McDonald's Corporation

Diversity and Inclusion

Diversity at McDonald’s is defined as “Diversity and Inclusion,” which involves creating employment opportunity for all individuals, regardless of any characteristics that might distinguish them. As an example of McDonald’s longstanding commitment to inclusion, the company has established employee networks across the United States geared toward individuals belonging to diverse groups. These networks include the African American Employee Council (MA²C), the Asian Employee Network (AEN), Hispanic Employee Network and the Hispanic Leadership Council (HLC) and the Women’s’ Leadership Network (WLN). Participants include McDonald’s restaurant management employees, exempt and non-exempt office staff, and executives.

Purpose

The purpose of these networks is to provide a forum for employees to foster relationships and career development opportunities. For example, networks sponsor meetings and seminars on relevant business topics. McDonald’s top management’s active involvement ensures that participation provides employees access and exposure to decision-makers.

Strengthening the Diversity Networks

The first significant step in strengthening the company’s networks was to plan and convene national symposia for the four major diversity networks it sponsors: Hispanic, Asian, African American, and women employees. These symposia included:

A two-day conference, attended by approximately 235 Hispanic employees (over 70 per cent of those eligible to attend the program), with two distinct components: a day dedicated to a Latina forum for Hispanic women; and a day focusing on issues for all Hispanic employees.
A one-and-a-half-day symposium attended by approximately 125 Asian American employees to learn about best practices throughout the McDonald’s system.
A two-day conference attended by over 600 McDonald’s female employees, owner operators and suppliers, focused on preparing our women leaders for future career opportunities. The goal of the conference was to enhance professional and personal development by sharpening development plans, discussing career goals, and sharing updates on McDonald’s key business strategies.
A one-and-a-half-day symposium, attended by approximately 200 employees, supported the African American network’s vision of being a catalyst to increase the value and effectiveness of the McDonald’s system by leveraging the talent, strength, life experiences and contributions of African-Americans.

Results

McDonald’s efforts have already yielded results in career development. More individuals are now participating in the networks than ever before. Participation has exploded in the company’s seminars. The company sponsored seven diversity and inclusion-awareness and career-development skill-building seminars in 2004 and increased that number to about 40 in 2005. These seminars provide an opportunity to explore the business case for diversity, and an opportunity for participants to develop strategies for their own success and the success of the organization. The number of certified trainers for these programs, who serve as role models and mentors for company employees, increased from nine in 2004 to about 61 by the end of 2005.

Diversity and inclusion plans for 2006 include a national multicultural symposium to include all McDonald’s network leaders from diverse groups. Another initiative features an on-line tool that will assign mentors to each network member within the mid-management ranks.