interview guide - hiring to...

HiringTo WinInterview Guide

©2013 McDonald’s Creative Services 15179

Candidate: ____________________________________

Interviewer: ___________________________________

Date: _________________________________________

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Creating Opportunities. Together.

Interview Preparation Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Interviewing Do’s and Don’ts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Questions for All Candidates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

Crew Member Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

Crew Trainer Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Shift Manager Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Department Manager Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

General Manager Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Additional Ratings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Summary Page . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Conducting an interview is a critical step in the hiring process . This guide contains information you will need to interview candidates for restaurant positions at McDonald’s . During the interview, you will ask candidates questions about their background and experience . You will also collect information on how he or she acts in work-related situations specific to the position the candidate applied for . After the interview, you will rate the candidate’s response to each item using the scales provided .

Table of Contents

Overview

© 2013 McDonald’s. McDonald’s and McDonald’s independently owned and operated franchises are equal opportunity employers committed to a diverse and inclusive workforce. Franchisees are the exclusive employer of their employees and are solely responsible for all employment matters in their restaurants.

This guide is for restaurants operated by McDonald’s USA LLC. Owner/Operators of franchised restaurants may, if they choose, use Hiring To Win and this guide, but are not required to. Owner/Operators are independent employers and make their own policies regarding employment-related matters. Owner/Operators are exclusively responsible for complying with all applicable statutes, laws, and regulations applicable to their restaurant(s). Owner/Operators are responsible for all employment related matters in their restaurant(s) and exercise complete control over the work, working conditions, and terms and conditions of employment for employees in their restaurants. These materials are informational only and should not be construed as establishing requirements applicable to any Owner/Operator. To the extent these materials contain references to Owner/Operators, these references are for demonstrative purposes only and are incorporated in an effort to assist Owner/Operators in case they choose to implement any portion of these materials within their individual organizations.

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Candidate:_________________________________________ Interviewer:_____________________________________ Date:_______________________

InTervIeW PreParaTIon CHeCklIsT

Preparing for the Interview:Check the boxes to ensure you are properly prepared before the interview.

o Gather all the materials you will need to conduct the interview (e .g ., application, assessment results, interview guide, pen) .

o Review the candidate’s employment application and Hiring To Win assessment results .

o Review the interview questions and rating scales so you know what to listen for and rate . It is important that you feel comfortable with the questions before starting the interview .

o Think about and prepare for questions the candidate may ask (e .g ., next steps in the hiring process, time frame for making a decision, etc .) .

o Be sure you are ready at least 10-15 minutes ahead of time so you can start the interview on time .

o Find a comfortable spot in the restaurant where you will not be interrupted to conduct the interview .

Opening the Interview:• Welcome the candidate with a smile, thank him/her for their

interest in working for McDonald’s, and offer them a drink .

• Introduce yourself to the candidate . Share your “I Story” by talking about:

> how long you have worked at McDonald’s

> the position you started in

> your career progression

• Explain the structure of your organization (is it owned by a franchisee or the corporation, number of stores, etc .) .

• Describe the job that the candidate applied for . Begin by reviewing the specific job duties and work hours . In addition, discuss the advantages and challenges of the job, and opportunities for growth and benefits .

• Explain the purpose of the interview and tell the candidate you will be taking notes to remember his/her answers .

• Give the candidate a chance to ask any questions he/she may have about the interview . Explain that they will have time to ask questions about the job after the interview .

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IntervIew PreParatIon CheCklIst



Conducting the Interview:• During the interview, pay attention to the candidate’s

communication, body language, eye contact, and general interactions with you . Based upon this information, do you think this candidate meets the requirements/possesses the qualifications for the position and will provide exceptional customer service and create a welcoming environment?

• Begin each interview with the “Questions for All Candidates” section .

• If the candidate is scheduled for two interviews, the position-specific questions should be split up between the interviewers . The first three questions should be covered in the first interview, while the second interview will cover the last two questions in that section .

• As you conduct the interview, begin by asking the interview question . You should then ask any of the follow-up questions you need to get a complete understanding of the situation .

• Throughout the interview, keep in mind the five areas of focus in the Service Experience Platform: Be Clean . Be Nice . Be Fast . Get it Right . Make it Right . Starting with the position specific questions, there will be corresponding graphics to indicate which area you should focus on . Keep this in mind as you evaluate the candidate’s responses .

• Take thorough notes in this guide as the interview proceeds . You will use your notes to help you make a final decision .

> Focus your notes on the candidate’s responses that relate to the qualifications for the position . Do not write down things about their appearance or personal information they may have shared (e .g ., religious affiliations, family) .

> Try to write exactly what the candidate says, but at least make sure you write down specific facts and behaviors related to their answer .

> Avoid general statements, judgments, and conclusions . Don’t write things like “great answer,” “bad example,” etc .

> Use appropriate abbreviations or shortcuts that make the task easier (e .g ., w/ for with, b/c for because, etc .)

> Take notes directly within this interview guide using the blank space provided below each question .

Closing the Interview:• Explain why McDonald’s is a great place to work and sell the

candidate on all the benefits of working for your organization .

• Give the candidate the opportunity to ask questions about the job and McDonald’s .

• Review the next steps in the hiring process (e .g ., second interview, reference check, etc .) . Let the candidate know when you will get back to him/her .

