Shift Manager Performance Plan- Global
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
Shift Management Performance Indicator (SMPI)
Track individual performance against SMPI targets and record results below.
.
Annual
Target
Jan.
Feb.
Target
Feb.
Mar.
Target
Mar.
Apr.
Target
Apr.
May
Target
May
June
June
Mid-Year
Target
Performance Categories
Shift Requirements
Pre-shift Checklist
Travel Path
Food Safety
SOC
Drive-thru Order to Present
Drive-thru Cash to Present
Staffing
Actual vs. Scheduled Hours
Actual vs. Needed Hours
Projections
Sales projection accuracy
Guest count projection efficiency
Note: Items listed under the Projections category above represent diagnostic trend data only. These categories should be considered but not measured in the shift manager shift performance assessment because projection accuracy is a variable that is not fully
controlled by the shift manager. In most instances, the scheduling manager and restaurant manager will have accountability for sales and guest count projection accuracy.
Instruction: Select the top 1-2 opportunities from the prior year-end cumulative SMPI totals, identify root causes and discuss solutions and/or actions for improvement with your manager. Write performance objectives
for the identified areas of opportunities under the QSC section on page 3 of this IPP form.
Shift Performance Trend Comments
Mid-Year Employee Comments:
Mid-Year Manager Comments:
Page 1 of 10
For additional details, refer to your PDS Guidebook
Shift Manager Performance Plan- Global
McDonald’s Restaurant
Performance Development System
Employee Completes
Shift Management Performance Indicator (SMPI)
Track individual performance against SMPI targets and record results below.
.
July
Target
July
Aug.
Target
Aug.
Sept.
Target
Sept.
Oct.
Target
Oct.
Nov.
Target
Nov.
Dec.
Dec.
Year-End
Target
Performance Categories
Shift Requirements
Pre-shift Checklist
Travel Path
Food Safety
SOC
Drive-thru Order to Present
Drive-thru Cash to Present
Staffing
Actual vs. Scheduled Hours
Actual vs. Needed Hours
Projections
Sales projection accuracy
Guest count projection efficiency
Note: Items listed under the Projections category above represent diagnostic trend data only. These categories should be considered but not measured in the shift manager shift performance assessment because projection accuracy is a variable that is not fully
controlled by the shift manager. In most instances, the scheduling manager and restaurant manager will have accountability for sales and guest count projection accuracy.
Instruction: Select the top 1-2 opportunities from the prior year-end cumulative SMPI totals, identify root causes and discuss solutions and/or actions for improvement with your manager. Write performance objectives
for the identified areas of opportunities under the QSC section on page 3 of this IPP form.
Shift Performance Trend Comments
End of Year Employee Comments:
End of Year Manager Comments:
Page 2 of 10
For additional details, refer to your PDS Guidebook
Shift Manager Performance Plan- Global
McDonald’s Restaurant
Performance Development System
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 goals, dates for completion, and ways to measure achievement of your objectives. For the
mid-year review and year-end review, enter accomplishments for each of your objectives.
Refer to SMPI reports, ROIP, Mystery Shop, CSO, Commitment Survey
results, YTD P&L, Roadmap to Profitability website (accessmcd), day-part
sales trends manager feedback and the 12 Systems Toolkit as a guide for
developing targets and SMART objectives for each business driver below.
People
Drivers
Date to complete
Measurement
Accomplishments / Select Results
90 Day Crew Turnover- 90 Day turnover has a high
correlation to employee commitment and restaurant
performance. Develop a SMART objective that will
contribute to achieving the 90 Day T/O target for your
restaurant.
Current TTM 90 Day T/O% _____ Year-end Target _____
Objective
1.
Objective
2. People Development /Training -
Objective
3. Individual Development -
Objective
4. Individual Development -
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.
Current TTMCSO Score _______ Year-end Target ________
Objective
Sales/Guest
Count
Drivers
Guest Counts represent a key measure of business growth.
