resources/Commitment Needed
Notes & Progress
Page 6 of 7
Individual
Development Plan
JOB LEVEL
SUPERVISOR/MANAGER
LEADERSHIP LEVEL
LEADING OTHERS
Development Goal #2
How this will make me more effective in my current or future job
Success Measures
Action Steps
Action
Date to Complete
Resources/Commitment Needed
Notes & Progress
Action
Date to Complete
Resources/Commitment Needed
Notes & Progress
Action
Date to Complete
Resources/Commitment Needed
Notes & Progress
Development Goal #3
How this will make me more effective in my current or future job
Success Measures
Action Steps
Action
Date to Complete
Resources/Commitment Needed
Notes & Progress
Action
Date to Complete
Resources/Commitment Needed
Notes & Progress
Action
Date to Complete
Resources/Commitment Needed
Notes & Progress
Employee's Signature: ___________________________________Manager’s Signature: ____________________________________ Date:________________________________
Page 7 of 7