• Thank the candidate for their interest in working at McDonald’s .

Evaluating the Candidate’s Answers:• Review your notes .

• The ratings scales included for each question provide examples of ineffective, effective, and highly effective responses for each question .

• Use the rating scales provided for each question as a guide to rate the candidate’s answer to each question .

• For each question, indicate whether the candidate’s response falls within the “Red,” “Yellow,” or “Green” category by checking the box on the rating scale provided .

• Go to the Additional Ratings page to provide ratings on the candidate’s Interpersonal and Communication Skills based upon their performance during the interview .

• To complete your evaluation, transfer your ratings for each question to the evaluation form on the Summary Page by circling the appropriate letter (R, Y, or G) on the evaluation form .

• Provide a final evaluation on the Summary Page to determine whether you want to proceed with the hiring process or not .

• Upon completing the interview and ratings, file the interview notes by following your normal record retention policy and guidelines .

• For candidates receiving a final evaluation of “Proceed,” follow up and consider conducting reference checks .

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InTervIeWIng do’s and don’Ts

Do:Give the candidate the opportunity to ask questions and address them all .

Explain the next steps and time frames in the hiring process . You may want to tell the candidate that if they have not heard from you in 48 hours the position has been filled however their application will remain on file .

Outline the benefits and opportunities McDonald’s offers .

Leave the candidate with a positive feeling about McDonald’s . Remember that regardless of how the individual did during the interview, they are likely to be a customer .

Be objective when scoring the candidate . Base your ratings only on the facts and behaviors you heard or observed .

Show and review your grooming and appearance policy with the candidate . (Note for Owner/Operator: It is recommended to review your policy with legal counsel to ensure it’s in compliance with applicable laws .)

Take notes directly in the interview guide in the blank space below the question .

Rate the candidate’s responses after the interview is completed and the candidate has left .

Be fully prepared and on time .

Welcome the candidate with a smile .

Offer the candidate a drink .

Make small talk to put the candidate at ease before starting the interview .

Adjust your communication style to put the applicant at ease and allow the applicant the best opportunity to communicate his or her interests and qualifications . McDonald’s hires people from a variety of backgrounds (e .g ., high school and college students, military, stay-at-home parents, and seniors) . McDonald’s wants to ensure that all applicants are given equal consideration .

Ask only job-related questions – those in this interview guide or specific questions about the candidate’s application .

Show respect by giving the candidate your full attention .

Listen carefully .

Use facial (e .g ., eye contact, nodding) and verbal (e .g ., “yes,” “uh-huh,” “I understand,” etc .) expressions to show active listening .

Spend twice as much time listening as you do talking .

. . .forget to bring the candidate’s application and assessment results, a copy of this guide, and a working pen .

. . .make the candidate uncomfortable by looking at your watch or cell phone, frowning, slouching, etc . Don’t rush the interview .

. . .interrupt the candidate while they are speaking .

. . .make any comments such as “Good” or “Really?” or “Great answer” that would lead candidates to assume they are doing well or poorly in the interview .

. . .ask questions that are not job-related . This includes questions about ethnicity, religion, age, family/marital status, sexual orientation, and national origin .

. . .let the candidate leave with a negative impression of McDonald’s . Remember that whether they are hired or not, they are still a customer .

. . .use irrelevant information when rating the candidate (age, gender, race, etc .), ignore relevant information, or let your general impression influence your ratings .

. . .take notes anywhere other than in the interview guide as they could be misplaced .

. . .allow the candidate to see your notes .

. . .make your ratings during the interview or in front of the candidate .

Don’t:

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questions for all candidates

Understand the Candidate’s Interest In and Knowledge of McDonald’s


The questions in this section ask about the candidate’s interest in working at McDonald’s and his/her previous experiences and work history. These questions should be asked of all candidates, regardless of position. The questions included in the “Understand the Candidate’s Interest In and Knowledge of McDonald’s” section should be asked of external candidates only.


1 . Why are you looking for employment at this time?

2 . Why do you want to work at McDonald’s?

3 . What do you know about the McDonald’s brand and restaurant operations?

o Red o yellow o gReen

Does not have a particular interest in McDonald’s and/or doesn’t know anything about the McDonald’s brand/restaurant operations (i .e . what it’s like to work in a restaurant) .

Candidate is just looking for a job; thinks working here will be easy .

Has some interest in working at McDonald’s and/or has some familiarity with the McDonald’s brand and restaurant operations (i .e . what it’s like to work in a restaurant) .

Candidate is looking for a temporary or short-term position that would help him/her realize other goals outside of McDonald’s .

Has a strong interest in working at McDonald’s and/or McDonald’s is his/her favorite brand .

Has a clear understanding of McDonald’s restaurant operations (i .e . what it’s like to work in a restaurant) .

Candidate expresses interest in building his/her career with McDonald’s .

1 . Why are you interested in the ________________________________ (insert position) position at McDonald’s?

2 . What do you think it takes to be successful as a ________________________________ (insert position)?


Does not have a particular interest in the position .

Lacks a clear understanding of what it takes to succeed on the job; does not understand the basic requirements of the position .

Has some interest in the position .

Has a general understanding of what it takes to succeed on the job .

Has a strong interest in the position .

Has a clear and accurate understanding of what it takes to succeed on the job .

