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49
bone-marrow transplants. Each house serves an average of 15 families who
pay from $5 to $ 15 a night, if they can afford it. The local projects are sup-
ported by local fund drives, and all the money collected goes directly to the
houses; McDonald’s pays all administrative costs of the program, which
extends to Canada, France, Germany, Holland, Australia and New Zealand.
But MCDONALD’S broadest impact…
… has been through its basic job-training system. Its 8,800 U.S. restaurants
(there are an additional 3,600 overseas from Beijing to Belgrade) train
American youth of every ethnic hue. "Send-ing a kid to the Army used to be
the standard way to teach kids values, discipline, respect for authority, to be
a member of a team, get to work on time, brush your teeth, comb your hair,
clean your fingernails," says Ed Rensi. "Now, somehow, McDonald's has
become the new entry-level job-training institution in America. We find
ourselves doing things in that role that we would never imagine we would
do." Among them: paying kids to study, rewarding them for staying in
school, hiring physically and mentally handicapped youngsters and adults
and giving sensitivity training to co-workers. In a program called McMas-
ters, older people, usually retirees, are hired to work alongside young crew
members to give the workplace a sense of family and to set an example of
caring, courtesy and responsibility.
In conjunction with the vocational-rehabilitation services of several
states, nearly 7,000 disabled and handicapped people have been trained to
function as full McDonald's employees by job coaches drawn from within
the company. Before these less fortunate employees take their places, com-
pany trainers often put young able-bodied workers in blindfolds, gloves or
dark glasses to demonstrate the kind of handicaps their new colleagues have
to deal with in doing the same jobs.
At Pat Newbury's McDonald's restaurant in Renton, Wash., some
young employees earn an hour's pay not for flipping burgers but for studying
an hour before their work shift begins. In a Chicago-area restaurant, Hispanic
teenagers are being tutored in English. In Tulsa, a McDonald's crew is study-
ing algebra after work. At a Honolulu restaurant, student workers get an extra
hour's pay to study for an hour after closing. In Colorado, Virginia and Mas-
sachusetts there are Stay in School programs offering bonus money for em-
ployees who receive good grades. Reading-improvement classes frequently
take place at restaurants in Kansas and New Jersey.
Despite the initial skepticism of educators, McDonald's programs
have managed to allay the fears of many that work and school could not
50
mix. In February the National Association of Secondary School Principals
passed a resolution commending the company for "exemplary and motiva-
tional efforts to support education, students and assistant principals."
Bob Charles, the owner of a McDonald's in Boulder, has seen some of
his employed at-risk students begin to get A's after joining his McPride pro-
gram, which limits them to a 14-hour workweek and pays bonuses for im-
provement and school attendance. Many of them have a very low level of self-
esteem, says Charles. But once they come to work as part of a team and gain a
sense of confidence, "you'd almost never believe the change in these kids."
Mark Brownstein's company owns 13 restaurants in Orange County,
Calif., and hires elderly and handicapped workers aggressively. "They are
people who need work, and we need people to work. You wonder why eve-
rybody makes a big deal about it," shrugs Brownstein. "Besides, the seniors
and the special-ed kids in our stores create a sense of humanity." Owner
Jonah Kaufman has 26 handicapped people, mainly with Down syndrome,
on the payroll in his 12 Long Island stores.
One of them, Joe King, trains new employiees. Kaufman says the key
to his success with the disabled is "to try not to treat them differently."
McDonald's has used Braille and its own kind of sign language as aids for im-
paired employees. At McDonald's Oak Brook headquarters, staff workers are
sought from specialized schools, such as Gallaudet University and the Roches-
ter Institute for Technology, which has an educational center for the deaf.
Senior vice president Robert H. Beavers Jr., who gave up plans to
become an electrical engineer 19 years ago to stay with McDonald's, says
the company's socially minded business practices have made the company
stronger: "Our energy level and our understanding of the market today are
much better because of the cultural diversity we have." He points out that in
the inner city, where he grew up, they say, "If you talk the talk, you better
walk the walk."
In Los Angeles, they talked and they walked – and they didn't burn.
So Rensi and his team intend to keep on keeping on. After all, it's only good
business.
The stapes of work on the article
AMERICA'S HAMBURGER HELPER
Preview.