Develop a SMART objective based on identified day-part,
shift management, and/or LSM opportunities that will
contribute to achieving the comparable Guest Count target
for your restaurant.
Comp GC – Current YTD ______ Year-end Target ______
Objective
Profit
Drivers
Profit-PAC- Review annual P & L plan vs. actual results and
develop a SMART objective that will contribute to achieving
the profit target(s) for your restaurant.
Current YTD PAC % ______ Year-end Target ______
Objective
Performance Objectives Results Achieved Rating - 75% of Overall Rating
For additional details, refer to your PDS Guidebook
Mid Year Trend
4
Exceptional Results
3
Significant Results
2
Some Improvement Required
1
Unacceptable Results
End of Year Rating:
4
Exceptional Results
3
Significant Results
2
Some Improvement Required
1
Unacceptable Results
Mid-year Employee’s comments:
Mid-year Manager’s comments:
Year-end Employee’s comments:
Year-end Manager’s comments:
The results achieved rating is given at year-end. It is a reflection of results achieved against objectives. Note: Results achieved ratings influence 75% of employees overall performance rating.
What the Ratings Mean
4 Exceptional Results
Accomplishments were significantly beyond target performance levels.
Contributions to business unit/team and department results were exceptional.
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.
Page 3 of 10
Shift Manager Performance Plan- Global
McDonald’s Restaurant
Performance Development System
Ratings on Competencies Influence 25% of Employee’s Overall Performance Rating
MANAGER COMPLETES
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 of the expected behaviors.
Communicates Effectively and Candidly (Honestly)
Expected Behaviors
 Uses a positive, high energy tone when leading others
 Speaks calmly and professionally with customers, employees, and vendors, even in situations where there is
disagreement or conflict
 Communicates “with” others, not down to them; shows empathy and understanding
 Listens carefully to others’ opinions and ideas during discussions; asks questions to help clarify others’ point of
view
 Keeps the personal or private issues of others confidential
 Accepts personal feedback professionally and non-defensively
 Keeps the team updated on targets and results
Someone who does not display this competency:
 Does not seek feedback from crew and managers
 Often misses the point others are trying to make
 Cuts people off before they finish speaking
 Does not listen well
 Not a clear communicator (written or oral)
 Holds information or viewpoint back
 Ignores differing perspectives or messages that are contrary to his or hers
Mid-Year Trend:
4
Exceptional Demonstration
3
Significant Demonstration
2
Some Improvement Required
1
Unacceptable Demonstration
Year-End Rating:
4
Exceptional Demonstration
3
Significant Demonstration
2
Some Improvement Required
1
Unacceptable Demonstration
Mid-Year Employee Comments:
Mid-Year Manager Comments:
End of Year Employee Comments:
End of Year Manager Comments:
Builds and Leverages Talent (Develops Crew and Managers)
Expected Behaviors
 Works to make sure training and development happen during the shift, even when things get hectic
 Proactively coaches crew and other managers when they want to or need to learn something new
 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
 Reviews SMPI after each shift to identify opportunities for personal development and shift improvement
 Seeks feedback from the manager on their performance
Someone who does not display this competency:
 Does not train, coach or develop crew
 Does not complete SOCs as assigned
 Fails to give crew constructive performance feedback
 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.