Understand the Candidate’s Interest In the Position

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quesTIons for all CandIdaTes continued

Understand the Candidate’s Experience and Work HistoryNote to Interviewers: Review the candidate’s employment application and ask clarifying questions about the information on the application as necessary. Again, ask only job-related questions.

1 . Describe the most recent position you have held . (Interviewer Note: If the candidate has previous experience in quick service, ask questions to better understand their role and management structure . If time allows, you can also ask about some of the other positions he/she may have held .)

• If the individual is an internal candidate, ask about positions prior to their work at McDonald’s .

• If the candidate does not have any previous work experience, ask about school or community activities he/she may be involved in .

2 . What skills have you gained or what have you learned that will help you in the ______________________(insert position) role?

3 . What is your greatest strength and what skills are you currently trying to improve?


Experience suggests they will be unsuccessful even with significant training (e .g ., frequent job hopping, multiple terminations) .

Was unable to identify anything learned from past jobs or school/community activities .

Strengths do not align to the position; areas of opportunity would prevent effective performance in the role, even with training .

Has some experience that may help them to be successful .

Has learned something of value or relevance from past jobs or school/community activities .

Strengths are beneficial for the role; areas of opportunity could be addressed through training .

Has strong relevant experience that should help them succeed in the position .

Has learned several important and relevant lessons from past jobs or school/community activities .

Strengths align directly with requirements of the position, McDonald’s behaviors, and goals of customer service; areas of opportunity would not impact job performance or could easily be addressed through training .

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crew member questions


Question 1: HospitalityImagine you are a crew member working the front counter and I’m a customer coming up to place my order. Walk me through how you would greet me, take my order, and present me with my food.

Interviewer: Wait for the candidate to greet you and ask for your order. Then order a cheeseburger and a small fries. If the candidate asks if you would like anything else, order a large drink.

Now, imagine that I return to the counter because there is an issue with my order. Walk me through how you would handle this situation, what you would say to me as the customer, and what you would do to resolve my issue. Ready?

Interviewer: There are onions on my cheeseburger and I hate onions! I need another cheeseburger without the onions right now.


No greeting, just asked for the order; failed to smile or maintain eye contact .

Failed to present the order in a friendly, professional manner; did not thank the customer .

Blamed the customer for ordering incorrectly; did not resolve the customer’s issue; said that is how they are made and/or charged the customer for another cheeseburger .

Greeted the customer, smiled and maintained eye contact .

Thanked the customer and presented the order in a professional manner .

Offered to get the candidate a new cheeseburger; did not apologize .

Enthusiastically welcomed the customer with a smile, eye contact and prompt greeting .

Thanked the customer and showed appreciation for their business when presenting the order .

Quickly responded to the customer’s concern, took the initiative to resolve the issue, apologized and made it right .

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CreW member quesTIons continued

Question 2: TeamworkTell me about a time when you were working on a team and asked another team member for help, but they said they were too busy.

Follow-Up Questions: • What was the situation? Why did you need help?

• What was your reaction to the team member’s response? • What did you say to the team member? • How did it work out? • What does being a good team player mean to you?


Avoided the conflict; did not address the issue with the team member (e .g . walked away, complained to the manager) .

Maintained negative attitude throughout the situation (e .g ., showed frustration, anger, impatience) .

Was unable to complete the task .

Was unable to explain what it means to be a good team player .

Attempted to resolve the issue indirectly (e .g . asked someone else for help, looked for manager support) .

Was generally positive or took a neutral attitude about person .

Managed to complete the task .

Discussed one or two aspects of being a good team player (e .g ., supporting teammates, sharing responsibilities, thinking about what’s best for the team) .

Addressed and resolved the conflict directly; worked together to come up with a solution to the issue .

Maintained a positive and optimistic attitude throughout the situation .

Was able to complete the task successfully .

Discussed several aspects of being a good team player (e .g ., supporting teammates, sharing responsibilities, thinking about what’s best for the team) .

Tell me about a time when you went out of your way to solve a problem.

Follow-Up Questions: • What was the issue or problem?

• What steps did you take to solve the problem? • What was the result? How do you know the problem was solved?


Provided an example of a problem that was easy to solve .

Put forth minimal effort to resolve the problem; did not take personal responsibility for solving the problem and passed it off to someone else .

Gave up and viewed the problem as an obstacle that could not be resolved .

Provided an example of a problem that required some effort to solve .

Put forth some effort and was able to eventually resolve the problem .

Maintained a generally positive attitude about the problem .

Provided an example of a problem that required significant effort to solve .

Put forth extra effort until the problem was solved; took personal responsibility for resolving the problem and took steps to avoid the problem in the future .

Was energetic and enthusiastic; viewed the problem as a challenge that could help him/her grow .

Question 3: Work Ethic and Drive

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CreW member quesTIons continued

Assume your manager asked you to restock your station, but as you are working on it, you realize the restaurant has suddenly gotten very busy. How would you handle this situation?

Follow-Up Questions: • What would you do?

• What would you say to your manager? • How would your actions impact customers?


Indicated that he/she would stick to the task the manager assigned .

Failed to see the importance of switching tasks to help coworkers .

Failed to acknowledge the impact on customers .

Indicated that he/she would ask the manager if switching tasks would be okay .

