The paper "Analysis of McDonald’ s Succession Plan" is a great example of a management cases study. Succession planning refers to the official activities in a planned event or unplanned vacancies of leadership. Most of the time, it is applied to the CEO’ s but it can as well address other levels of leadership. The chairperson and the chief executive of McDonald’ s restaurant company James Cantalupo died unexpectedly from a heart attack on 19 April 2004 (Hamre, 2006). It was after his death that the restaurant underwent a succession process that took quite a long time due to many issues that were involved.
The transition of leadership was done through succession planning. Most of the host nation’ s business pundits thought that Charlie Bell who was the president and chief operating officer was the heir of Cantalupo’ s. However, in the final analysis, it was not easy to tell who the heir was, fortunately; the transition successful. The ultimate aim of this paper is to examine the HR and other strategies that were employed, analyze the succession planning, looking at the Performance Management of the new management, the employee development, career development and staffing.
It also analyzes the compensation process and the ethical issues involved in the whole process. The study winds up by outlining other theories and techniques employed in the succession plan (Hamre, 2006). The HR Strategy and Human Resources Issues The McDonald’ s restaurant is the largest restaurant corporation in the globe and second-largest United States employer after Walmart (Wilcox, Eichbaum and Tonello, 2009). It serves around 90, 000 branches around the world with 500,000 employees. This means that it requires leadership with more knowledge and human resource management skills than any other corporation.
The HR managers have lately been valued greatly because of their skills that have stretched extensively above the normal administrative abilities like the designing benefits packages and managing union workforce. The chief executives are putting a great premium on their top HF managers’ ability to develop a succession plan and retain talent (Pallettierre, 2007). All these are done due to the rebounding of the job market and the re-evaluation of employees’ options. Therefore, the implication is that for a company to be competitive enough in the business market, it must acquire the HR people who have full-range talents and experience as well as recruitment and retention skills (Hamre, 2006). Each corporation requires three core elements in order to succeed.
These elements are the mission, vision, and value. These are the foundations of any stable and goal-oriented organization. In order for a large corporation as McDonald’ s to come up with these pillars, it takes more culture and diversity that must be considered and respected. The mission of the McDonald’ s restaurants is the promotion of inclusion and diversity among the operators or owners, employees and suppliers (Hamre, 2006).
This has attracted diverse populations around the globe. The vision of the organization is that the system advantages talents that are unique, assets and strengths of diversity around the globe in order to be the favorites to the customers and way to eat. The value is “ Q.S. C. and V” - which stands for Quality, Service, Cleanliness, and Value. These are the main strategies that McDonald’ s restaurants that are used all over the world. This has been successful since the company is still doing great despite the death of James Cantalupo who was the former CEO.
The progress was greatly influenced by the successful, non-disrupted replacement process of the CEO.
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