Day 150 - 07 Jul 95 - Page 09
1 Q. It may seem a very silly question to you, but why did you
2 care about the crew?
3 A. Because it would be impossible to operate any
4 restaurant without having people who want to work for you,
5 want to do a very good job and, to be honest, basic human
6 nature that I have got is that I perceive that people want
7 to do the best job they can.
8
9 Q. We have heard something about turnover in stores -- I do
10 not want to deal with that immediately now -- we have heard
11 something in the case about the turnover in McDonald's
12 stores. Obviously -- this, I would have said, is
13 uncontroversial on all sides -- there is turnover of staff?
14 A. Yes.
15
16 Q. People come and they go?
17 A. Yes.
18
19 Q. What have you found, not necessarily at Leicester but
20 generally where you have been in the managerial position,
21 to be the effect of turnover on your relationships with the
22 crew? By that I mean it might be said that as people come
23 and go, you do not really develop any relationship with
24 them over a long period, and so it might be said, well,
25 they are just faces to you, they are just names, they are
26 just numbers?
27 A. That is my point previously, was that in order to run
28 any successful business, in this case we are talking,
29 I guess, about a McDonald's restaurant, but the idea of
30 people having pride to work in the restaurants and, to be
31 honest, my personal pride in running a restaurant where
32 people want to work in and they are not just turning over.
33 If I run a restaurant with bad reputation for, not looking
34 after people, that is not in anyone's interests.
35
36 Q. The interaction with the crew, did that also involve some
37 socialising with them?
38 A. Absolutely. We would -- or I would, as a Restaurant
39 Manager, organise trips up to, I think we went to Alton
40 Towers, Christmas events, so that just as a bit of a "thank
41 you" as well for people's work and enthusiasm as well as
42 the Managers.
43
44 Q. We talked a little about the multi-racial aspects of
45 Leicester. Were there any particular problems caused by
46 that? Did you have any problems that you would say were
47 particularly related to that?
48 A. In running the restaurant?
49
50 Q. Yes, in running the restaurant.
51 A. None that spring to mind that make Leicester stand out
52 any different from the other restaurants that I have worked
53 in.
54
55 Q. So how long did you stay -- you may have said this -- as
56 Store Manager of Leicester?
57 A. I think it was about 14 months. March 86, I got
58 promoted to Supervisor.
59
60 Q. Was that Area Supervisor?