Understood the need to switch tasks in order to help coworkers .

Recognized that helping would have a positive impact on the customers .

Indicated that he/she would switch tasks to help coworkers, then would return to original tasks when finished .

Enthusiastically switched tasks in order to help the team .

Indicated that switching tasks would allow customers to be served faster .

Describe a time when you had to follow detailed instructions to complete a task.

Follow-Up Questions: • What was the situation? What procedures did you need to follow?

• How did you ensure that each step was done accurately? • Did you make any mistakes along the way? If so, how did you find the mistake and correct the issue?


Did not follow the instructions; decided to skip some steps to speed up task completion .

Did not focus on quality or check work carefully .

Made multiple mistakes along the way .

Followed the procedures as written in most steps .

Focused on quality .

Made some minor mistakes, but fixed them .

Carefully followed detailed, complex, and multi-step procedures to complete the task .

Focused on quality and double checked work thoroughly .

Did not make any mistakes; completed the task to high quality standards .

Question 5: Attention to Detail

Question 4: Adaptability

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CreW TraIner quesTIonsQuestion 1: Builds TeamworkTell me about a time when you encouraged a team or group to work together to accomplish a goal.

Follow-Up Questions: • What was the situation?

• How did you motivate the group toward a common goal? • What challenges did you face? How did you deal with them? • What was the outcome? How did you know if you were successful?


Unable to motivate the group .

Played a small role in motivating group members or promoting cooperation .

Unsuccessful in dealing with challenges/obstacles encountered; issues derailed the group’s progress .

Group failed to meet overall objectives .

Played a role in motivating group members and promoting cooperation .

Handled some of the challenges/obstacles encountered; issues had little impact on the group’s progress .

Group met their overall objectives .

Was highly effective in motivating group members and promoting cooperation .

Successfully dealt with the challenges/obstacles encountered; able to resolve issues while keeping the team moving forward .

Group exceeded their overall objectives .

Assume you are training a new employee on a kitchen procedure. She is having difficulty learning what to do and keeps asking you questions.

• How would you handle this situation?

Interviewer: Once the candidate finishes his/her answer to the question, ask the follow up question below.

Assume the next time you observe her, she is still doing the procedure wrong. You approach her again and she says, “I don’t have to listen to you. You are not my manager.”

• How would you handle this situation?

• What would you say to this employee?


Expressed frustration and left the employee to learn on her own .

Did not try to understand where the employee was having difficulty or ask questions to check for understanding .

Failed to deal with the employee’s resistance to feedback; reported the employee to her manager .

Offered to review the procedures with the employee again and answer her questions .

Asked questions of the employee to understand where she was having difficulty; checked for understanding .

Handled the employee’s resistance to feedback in an effective manner .

Demonstrated the procedure again and explained the reason behind it; observed her perform the procedure and provided feedback .

Asked questions to understand where she was having difficulty and used a different approach to explain those areas; checked for understanding at several points .

Handled the employee’s resistance to feedback in a highly effective manner .

Question 2: Develops Crew and Managers

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CreW TraIner quesTIons continued

Tell me about a time when you served as a role model for others.

Follow-Up Questions: • What was the situation? Who was looking up to you as a role model?

• How did you set an example for others? • Were you successful in setting an example? Why or why not? • Thinking back, is there anything you would have done differently?


Was unable to provide an example .

Failed to set an appropriate example in the situation described .

Was unable to convince others to follow his/her example; resulted in a negative outcome .

Indicated that he/she would not have done anything differently .

Set an appropriate example for a basic situation .

Was able to get some individuals to follow his/her lead; resulted in a somewhat positive outcome .

Indicated he/she would not change anything because the outcome was positive .

Set an appropriate and very positive example for a complex situation .

Was successful in getting others to follow his/her lead; resulted in a very positive outcome .

Identified at least one thing he/she could have done differently to be even more effective in the future .

Tell me about a time when you identified a mistake in someone else’s work.


• How did you identify the problem? • How did you address the mistake? • What was the outcome? What steps did you take to prevent a similar problem in the future?


Discovered the mistake by accident or should have caught it sooner .

Corrected the mistake him/herself; did not address the mistake with the individual who made it .

Did not take steps to prevent a similar issue from occurring in the future .

Checked quality of work .

Told the individual to fix the mistake .

Took at least one action to prevent a similar problem in the future (e .g ., continued to monitor quality) .

Identified the problem by carefully attending to quality of work and double-checking work thoroughly .

Took immediate steps to correct the mistake and notify the manager .

Took steps to prevent similar problems in the future (e .g ., helped to provide additional training/instruction to others, explained the importance of quality, implemented quality checks) .

Question 3: Influences by Example


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CreW TraIner quesTIons continued

You observe a crew member interacting with a customer who is upset because their order was wrong. The crew member is not handling the situation well and he begins arguing with the customer. What would you do?

Follow-Up Questions: • How would you react to this situation?

• How would you resolve the issue with the customer? • What feedback would you provide to the crew member?


Did not intervene in the situation or offer to help the customer .

Did not provide coaching or feedback on how to handle similar situations or criticized the crew member’s behavior .

Failed to model appropriate behavior to improve performance .

Offered to help and address the customer’s issue, but did not react immediately .

Provided feedback to the crew member on his interaction with the customer .

