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McDonald’s franchisees worry recent grading system will alienate employees


McDonald’s franchise owners are expressing concern and frustration over a recent grading system the fast food giant is planning to roll out early next 12 months, with some saying it’s poor timing resulting from unprecedented pressures within the workforce.

The corporate plans to enact the system, called Operations PACE, which stands for Performance and Customer Excellence, in January 2023. McDonald’s notes its “business climate is changing” in a 60-page overview of the PACE system, which was viewed by CNBC, and says it needs a “recent approach that supports achieving our growth plan objectives.”

Some franchisees, nonetheless, are frightened the brand new process will as an alternative harm operations and alienate employees in a decent labor market. This system calls for between six and 10 visits a 12 months from company and third-party assessors per location, layered on top of other inspections for things equivalent to local food safety regulations. McDonald’s has about 13,000 franchised locations in america.

Other owners fear it can end in a less-collaborative approach to operations, with harsher grading, in accordance with three individuals with knowledge of the matter and two separate surveys of franchisees. These people declined to be named because they will not be authorized to talk publicly about PACE.

“It just kills morale, and with the present hiring environment being as tough because it is, I am unable to afford to lose any more people,” said one franchisee with many years of experience and a couple of dozen locations. This person has 500 employees, but is brief 100 despite paying $16 an hour.

The owner also said that prior McDonald’s grading systems were more collaborative and featured mutually agreed upon goals. “You can not improve things by telling my managers that they failed,” the person said.

McDonald’s defended the brand new assessment plan.

“We must remain laser focused on maintaining our world-famous standards of excellence in our restaurants. This comprehensive performance management system, designed with ongoing input from franchisees, will offer tailored support and training to restaurants to assist them provide a seamless McDonald’s experience that may keep customers coming back,” the corporate said in response to a request for comment. “To offer time for restaurants to learn the brand new system, optional learning visits are being offered in 2022 ahead of the official start in January 2023.”

The corporate added that the assessment framework includes personalized resources that may help franchisees improve on a regular basis performance and drive sales, profitability and guest counts.

Firms proceed to face pressures in attracting and retaining employees. Labor costs have also gone up at McDonald’s and other fast-food corporations, causing franchisees to extend prices together with pay, and competition for employees is steep. There’s also a growing union push at different restaurant and shops nationwide, with Starbucks employees leading the charge within the food sector, as employees advocate and seek to prepare to recover advantages and conditions.

Tensions with franchisees are nothing recent at the corporate, where business within the U.S. has been strong, even within the face of ongoing labor woes and record-high costs. Previously, CEO Chris Kempczinski has said the corporate’s diverse set of homeowners are reflective of society and different points of view. The owners and McDonald’s last publicly clashed over technology fees McDonald’s said it was owed by owners due to uncollected dues, and individually, over pandemic support.

The National Owners Association, an independent franchisee advocacy group for McDonald’s owners, recently shared with its membership an internal survey on PACE, which was seen by CNBC. The poll showed that 71% had been trained in PACE thus far, and just 3% of the restaurant operators who responded said the planned grading curriculum is an accurate reflection of operations. Greater than half felt it was not accurate or somewhat inaccurate. The survey was sent to 900 owners, they usually received as much as 500 responses.

Nearly 1 / 4 felt it will help or somewhat help operations. As well as, 64% said the staffing environment has gotten worse or somewhat worse, which speaks to the frustrations owners have with this recent system being rolled out at this moment in time. Greater than 80% said it will not be helpful to the corporate’s “people-first” objectives. A separate letter from the NOA board to its membership said leaders were working with the corporate on recommendations to scale back the pressure of this system.

“Who of their right mind would add a lot pressure to a widely-known distressed industry [and its] employees, facing the worst labor shortage in history, inflation and price increases, the fear of pandemic tremors, and so rather more by instituting such a laborious program as PACE?” a source in franchisee leadership with knowledge of the situation said.

A recent survey from sell-side firm Kalinowski Equity Research of greater than 20 owners who operate over 200 restaurants also expressed some disapproval with PACE. It includes comments from operators that underscore what some feel is the ill-advised timing of the rollout.

“The PACE audits will hold us back from constructing sales and can increase our turnover of employees. The worst time within the history of the system to implement such a program,” one respondent said. “Stop PACE programs, which can decimate the staffs we want to operate,” one other said. Overall, the proprietary survey ranks franchisee relations with corporate a 1.19 on a scale of 1 to five, the third-worst rating in its history dating back to mid-2003. 

One other franchisee, who has many years of experience and greater than a dozen locations, said employees are still recovering from the pandemic and the timing of the system is “tone-deaf.” The owner has greater than 500 employees.

PACE can have “strangers with little-to-no restaurant experience coming in and evaluating and interacting with my staff,” this person said. “The problem for me is just not the grading, the difficulty for me is that my workforce is fragile.”

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