Mid-Year Trend:
4
Exceptional Demonstration
3
Significant Demonstration
2
Some Improvement Required
1
Unacceptable Demonstration
Year-End Rating:
4
Exceptional Demonstration
3
Significant Demonstration
2
Some Improvement Required
1
Unacceptable Demonstration
Mid-Year Employee Comments:
Mid-Year Manager Comments:
End of Year Employee Comments:
End of Year Manager Comments:
Page 4 of 10
Shift Manager Performance Plan- Global
McDonald’s Restaurant
Performance Development System
Achieves Through Teamwork (Builds Teamwork)
Expected Behaviors
 Participates actively and willingly as a team member; volunteers to help others when it is important to the
restaurant’s performance
 Addresses conflicts in a timely manner; does not avoid dealing with situations that might impact crew or
customers during the shift
 Finds ways to work well with others, even when there are differences in approaches or viewpoints
 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
Someone who does not display this competency:
 Is control-oriented and does not trust crew to perform
 Fails to communicate and get the crew involved in shift goals
 Withholds resources and information from others
 Lacks awareness of the needs of others
 Does not help crew or the restaurant team when needed
 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
Mid-Year Trend:
4
Exceptional Demonstration
3
Significant Demonstration
2
Some Improvement Required
1
Unacceptable Demonstration
Year-End Rating:
4
Exceptional Demonstration
3
Significant Demonstration
2
Some Improvement Required
1
Unacceptable Demonstration
Mid-Year Employee Comments:
Mid-Year Manager Comments:
End of Year Employee Comments:
End of Year Manager Comments:
Leads through Influence (Influence by Example)
Expected Behaviors
 Influences by being credible; shows consistency in words and actions by following through on what he/she says
 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
 Communicates expectations to others by explaining the “why” of them (not just the “what”)
Someone who does not display this competency:
 Often fails to get support of the crew of other managers
 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
Mid-Year Trend:
4
Exceptional Demonstration
3
Significant Demonstration
2
Some Improvement Required
1
Unacceptable Demonstration
Year-End Rating:
4
Exceptional Demonstration
3
Significant Demonstration
2
Some Improvement Required
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
 Responds to all customers respectfully and professionally
 Makes self visible and accessible to customers when on the floor by addressing them, responding to them
promptly, resolving problems
 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
 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
 Follows up with customers to ensure problems are solved
Someone who does not display this competency:
 Does not approach issues with a customer-first mindset
 Does not look for opportunities to impress the customer
 Does not take the time for customer contact
 Assumes that all customer’s needs are the same and do not change
 Does not focus on customer recovery when customer issues arise
 Often works stations vs. managing the shift
Mid-Year Trend:
4
Exceptional Demonstration
3
Significant Demonstration
2
Some Improvement Required
1
Unacceptable Demonstration
Year-End Rating:
4
Exceptional Demonstration
3
Significant Demonstration
2
Some Improvement Required
1
Unacceptable Demonstration
Mid-Year Employee Comments:
Mid-Year Manager Comments:
End of Year Employee Comments:
End of Year Manager Comments:
Page 5 of 10
Shift Manager Performance Plan- Global
McDonald’s Restaurant
Performance Development System
Executes for Results (Organizes the Work)
Expected Behaviors
 Prepares and organizes for work (e.g., completes shift prep and pre-shift checklist)
 Utilizes the SMPI to organize and improve shift execution
 Uses work routines consistently to keep self and others on track (e.g., travel paths, following up)
 Proactively addresses barriers during the shift (e.g., staff conflict, dissatisfied customers, equipments issues) to
minimize disruptions
 Sets and reinforces minimum standards of performance for self and others
 Creates a sense of urgency for achieving goals
 Conveys clear expectations for assignments and follows-up to make sure there is understanding
 Asks questions of his/her boss to clarify priorities when there are competing demands
Someone who does not display this competency:
 Does not communicate shift priorities and plan to crew
 Changes priorities often/lacks consistent focus
 Does not have a written shift plan for achieving results
 Does not have written IPP performance objectives
 Does not consistently achieve shift results
 Does not complete a pre-shift checklist or review
 Does not plan for or execute crew breaks
 Does not achieve shift objectives or results