Offered the crew member some suggestions for handling the situation differently in the future .

Reacted immediately and tactfully; politely greeted the customer, apologized and offered to make it right; resolved the issue without escalating the conflict .

Provided coaching and feedback to the crew member on his interaction with the customer and notified the manager of the situation .

Modeled the appropriate behavior for handling similar situations in the future .

Question 5: Hospitality

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Assume that you are nearing the end of your shift. One of your crew members tells you he needs to leave because he is not feeling well and someone from the next shift has also called off due to a family emergency. What would you do?

Follow-Up Questions: • How would you handle this situation?

• What would you do to be prepared for a similar situation in the future?


Did not know what to do; left the issue to be resolved by the manager of the next shift or the GM .

Was unwilling to help out until the positions could be covered; had difficulty adapting to the situation .

Did not recognize the need to prepare for similar situations in the future .

Worked to find a solution to the problem and/or asked for the advice of others in addressing the issue .

Was willing to help out until additional employees could be called to come in; was able to effectively adapt to meet the restaurant’s needs .

Recognized the need to be prepared to handle similar situations in the future and offered a reasonable solution .

Proactively found a solution to the problem (e .g ., asked if anyone else on the shift could stay and help out, called additional employees to come in) .

Went above and beyond to ensure the restaurant was covered and helped out where needed; easily and effectively adapted to meet the restaurant’s needs .

Proactively prepared for handling similar situations in the future and identified two or more solutions to address this issue .

Describe a time when you identified a safety or policy violation.


• What steps did you take to monitor the situation? • How did you identify the violation? • What did you do to address the issue? • What steps did you take to prevent a reoccurrence?

Interviewer: If the candidate is unable to answer the question above, ask the following:

What would you do to monitor or identify a safety or policy violation? How would you handle the situation if you discovered a violation?


Was unable to provide an example or was informed of the violation by someone else .

Did not address the safety or policy violation with the employee; failed to explain proper procedures for meeting standards .

Did not follow up on the employee’s performance and failed to take steps to prevent the problem from recurring .

Took some steps to monitor the situation; attended to quality and checked work carefully .

Explained the violation to the employee; suggested methods for learning proper procedures .

Checked back with the employee at least once to ensure proper procedures were followed; identified at least one step taken to prevent a recurrence .

Took careful steps to monitor the situation; had a detailed process in place to check for quality and accuracy; double checked work thoroughly .

Explained the violation to the employee and demonstrated the proper procedures to follow; explained impact of violation .

Continued to monitor the employee’s performance; described two or more steps to prevent a recurrence and put together a detailed action plan .

sHIfT manager quesTIonsQuestion 1: Adaptability/Work Ethic and Drive


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sHIfT manager quesTIons continued

Question 3: Builds TeamworkDescribe a time when you had to resolve a conflict between two people that impacted the work of the team.

Follow-Up Questions: • What was the situation? How was the issue impacting the team’s performance?

• What did you do to resolve the issue? What impact did your actions have on the people involved? • What was the impact on the team?


Was unable to provide an example or failed to realize the impact of the conflict on the team’s performance .

Took no action to address the conflict or resolve the issue .

Conflict had a negative impact on the team’s performance .

Assisted in resolving the conflict; understood the potential impact of the conflict on the team’s performance .

Took one or two reasonable actions to address the conflict or resolve the issue; actions had a positive impact on the team’s performance .

Conflict had a minimal impact on the team’s performance; team was able to continue working together .

Effectively assisted in resolving the conflict; understood the impact of the conflict on the team’s performance .

Took several actions to address the root cause of the conflict and resolve the issue; actions had a significant, positive impact on the individuals’ interactions .

Resolving the conflict had a significant positive impact on the team’s overall performance .

Assume that you have a crew member who is typically a strong performer, but has shown up late on occasion and doesn’t consistently follow the restaurant’s uniform policy. Imagine that you are sitting down to provide him with feedback.

• What would you say?

Interviewer: Once the candidate finishes his/her answer to the question, ask the follow up question below.

The crew member explains that he doesn’t have a reliable form of transportation, but he always works hard while on the job . He doesn’t understand why you are so hard on him, when others on the shift come in late more often than he does .

• How would you respond?


Did not provide effective feedback and/or did not address both issues .

Did not provide praise or corrective suggestions; failed to explain the reasons behind these issues .

Failed to address the employee’s resistance and concerns; did not hold the employee accountable for correcting these issues .

Provided the necessary feedback to the employee .

Indicated that the employee was performing well; provided at least one corrective suggestion .

Was able to handle the employee’s resistance and hold the employee accountable for correcting these issues .

Provided effective and constructive feedback to the employee on both issues .

Praised the employee for his strong performance; explained the reasons behind the issues addressed and ensured understanding; held him accountable for correcting these issues .

Addressed the employee’s resistance and concerns in a positive manner; held the employee accountable for correcting the issues and indicated steps for following up .



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sHIfT manager quesTIons continued

It is important for customers to feel welcome and appreciated every time they visit our restaurants. As a shift manager, you will play an important role delivering an outstanding customer experience. What does this mean to you?

Follow-Up Questions: • What would you say and do to make your customers feel welcome and appreciated at McDonald’s?

• What would you do to make sure that the employees on your shift create a positive experience for McDonald’s customers?


