McDonald's Singapore Pte Ltd

​​​​​​​​​McDonald's Singapore's flexible work arrangements have been highly successful in allowing the organisation to tap on alternative sources of labour, giving them competitive edge in the fast-paced F&B industry, where hiring proves to be a constant challenge. Strong management buy-in has been an underlying factor for its work-life success, enabling the organisation to create efficient staffing solutions while ensuring a happy and engaged team of employees.

Facts in a Flash

Industry Industry: Accommodation/F&B Service Activities

Employment size Employment size: Above 8,500

Employment profile  Employment profile: Service crew in restaurants; half of workforce are part-timers which includes tertiary students,  mature workers and homemakers

Employment profile Featured work-life programmes:

Flexible Work Arrangements
  • Part-time work
  • Flexible hours (flexi-hours)
Click here to o​​​​​​​pen the Executive Summary.

Flexibility a Part of Work Culture

At McDonald's Singapore (McDonald’s), flexibility is ingrained as part of the work culture and forms one of the three core pillars in the organisation’s Employee Value Proposition. Recognising that there is no one-size-fits-all flexibility solution, employees are offered flexible work options based on their job scopes.

Gaining a Competitive Edge

The implementation of flexible work options has given McDonald’s a competitive edge. The organisation is able to efficiently schedule staffing in the restaurants according to business demands, whilst enhancing employee engagement and morale, and providing opportunities for potential hires with varying lifestyle needs to work within the organisation. It allows them to tap on underutilised sources of labour, including tertiary students, mature workers and homemakers. In fact, McDonald’s was a pioneer in hiring mature workers in the late 1980s.

Restaurant crew are offered the option to work part-time or flexible hours. With a significant proportion of McDonald’s workforce being part-timers, the management recognises that actively engaging employees is necessary to make them feel valued and an integral part of the ‘McDonald’s family’. This is done through initiatives such as crew outings, meetings, newsletters, etc. to foster team bonding and create channels for two-way feedback.

Strong management buy-in has been an underlying factor in McDonald’s work-life success, allowing for work-life programmes to be smoothly piloted, refined and implemented. It also allows employees to be forthcoming about their work-life needs and encouraged to tap on the benefits offered.

Promising Outcomes

McDonald’s is reaping the rewards of its established flexible work culture, with the organisation having a lower than market average attrition rate. McDonald’s has proven that workplace flexibility, when effectively harnessed, can become a rewarding business strategy that ensures recruitment and retention of able talent.

Click here to download the full Article.