Fast-food restaurants have become very popular in the United States.
One of the oldest and best-known fast-food chains is McDonald's.
bone-marrow transplants. Each house serves an average of 15 families who mix. In February the National Association of Secondary School Principals pay from $5 to $ 15 a night, if they can afford it. The local projects are sup- passed a resolution commending the company for "exemplary and motiva- ported by local fund drives, and all the money collected goes directly to the tional efforts to support education, students and assistant principals." houses; McDonald’s pays all administrative costs of the program, which Bob Charles, the owner of a McDonald's in Boulder, has seen some of extends to Canada, France, Germany, Holland, Australia and New Zealand. his employed at-risk students begin to get A's after joining his McPride pro- gram, which limits them to a 14-hour workweek and pays bonuses for im- But MCDONALD’S broadest impact… provement and school attendance. Many of them have a very low level of self- … has been through its basic job-training system. Its 8,800 U.S. restaurants esteem, says Charles. But once they come to work as part of a team and gain a (there are an additional 3,600 overseas from Beijing to Belgrade) train sense of confidence, "you'd almost never believe the change in these kids." American youth of every ethnic hue. "Send-ing a kid to the Army used to be Mark Brownstein's company owns 13 restaurants in Orange County, the standard way to teach kids values, discipline, respect for authority, to be Calif., and hires elderly and handicapped workers aggressively. "They are a member of a team, get to work on time, brush your teeth, comb your hair, people who need work, and we need people to work. You wonder why eve- clean your fingernails," says Ed Rensi. "Now, somehow, McDonald's has rybody makes a big deal about it," shrugs Brownstein. "Besides, the seniors become the new entry-level job-training institution in America. We find and the special-ed kids in our stores create a sense of humanity." Owner ourselves doing things in that role that we would never imagine we would Jonah Kaufman has 26 handicapped people, mainly with Down syndrome, do." Among them: paying kids to study, rewarding them for staying in on the payroll in his 12 Long Island stores. school, hiring physically and mentally handicapped youngsters and adults One of them, Joe King, trains new employiees. Kaufman says the key and giving sensitivity training to co-workers. In a program called McMas- to his success with the disabled is "to try not to treat them differently." ters, older people, usually retirees, are hired to work alongside young crew McDonald's has used Braille and its own kind of sign language as aids for im- members to give the workplace a sense of family and to set an example of paired employees. At McDonald's Oak Brook headquarters, staff workers are caring, courtesy and responsibility. sought from specialized schools, such as Gallaudet University and the Roches- In conjunction with the vocational-rehabilitation services of several ter Institute for Technology, which has an educational center for the deaf. states, nearly 7,000 disabled and handicapped people have been trained to Senior vice president Robert H. Beavers Jr., who gave up plans to function as full McDonald's employees by job coaches drawn from within become an electrical engineer 19 years ago to stay with McDonald's, says the company. Before these less fortunate employees take their places, com- the company's socially minded business practices have made the company pany trainers often put young able-bodied workers in blindfolds, gloves or stronger: "Our energy level and our understanding of the market today are dark glasses to demonstrate the kind of handicaps their new colleagues have much better because of the cultural diversity we have." He points out that in to deal with in doing the same jobs. the inner city, where he grew up, they say, "If you talk the talk, you better At Pat Newbury's McDonald's restaurant in Renton, Wash., some walk the walk." young employees earn an hour's pay not for flipping burgers but for studying In Los Angeles, they talked and they walked – and they didn't burn. an hour before their work shift begins. In a Chicago-area restaurant, Hispanic So Rensi and his team intend to keep on keeping on. After all, it's only good teenagers are being tutored in English. In Tulsa, a McDonald's crew is study- business. ing algebra after work. At a Honolulu restaurant, student workers get an extra hour's pay to study for an hour after closing. In Colorado, Virginia and Mas- The stapes of work on the article sachusetts there are Stay in School programs offering bonus money for em- AMERICA'S HAMBURGER HELPER ployees who receive good grades. Reading-improvement classes frequently Preview. take place at restaurants in Kansas and New Jersey. Fast-food restaurants have become very popular in the United States. Despite the initial skepticism of educators, McDonald's programs have managed to allay the fears of many that work and school could not One of the oldest and best-known fast-food chains is McDonald's. 49 50
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