Lacked an understanding of what it means to “be nice” or be hospitable; could not provide examples of effective customer service behaviors .

Had difficulty identifying ways to make customers feel welcome and appreciated .

Did not explain or model effective customer service behaviors to employees on the shift .

Understood what it means to “be nice” or be hospitable and provided examples of effective customer service behaviors .

Identified basic ways to make customers feel welcome and appreciated (e .g ., greeting the customer, thanking customers for coming in, offering assistance as needed) .

Explained the importance of effective customer service behaviors to employees on the shift; monitored employees to ensure they create a positive customer experience .

Has a thorough understanding of what it means to “be nice” or be hospitable; provided multiple examples of effective customer service behaviors .

Identified multiple ways of making customers feel welcome beyond greeting and thanking the customer (e .g ., having a positive, upbeat attitude, holding the door or offering to assist them, having a clean restaurant, inviting them to come again, following up to ensure satisfaction with their experience, talking to customers in the restaurant) .

Explained the reasons behind effective customer service behaviors to employees on the shift and modeled these behaviors; observed employees throughout the shift and provided immediate feedback to ensure employees create a positive customer experience .


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You work for a store that is currently under performing. The GM is really concerned and has come down hard on the staff, criticizing them for not meeting targets. What would you do to motivate the team to improve their performance?

Follow-Up Questions: • How would you go about energizing and motivating the team to do their best?

• What steps would you take to measure the team’s progress?


Did not know how to handle this situation or failed to take action to motivate the team to improve their performance .

Did not explain performance goals to the team or clarify roles and responsibilities of each team member .

Did not measure or evaluate the team’s progress .

Attempted to motivate the team to work together to improve their performance .

Explained the performance goals to the team and clarified roles and responsibilities for each team member .

Identified a couple ways of measuring and evaluating the team’s progress .

Effectively motivated the team by communicating the importance of working together and expressing confidence in the team’s ability to improve its performance .

Communicated performance goals, along with the reasons behind them; clarified team member roles and responsibilities; broke performance goals down into smaller steps .

Outlined a plan for measuring and evaluating the team’s progress and celebrating success along the way .

Tell me about a time when you helped an employee develop their skills by coaching, guiding, and/or providing feedback.


• What did you do to help develop their skills? • How did the person respond to your feedback/coaching? • What was the result?


Took an inappropriate approach to coaching or failed to change approach to meet the employee’s needs .

Did not explain the benefits associated with developing the skill .

Indicated that the employee resisted efforts and/or responded with negative emotions; gave up or stopped coaching .

Did not monitor employee’s performance; performance did not improve or got worse .

Took an appropriate approach to coaching the employee and modified approach as needed to meet the employee’s needs .

Explained how developing the skill would benefit the employee .

Indicated that the employee responded in a positive manner .

Indicated that he/she would continue to monitor the employee’s performance; slightly improved performance .

Outlined a step-by step approach to providing assistance and creating a development plan for the employee; challenged/motivated employee to improve their performance .

Helped the employee understand how developing the skill would benefit him/her, as well as the restaurant .

Indicated that the employee responded with enthusiasm, gratitude, and motivation .

Developed a plan to continue to monitor the employee’s performance; set and measured the accomplishment of milestone goals; performance improved significantly .

deParTmenT manager quesTIons


Question 1: Builds Teamwork

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deParTmenT manager quesTIons cont .

Tell me about a time when you were responsible for assigning work to others and ensuring it was done correctly and on time.

Follow-Up Questions: • How did you go about assigning the work?

• How did you ensure that the task was completed on time? • Did you encounter any barriers or obstacles? If so, how did you handle them? • How did you ensure the quality of work? • What was the result?


Failed to communicate the goals and outline the work steps for the team .

Did not closely monitor the team’s progress or provide feedback .

Was unable to overcome any obstacles that may have occurred .

Was not able to get the team to accept new goals and/or responsibilities .

Communicated goals and outlined steps needed to complete the work on time and ensure quality .

Monitored the team’s progress and provided group-level feedback .

Worked through obstacles as they arose .

Was able to get the team to accept new goals and/or responsibilities; work was completed accurately and on time .

Effectively communicated goals and provided specific steps needed to complete the work on time and with quality .

Actively monitored both individual and team performance and provided constructive and detailed feedback .

Proactively addressed potential obstacles and developed plans to overcome them before they occurred .

Obtained buy-in and commitment from each person on the team; team completed high quality work on time or ahead of schedule .

Assume customer service at your store has been declining over the past couple months and you have received several complaints from customers. What steps would you take to improve customer service at your location?

Follow-Up Questions: • What would you do to identify root cause of the store’s declining customer service?

• What feedback/coaching would you provide to your staff to make sure they provide a great customer experience? • How would you address customer concerns? • How would you measure the results of your efforts?


Did not identify where the service issues were occurring .

Did not develop a plan to improve customer service and/or did not provide feedback and coaching to the staff .

Failed to address customer concerns and track the store’s progress .

Took steps to identify where the service issues were occurring (e .g ., observation, tracks key performance metrics) .

Identified a couple actions the team could take to improve customer service; provided general feedback and coaching to the team .

Addressed customer concerns as they came up and tracked the store’s progress by monitoring customer service metrics .

