Restaurant 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 overall restaurant performance against SMPI targets monthly. Enter consolidated restaurant results
from SMPI report below. The Restaurant Manager has ownership for overall Restaurant SMPI results.
Restaurant SMPI Results – Record monthly consolidated restaurant SMPI results below. 6 and 12 month cumulative totals should be recorded for mid-year and year-end performance assessment.
Annual
Target
Jan.
Feb.
Target
Feb.
Mar.
Mar.
Target
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
Shift Performance Trend Comments
For additional details, refer to your PDS Guidebook
Mid-Year Employee Comments:
Mid-Year Manager Comments:
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 1 of 11
Restaurant Manager Performance Plan - Global
McDonald’s Restaurant
Performance Development System
Shift Management Performance Indicator (SMPI)
Track individual performance against SMPI targets and record results below.
.
July
Target
July
Aug.
Target
Aug.
Sept.
Sept.
Target
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: The scheduling manager and restaurant manager will have accountability for sales and guest count projection accuracy. These categories should be considered, but not measured on the assistant and shift Manager shift performance assessment because
projection accuracy is a variable that is not fully controlled by the assistant or shift Manager.
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 Operations Consultant. Write
performance objectives for the identified areas of opportunities under the QSC section on page 3 of this IPP form.
Shift Performance Trend Comments
For additional details, refer to your PDS Guidebook
End of Year Employee Comments:
End of Year Manager Comments:
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 2 of 11
Restaurant 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. Track progress on business targets monthly. 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 restaurant 90 Day T/O target and
SMART objectives focused on decreasing 90 Day T/O
Current TTM 90 Day T/O% _____ Year-end Target ______
Objective
1.
Objective
2.
Objective
3. People Development -
Objective
4. Individual Development -
Objective
5. Individual Development -
TTM 90 Day
JAN
FEB
MAR
APR
MAY
JUNE
JULY
AUG
SEP
OCT
NOV
DEC
MAY
JUNE
JULY
AUG
SEP
OCT
NOV
DEC
MAY
JUNE
JULY
AUG
SEP
OCT
NOV
DEC
MAY
JUNE
JULY
AUG
SEP
OCT
NOV
DEC
T/O Results
QSC/
Customer
Experience
Drivers
CSO Trends- CSO is a key measure of the customer
experience. Develop SMART objectives that will contribute to
achieving the CSO target for your restaurant.
Objective
1.
Objective
2.
TTM CSO
JAN
Current CSO Score- TTM _______ Year-end Target ________
FEB
MAR
APR
Results
Sales/
Guest
Count
Drivers
Guest Counts represent a key measure of business growth.
Develop a restaurant comparable GC target and SMART
objectives based on identified day-part, shift management,
and/or LSM opportunities:
Comp GC Current YTD _______ Year-end Target________
Objective
1.
Objective
2.
YTD Comp.
Guest Counts
JAN
Profit
Drivers
Profit (PAC) - Review annual P&L plan vs. actual results and
develop a restaurant PAC target, and SMART objectives to
address specific restaurant profit (P&L line item) opportunities .
FEB
MAR
APR
Current YTD PAC %_______ Year-end Target__________
Objective
1.
Objective
2.
YTD PAC
JAN
FEB
MAR
APR
Performance Objective 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 Comments:
Mid-Year Manager Comments:
End of Year Employee Comments:
End of Year Manager Comments:
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 3 of 11
Restaurant Manager Performance Plan - Global
Results Achieved Rating
McDonald’s Restaurant
Performance Development System
MANAGER COMPLETES
The results achieved rating is given at year-end. It is a reflection of results achieved against restaurant 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.
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 4 of 11
Restaurant 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
 Keeps the restaurant team informed of important events or information
 Establishes consistent ways of communicating to the restaurant team (e.g., meetings, huddles, memos)
 Seeks the opinions and thinking of managers and crew
 Effectively communicates and links crew and manager work activities to restaurant priorities and performance
Someone who does not display this competency:
 Does not seek feedback from crew and management team
 Often misses the point others are trying to make
 Cuts people off before they finish speaking
 Does not listen well
 Not a clear communicator (e.g., written or oral)
 Holds information or viewpoint back
 Ignores differing perspectives or messages that are contrary to his or hers
 Does not role model open and honest feedback for crew and managers
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
 Shows that training and development it is a priority by planning for it and removing obstacles that keep it from
happening
 Ensure all managers have individual development objectives to promote personal and professional growth
 Consistently uses McDonald's hiring tools and processes to make the best hiring decisions for the restaurant
 Makes fair and consistent decisions about development opportunities and promotions
 Recognizes and rewards managers who effectively develop others
 Consistently delegates to others and follow-ups on their performance; even when doing a task oneself would
seem easier
 Coaches and develops managers utilizing the SMPI reports
 Recognizes and rewards performance
Someone who does not display this competency:
 Does not train, coach or develop their team
 Fails to give others constructive coaching or performance feedback
 Does not let go of tasks that should be accomplished by others (e.g.,
restaurant manager taking charge of a restaurant system that has been
previously assigned to an assistant manager)
 Does not ensure cross-training and/or job rotation are included in restaurant
plan and management team performance objectives
 Does not make fair and consistent decisions regarding development
opportunities and promotions
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 11
Restaurant Manager Performance Plan - Global
McDonald’s Restaurant
Performance Development System
Achieves through Teamwork (Builds Teamwork)
Expected Behaviors
 Acts as the ultimate restaurant "cheerleader" by encouraging the team to work together to meet its goals
 Recognizes the unique contributions of each team and person on the restaurant team
 Sets expectations/rules regarding conflict in the restaurant and role models healthy response to conflict
