Bridging the gap for young people globally
McDonald’s needs to attract millions of applications every year. Youth do not perceive McDonald’s as an employer of choice. Oftentimes this is due to a lack of understanding of the brand, opportunities and benefits. As such, the company needs to connect with Opportunity Youth differently in order to change these misconceptions. This means meeting them where they are – not where we are.
To become “America’s best first job”, McDonald’s sought to partner with a career preparation organization to increase visibility into the multitude of benefits and professional development opportunities the company provides, as well as bring in more opportunity youth talent.
Talent Rewire’s Innovation Lab helped McDonald’s U.S. determine that 50% of their employees are between the ages of 16-24, two thirds of which have likely faced barriers along their journey to landing roles at McDonald’s. This information led the company’s U.S. team to realize that they needed to equip their managers on how to interact with and support these employees. The U.S. HR team developed several tools such as a recruitment and retention toolbox that included a new and revised interview guide that would enable managers to ask questions differently for someone who had lots of job experiences versus a youth that had no job experience. It also included information on Career Pathways with McDonald’s to show that progression and learning was not just upward, but there were also a lot of opportunities to learn laterally, and ultimately we go from crew position to an owner-operator position.
During this process, McDonald’s Global Team was having similar conversations with markets around the world. As a major employer of young people, McDonald’s believes it has the potential and the scale to help bridge the opportunity gap for young people globally. Together with their independent Franchisees, they recently launched a new initiative called Youth Opportunity, with a global goal to reduce barriers to employment for two-million young people by 2025 through pre-employment job readiness training, employment opportunities and workplace development programs. Given McDonald’s involvement in the Innovation Lab, they are piloting this initiative in the US – specifically in Chicago, with the goal of reducing barriers to employment for 4,000 young people in the city, before rolling it out to select cities in the U.S. from 2019 onwards.
- We want to rewrite the script around there being a war for talent; instead let’s start talking about how we collaborate for talent because talent's out there. It's just often overlooked. You walked by it on your way here today. It was sitting in a street corner, it was in a cafe without a job, it was somewhere that you weren't looking.
SVP of People
- This strategic partnership with Monroe Community College will enhance ESL’s commitment to developing, promoting, and retaining a talented, diverse workforce. It will benefit talented students from a variety of backgrounds who are interested in earning scholarship dollars, internship credit, and part-time employment with ESL — all while earning their associate’s degrees.
ESL Federal Credit Union
- Being a part of FSG’s Innovation Lab has been incredibly energizing for me personally and for my team. Our work with the Lab has given my team greater purpose and clarified how we can make our business goals around diversity and inclusion a reality.
Manager, HR - Talent Management Staffing
- Talent Rewire’s Innovation Labs are the most promising approach I’ve seen for engaging and supporting employers who are changing their practices to respond to shifting demographics to meet their talent needs. This team is doing impressive, systems-changing work. Gap Inc. started This Way Ahead more than 10 years ago to hire and retain Opportunity Youth. We are still innovating and evolving our program today, and have collaborated with Talent Rewire to share our practices with other employers, keep learning, and stay connected to -- and inspired by -- the larger movement of employers engaged in this work.
Executive Director of Community Leadership
- We were losing some of our best people because of financial insecurity. So we decided to do something about it. With access to emergency loans, our employees can better able take care of pressing needs in their personal lives while building credit. In return, our company experiences reduced absenteeism, higher morale, and more focused employees. Income Advance helps us demonstrate our commitment to our employees’ well-being.
- Through our opportunity employment journey, we discovered that there are a lot of non-profits and social enterprises out there that are getting folks job-ready and just need employers to partner with them. It's been a huge win-win for us because we have found that the partners bring job-ready candidates and some of these support services that we were trying to figure out how to do but I'll be honest, it's not our sweet spot. We have provided a culture of acceptance, a sense of belonging, and for a lot of these folks, a first gig or a first-second gig and opportunities for them to grow and learn transferable skills they can take into that next job for them.
SVP of People