Took steps to identify where the service issues were occurring (e .g ., observation, tracks key performance metrics) and focused on areas of poorest performance first .

Developed and communicated a plan to improve customer service; provided individualized feedback and coaching on customer service behaviors .

Proactively addressed customer concerns and gathered feedback from customers visiting the store; consistently tracked the store’s progress on the metrics and made corrections where needed .

Question 3: Organizes the Work


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deParTmenT manager quesTIons cont .

Question 5: Plans Beyond the ShiftAssume that you are working with the other managers at your store to train employees on a new menu item coming out soon. Several employees have said this promotion is causing them a lot of stress. The GM is concerned that this may lead to mistakes in preparing orders, causing food cost to go up. How would you work together with the other managers to address the crews’ stress, create enthusiasm for the new product, and work to eliminate the impact on food cost?


Handled the situation without the other managers or resisted their input .

Announced the promotion without explaining its implications and the steps necessary to prepare for its launch .

Did not know how to address the staff’s concerns or help to prepare for the launch; failed to address the impact of the new promotion on food cost .

Worked with the other managers to determine who would address each issue .

Announced the promotion and explained its implications; discussed the steps necessary to prepare for its launch with the team .

Addressed some of the staff’s concerns and identified one or two ways to help prepare for the launch; outlined general steps for limiting the impact of the new promotion on food cost .

Worked collaboratively with the other managers to handle the situation .

Announced the promotion and thoroughly explained its implications; generated enthusiasm for the new product; developed and communicated plans to prepare for the launch .

Addressed all of the staff’s concerns, gained buy-in around the changes, and identified multiple ways to help prepare for the launch; outlined specific steps to limit the impact of the new promotion on food cost; developed a plan to address the issue and train staff .

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Tell me about a time when you had to inspire a team to improve their performance.

Follow-Up Questions: • What was the situation? Why was it necessary to improve performance?

• What did you do to inspire the team and drive results? • How did you measure the results? • What was the outcome?


Could not provide an example or provided an example in which little improvement was required .

Did not effectively communicate the need for change; was unable to obtain buy-in from the team .

Did not monitor progress; team performance did not improve or declined .

Efforts had little or no impact on the team .

Provided an example of a situation where the team’s performance was having an impact on overall performance in at least one area .

Explained the need for the change and how this change would improve overall performance; outlined goals and actions for the team to follow and ensured their understanding .

Periodically monitored the team’s progress and provided feedback; team performance improved .

Efforts had some impact on the team .

Provided an example of a situation where the team’s performance was having a significant impact on overall performance in two or more areas .

Explained the need for the change to the group and how this change would improve overall performance; outlined specific goals and actions for the team to follow; gained their commitment to meeting these goals .

Regularly tracked team’s progress against the goals and provided specific feedback; team performance improved significantly .

Efforts had a direct impact on the team .

You have a department manager who is struggling to improve her team’s performance. How would you coach her on how to develop her team?

Follow-Up Questions: • What feedback or coaching would you recommend that the department manager provide to her staff?

• How would you suggest she hold her team accountable for results? • How should she measure the team’s success?


Provided little coaching or feedback to the DM; expected her to handle the situation on her own .

Failed to provide actionable feedback or suggestions for addressing the team’s performance issue .

Was unable to identify methods of holding the team accountable or measuring success .

Provided some general coaching and feedback on setting expectations and managing team performance .

Indicated the need to communicate and reinforce performance expectations with the team and to obtain their buy-in .

Suggested that she periodically review the business metrics to monitor the team’s results and share that information with the team .

Followed a coaching process and provided specific feedback on setting expectations and managing team performance; shared examples from previous experiences .

Indicated the need to communicate and reinforce performance expectations with the team; stressed the importance of explaining the reasons behind the expectations and how their performance impacts overall store performance; highlighted the need to gain the team’s buy-in and commitment .

Suggested she observe the team’s performance and provide immediate feedback, as well as continuously monitor business metrics and share information on the team’s progress .

general manager quesTIons

Question 1: Builds Teamwork


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general manager quesTIons continued

Tell me about a time when your team was going through a period of significant change and you set the example for adapting to the change.


• What did you do? • How did you influence the group to buy-in to the change? • How did this impact your behavior or performance? • What was the outcome?


Communicated the change to the team in a manner that was ineffective; team reacted in a negative way .

Failed to demonstrate a positive attitude towards the change; did not address the team’s concerns .

Was unable to gain the team’s buy-in; change effort was unsuccessful as a result .

Effectively communicated the change by explaining the reason for the change and how it would positively impact the team .

Generally demonstrated a positive attitude towards the change; addressed the team’s concerns .

Was successful in getting others to go along with the change, but did not gain full buy-in; change effort was successful and the team’s performance was not negatively impacted .

Communicated the change to the team in a way that generated excitement and spurred the team to action; explained the reason for the change and the positive impact it would have .

Was enthusiastic and optimistic about the change; consistently maintained a positive attitude even when times got rough; addressed all of the team’s concerns .

Was successful in getting others to buy-in to the change; change effort was very successful & team performance improved .

Assume you are the manager of a restaurant which has several challenges including difficulty with staffing and high turnover. How would you handle this situation?

Follow-Up Questions: • What would you do to better understand the problem?