 Makes sure all managers are clear about rules and policies that may be the source of conflict situations (e.g.,
tardiness, no shows, training opportunities)
 Collaborates with peers, supervisor and restaurant staff on solutions to restaurant opportunities
 Engages managers and crew in development of and execution of plans to improve customer experience and
restaurant performance
 Ensures managers and crew are knowledgeable of and execute relevant employment laws and policies
providing a respectful work environment
Someone who does not display this competency:
 Is control oriented and does not trust the team to perform
 Fails to create shared goals and to rally the team around those goals
 Does not leverage differences of team members to drive stronger restaurant
performance
 Builds teams that look, act and think alike
 Withholds resources and information from others
 Lacks awareness of the needs of others
 Does not recognize and celebrate team accomplishment
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
 Demonstrates a "can-do" attitude, sense of optimism, ownership, and commitment for getting results
 Influences others by building their confidence and enthusiasm for getting results
 Offers well-reasoned, logical explanations for his/her viewpoint to help bring others on board; does not rely on
his/her "title" alone to get support
 Shows an understanding of the needs and concerns of others before trying to persuade them (e.g., "I
understand that you are concerned about x")
Someone who does not display this competency:
 Often fails to get support for ideas and recommendations
 Does not display the passion to influence and energize others to support their
ideas or vision
 Does not make others feel as though their point of view has been heard
 Is only able to get things accomplished through use of a directive leadership
style
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
 Establishes the restaurant's vision for customer service and communicates the vision to the restaurant team
 Asks customers for their feedback or ideas about the restaurant and uses it to initiate changes
 Generates and shares new ways for the restaurant to improve the experience of the customer
 Ensures all managers are utilizing the Handheld for food safety, shift planning, SOC and travel path completion
 Uses SMPI reports consistently to provide coaching and development to managers on shift performance
 Rewards managers and crew for taking personal ownership for the ensuring a positive customer experience
Someone who does not display this competency:
 Does not approach issues with a customer-first mindset
 Fails to recognize and act on opportunities to impress the customer
 Does not take the time for customer contact
 Assumes that all customers’ needs are the same and do not change
 Does not focus on customer recovery when customer issues arise
 Does not understand how the customer experience impacts repeat business,
guest counts and sales
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 11
Restaurant Manager Performance Plan - Global
McDonald’s Restaurant
Performance Development System
Executes for Results (Organizes the Work)
Expected Behaviors
 Sets and communicates priorities to keep own and others' work focused
 Removes barriers in order to move important work forward and/or get efforts back on track
 Identifies and requests restaurant resources (e.g., financial, labor) needed to accomplish work or restaurant
goals
 Seeks and utilizes external experience to solve restaurant problems or improve restaurant performance (e.g.,
other managers, AccessMCD, etc.)
Someone who does not display this competency:
 Does not identify or communicate priorities to restaurant staff
 Lacks consistent focus and changes priorities often
 Does not have a written restaurant plan or roadmap for achieving results
 Does not have written performance objectives for oneself or the management
team
 Does not consistently achieve 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
 Talks about changes and new ways of working in a positive, optimistic way
 Builds commitment to changes with other managers in the restaurants by being clear about the reasons for
change and the value it will bring
 Involves managers and crew in the change process
 Identifies and communicates ways to improve processes or ways of working in the restaurant
 Makes sure the restaurant has the right resources and tools to make needed changes
Someone who does not display this competency:
 Avoids or complains about changes and new ways of doing things
 Does not support change
 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
 Takes time to step back off the floor and watch how the restaurant is operating
 Reviews and uses information from a variety of sources to identify opportunities for improving the restaurant
(e.g., past performance, advertising plans, manager logs, suggestions from managers and crew)
 Creates basic action plans for improving the restaurant (e.g., identifies what he/she wants to accomplish,
generates ideas, lays out tactics for making the plan happen, puts the plan into place and tracks progress)
 Engages managers and crew in plan development and execution
 Communicates the restaurant’s business plan, and actions for achieving the plan to restaurant staff
Someone who does not display this competency:
 Does not establish restaurant targets and objectives for People, QSC, Sales
and Profit
 Does not ensure management team members have written performance
objectives designed to achieve restaurant targets
 Cannot explain how individual manager or management team goals impact
restaurant targets and priorities
 Does not engage the management team in development of restaurant
strategy
 Does not communicate the restaurant plan and priorities to crew and
managers
 Is not aware of strengths or competitive advantages of local competitors
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 7 of 11
Restaurant 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-
Weighted Rating
Year
End
Rating
Results
Achieved
Rating _3
x 75%
Communicates Effectively and Candidly
Builds and Leverages Talent
+
Leadership
Competency
Rating 2.75
x 25%
=
Overall
Performance
Rating
Achieves through Teamwork
Leads through Influence
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 8 of 11
Rating Guideline
Unacceptable
Some Improvement Required
Significant
Exceptional
Restaurant 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 9 of 11
Individual
McDonald’s Restaurant
Development
Plan
Performance Development System
Restaurant Manager Performance Plan - Global
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 10 of 11
Restaurant 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 11 of 11