In a world where underprivileged youth often stand at the edge of opportunity, McDonald’s India – North & East is flipping more than just burgers. With its ambitious initiative ‘McDonald’s for Youth’, the popular QSR brand is crafting a recipe for social change, one job, one young life, and one community at a time. Anchored in its broader commitment to feeding and fostering communities, the program aims to hire 50 percent of its entry-level workforce through NGO partnerships by 2025, bringing thousands of young people into the mainstream workforce.
But this initiative is about more than just employment numbers. Through partnerships with NGOs and a strong focus on training and upskilling, McDonald’s is helping young individuals gain the confidence, skills, and support they need to take charge of their futures. In places like Guwahati, the model has already shown promising results, reflecting what can be achieved when corporate intent meets grassroots collaboration.
In this insightful exchange, Mr. Ranjeev Ranjan, Managing Director of McDonald’s India – North & East, delves into the vision behind the initiative, the challenges and breakthroughs along the way, and why investing in youth isn’t just good CSR; it’s smart leadership.
Scroll down to read the full interview.
Q&A
Q. Why did McDonald's launch 'McDonald's for Youth,' and how does it connect with McDonald's overall objectives in employment creation and social responsibility?
A. The 'McDonald's for Youth’ campaign was launched as part of our overall endeavour towards feeding and fostering communities. Given the difficulties underprivileged youth faces in securing steady gainful employment, we initiated this program to create a program that will deliver on our objective of empowering youth and building skills. By partnering with NGOs and like-minded organizations, we hope to empower young people by giving them meaningful opportunities for employment, training, and career development. The program supports our long-term aim of employment generation and social responsibility by developing talent, preparing individuals for skills development, and supporting economic development through grassroots activities in communities we operate in.
Q. Underprivileged youth recruitment and training involve special challenges; what have been the main hurdles, and how has McDonald's successfully overcome them?
A. Some of the key challenges are lack of exposure, restricted access to formal training, and difficulty in adjusting to organized workplace environments. McDonald's combats these difficulties through pre-recruitment outreach, customized training programs, and an encouraging work culture. We organize employment drives in partnership with NGOs and like-minded organization offering career guidance and on-the-job training to facilitate transition into a professional environment. Moreover, our systematic training modules enable youth to develop critical workplace competencies, facilitating their long-term career development.
Q. Could you tell us how a youth identified through NGO alliances is brought in, trained, and groomed for a career at McDonald's? How do you ensure they acquire long-term career skills outside of the QSR sector?
A. After a candidate is identified, they are given a pre-placement session to familiarize them with workplace norms. Once selected, they are given formal training in food safety, food hygiene, customer service, teamwork, and communication skills. To promote their long-term development, we offer ongoing learning opportunities, such as leadership training and skill development programs.
Q. With Guwahati having 100% NGO-based recruitment, what can be learned from its success, and how can it be replicated in other places?
A. Successful Scaling of this program is only possible through effective collaborations with like-minded organizations, local recruitment processes, and specialized training initiatives. The model prioritizes intensive community involvement and mentorship, which can be scaled across other regions. Through enhanced NGO collaborations, expanded awareness in tier-2 and tier-3 cities, and region-specific onboarding processes, we will look to replicate this success at all key cities in North and East India.
Q. What process does McDonald's use to select NGO partners and what is the role they undertake in finding, training, and mentoring new recruits?
A. McDonald's works with NGOs and likeminded organizations that share our vision of empowering youth and building skills. Our partners, such as Magic Bus Foundation, Tech Mahindra Foundation, Quess Corp Foundation, Tarraqi, and Anudip Foundation, help identify potential recruits. Once selected our high performing world class training team equips them with all the job related hard and soft skills which help them grow and thrive in their professional life.
Q. Most service sector entry-level positions are viewed as temporary positions. How does McDonald's provide career development and opportunity for skill gain to these young workers?
A. We emphasize in-house career growth through the provision of systematic training programs, leadership development, and skill development workshops. We have identified that through this program, some employees moved up from entry-level positions to management levels, demonstrating their dedication for career development.
Moreover, our training program also teaches employees useful soft and technical skills, preparing them to become industry agnostic -ready.
Q. How is the effect of 'McDonald's for Youth' quantified beyond figures; what have you noticed about changes in participants' livelihoods, ambitions, or community development?
A. Apart from recruitment figures, success is determined by employee retention, career progression, and qualitative feedback from the participants. Financial independence, enhanced confidence, and further education are some of the achievements seen in young recruits for this initiative in particular. We have also witnessed a beneficial ripple effect within their communities since employed youth tend to inspire and encourage others who are in the same situation to join and benefit themselves.
Q. Initiatives like this can reshape corporate brand perception. Have you seen shifts in customer engagement, employee morale, or stakeholder response due to this program?
A. Customers appreciate our commitment to doing good for the communities we operate in. Employees feel a greater sense of purpose, and stakeholders recognize our efforts in community development. This is a notion that creates brand loyalty and confirms our position as an employer of choice.
Q. Youth employment is a key driver of economic development. What steps can big employers such as McDonald's take to work with industry colleagues, policymakers, or schools to develop a more systemic effect?
A. Scaling impact requires collaboration. We plan to work closely with like-minded organizations, policymakers, partner with schools and universities to amplify the impact of our initiative. Together, we can create a joint ecosystem that drives youth employment, ultimately leading to wider economic and social change.
Q. What are McDonald's future goals for this initiative? Are there plans to expand to more regions, increase hiring targets, or introduce new training modules?
A. Our goal is to expand McDonald's for Youth across more and more cities. By 2025, we aim to hire about 2,000 individuals under this initiative. Additionally, we are enhancing training programs to include digital literacy, financial management, and soft skills to further empower youth.
Q. From a leadership perspective, what motivates you to champion initiatives like this, and what advice do you have for companies looking to integrate employment-based CSR initiatives?
A. Initiatives like 'McDonald's for Youth' exemplify one of the ways we are creating meaningful impact. Investing in people, especially the youth, is one of the most impactful ways to build a stronger society and a better future for communities.
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