• What would you do to improve this situation? • How would you attract applicants to apply for these positions? • What would you do to retain individuals in these positions?


Did not attempt to better understand the problem and/or was unsure how to solve the problem .

Reported the issues to management and waited for their direction on how to respond .

Was unable to identify any ideas for attracting applicants or addressing the high turnover for these positions .

Talked to some of the staff to understand the issue; identified one or two ideas for addressing them .

Placed ads to inform people of the job opportunities at McDonald’s to help attract talent .

Worked to address symptoms of the issue (e .g ., hired more), but did not address the root cause of the high turnover .

Interviewed staff and those who have left to understand the issues and challenges they faced and how to address them; identified multiple ideas for addressing these issues .

Proactively reached out to multiple groups within the community to build relationships and explain the opportunities that McDonald’s has to offer .

Actively worked with the staff to address the issues leading to high turnover; stayed in close contact with team to identify and resolve issues right away .

Question 3: Influences by Example/Supports Change

Question 4: Plans Beyond the Shift

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general manager quesTIons continued

Assume your restaurant has been receiving a lot of customer complaints, and as a result, your customer service scores have gotten worse. Your supervisor has indicated that you need to start improving this quickly. How would you improve customer satisfaction?

Follow-Up Questions: • How would you identify the cause of customer complaints?

• What would you do to ensure customers are having a good experience within your restaurant? • How would you engage your crew and managers? • How would you determine how well the restaurant is doing in executing great customer service?


Did not identify the underlying issue behind the customer complaints .

Did not provide a compelling vision around customer service; told the team that they needed to improve their customer service or there would be consequences .

Did not provide any feedback or coaching to the DMs; expected DMs to resolve the issues on their own .

Did not follow up to ensure customers had a good experience within the restaurant or measure the team’s progress .

Took some steps to identify the underlying issue behind the customer complaints .

Provided a general idea of what customer service should look like within the restaurant; shared ideas with the team, but team would still be unclear on expectations .

Provided feedback and one or two actions that DMs could take to improve the team’s customer service behavior .

Changed own behavior, but unable to influence the team to change their behavior; interacted with customers in the restaurant to find out about their experience and addressed any issues; monitored the restaurant’s customer service metrics to measure progress .

Provided several steps to identify the underlying issue behind the customer complaints .

Provided a compelling vision for what customer service should look like within the restaurant; engaged the team in the vision, creating excitement within the team and gaining their buy-in .

Provided specific feedback and multiple actions for DMs to take to improve the team’s customer service behavior .

Role modeled effective customer service behaviors within the restaurant; engaged with customers in the restaurant to build relationships; observed the team and provided immediate feedback; tracked the team’s progress on customer service metrics, guest counts, sales, and celebrated successes .


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addITIonal raTIngsBased upon the candidate’s responses and your observations during the interview, rate the candidate on the following two skills.


Displayed poor eye contact, posture and body language; did not smile during the interview .

Interacted in an unprofessional manner; was distracted during the interview .

Did not speak with energy and enthusiasm .

Appeared to be shy or withdrawn .

Spoke negatively about others when answering questions; discussed personal feelings/issues rather than describing actions and results .

Maintained some eye contact; general had good posture and body language; smiled during the interview .

Interacted appropriately, but seemed neutral about the position .

Spoke with moderate energy and enthusiasm .

Was somewhat friendly, but not overly engaging .

Generally did not speak negatively about others or discuss personal feelings/ issues when answering questions .

Had excellent/engaging eye contact, posture, and body language (e .g ., leaned forward, nodding, appropriate hand gestures); smiled often during the interview .

Interacted in a professional manner and showed genuine interest throughout the interview .

Spoke with enthusiasm and excitement .

Was friendly and remained comfortably engaged throughout the interview .

Spoke positively about others when answering questions; responses focused on actions and results .


Was unclear or provided incomplete or partial responses to the questions .

Used inappropriate language .

Did not stay on topic; was hard to follow .

Interrupted or spoke over the interviewer .

Generally spoke clearly and used appropriate language .

Stayed on topic; was relatively organized and easy to follow .

Provided the minimum amount of information when responding to questions .

Consistently spoke clearly and used appropriate language .

Expressed thoughts clearly; answers were well organized and relevant to the questions asked .

Provided thorough and thoughtful responses that addressed all aspects of the questions .

Interpersonal Skills – the ability to interact comfortably, effectively, and professionally with others

Communicates Effectively – the ability to speak in a clear, concise and compelling manner

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This section provides a place for you to summarize the candidate’s ratings for the interview questions and make your recommendation for moving the candidate to the next step in the hiring process. In the table below, circle the appropriate letter (R = Red, Y = Yellow, G = Green) to indicate the candidate’s score for each question.

summary Page

Question Positiono Crew o Crew Trainer o Shift Manager

o Department Manager o General Manager

Questions for All Candidates

Interest/Knowledge of McDonald’s r y g

Interest In the Position r y g

Experience and Work History r y g

Position Specific Questions

Question 1 r y g

Question 2 r y g

Question 3 r y g

Question 4 r y g

Question 5 r y g

Other Ratings

Interpersonal Skills r y g

Communicates Effectively r y g

notes:

Candidate:

Interviewer:

Date:

final evaluation:

o do not Proceed

o Proceed


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