Mid-Year Trend:
4
Exceptional Demonstration
3
Significant Demonstration
2
Some Improvement Required
1
Unacceptable Demonstration
Year-End Rating:
4
Exceptional Demonstration
3
Significant Demonstration
2
Some Improvement Required
1
Unacceptable Demonstration
Mid-Year Employee Comments:
Mid-Year Manager Comments:
End of Year Employee Comments:
End of Year Manager Comments:
Leads Change and Innovation (Supports Change)
Expected Behaviors
 Shows a positive attitude about change when being asked to do something new or when explaining new things
to others
 Quickly picks up on and adapts to different or new ways of doing things
 Explains to others why changes are important
Someone who does not display this competency:
 Avoids or complains about changes and new ways of doing things
 Does not support restaurant changes
 Likes to do things the way they have always been done
 Does not actively participate in discussions about new ways of doing things
 Slow to adopt/support change
Mid-Year Trend:
4
Exceptional Demonstration
3
Significant Demonstration
2
Some Improvement Required
1
Unacceptable Demonstration
Year-End Rating:
4
Exceptional Demonstration
3
Significant Demonstration
2
Some Improvement Required
1
Unacceptable Demonstration
Mid-Year Employee Comments:
Mid-Year Manager Comments:
End of Year Employee Comments:
End of Year Manager Comments:
Plans and Acts Strategically (Plans Beyond the Shift)
Expected Behaviors
 Seeks to understand restaurant priorities
 Shows an ability to think “beyond the shift” by reviewing past shift performance trends in preparation of current
and future shifts (e.g., SMPI, Communications log)
 Records important information about the shift to help with planning for the next or future shifts (e.g., record the
impact or promotions or community events in the Communications log)
 Seeks feedback/coaching from restaurant manager on individual development activities they should include in
their Individual Development Plan Objectives
 Completed individual development activities according to plan
Someone who does not display this competency:
 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.
Mid-Year Trend:
4
Exceptional Demonstration
3
Significant Demonstration
2
Some Improvement Required
1
Unacceptable Demonstration
Year-End Rating:
4
Exceptional Demonstration
3
Significant Demonstration
2
Some Improvement Required
1
Unacceptable Demonstration
Mid-Year Employee Comments:
Mid-Year Manager Comments:
End of Year Employee Comments:
End of Year Manager Comments:
Page 6 of 10
Shift Manager Performance Plan- Global
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
Mid-Year
Trend
Year
End
Rating
Communicates Effectively and Candidly
Results
Achieved
Rating
_____ x75%
Builds and Leverages Talent
Achieves through Teamwork
Leads through Influence
+
+
Leadership
Competency
Rating ____
x 25%
=
Overall
Performance
Rating
=
Puts the Customer First
Executes for Results
Leads Change and Innovation
Plans and Acts Strategically
Total
Average 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:
1.0-1.49
1.5-2.49
2.5-3.49
3.5-4.0
Mid-year Employee’s comments:
Mid-year Manager’s comments:
Year-end Employee’s comments:
Year-end Manager’s comments:
Page 7 of 10
Rating Guideline
Unacceptable
Some Improvement Required
Significant
Exceptional
Shift Manager Performance Plan- Global
Year-end Comments
McDonald’s Restaurant
Performance Development System
(Required, manager completes)
Provide detailed comments regarding results achieved and demonstration of Leadership Competencies. Include areas of strength and areas of opportunity.
Comments
Manager’s signature _______________________________________________
Date ___________
Employee’s signature _______________________________________________
Date ___________
Confidential and proprietary information. For exclusive use of employees and franchisees of McDonald’s Corporation. In the United States, and elsewhere to the extent permitted by national law:
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.
Page 8 of 10
Individual
Development Plan
Shift Manager Performance Plan- Global
McDonald’s Restaurant
Performance Development System
Individual development objectives can be listed as performance objectives under the “People Drivers” section on page 2 of this form, or
you may use the this section to develop a more comprehensive individual development plan (IDP).
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, talk
with your manager about competencies that are important for your current or future job.) Development objectives can focus on developing leadership
competencies or technical competencies i.e. operations or financial competencies.
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 9 of 10
Shift Manager Performance Plan- Global
McDonald’s Restaurant
Performance Development System
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 10 of 10