For millions across the world, McDonald’s is synonymous with a first job. The fast-food giant has long been an entry point into the workforce for students, early jobseekers and those testing their first steps in employment. But in India, that role has taken on an added dimension: McDonald’s is not only a launchpad but also a long-term career destination.
At the centre of this philosophy is Smita Jatia, Vice Chairperson of Westlife Foodworld, which operates McDonald’s restaurants in West and South India. Jatia has seen the brand evolve from a foreign entrant to a domestic benchmark, and she argues that its true strength lies not in the speed of service but in the depth of careers it creates.
“Our ethos revolves around fostering a culture of respect and recognition, shaping lasting careers, and igniting dreams into reality,” she told People Matters. “McDonald’s is not just a workplace, but a family where employees find a sense of belonging.”
Culture as strategy
McDonald’s India’s people philosophy is built on values the company calls “serve, inclusion, integrity, community, and family.” For Jatia, these are not abstract ideals but operational anchors that translate into decisions on hiring, training and leadership.
“From the beginning, we believed in stepping outside our comfort zones, knowing that real growth happens when you challenge convention and adapt quickly,” she said. That meant building agility into the organisation and empowering frontline teams to take ownership.
In practice, this has shaped both culture and performance. McDonald’s India has consistently invested in transparent decision-making, flexible work structures and continuous learning opportunities. Leadership, Jatia added, is seen less as a title and more as behaviour: “It’s the behaviours our people show even without supervision that set McDonald’s India apart.”
One of the challenges for a company that hires thousands of entry-level employees every year is distinguishing between those who will do the job and those who could one day lead. For McDonald’s, that process starts early and relies heavily on observation.
“We believe leadership potential is discovered not just in titles or experience, but in attitude and initiative on the floor,” Jatia said. “Many join McDonald’s for their first job, so we focus on spotting those who are proactive, eager to learn, and demonstrate responsibility even in small tasks.”
That philosophy is supported by structured training and mentorship. Employees rotate across functions, take on cross-department projects, and receive continuous feedback. Critically, Jatia stressed, they are given responsibilities that test them before they are formally “ready.” This approach, she argued, prepares them for leadership by pushing them beyond narrow tasks.
Tackling the ‘broken rung’
In conversations about leadership pipelines, one phrase recurs: the “broken rung.” It refers to the moment when women and underrepresented groups fail to advance into first-line management roles, leaving them underrepresented at senior levels later.
McDonald’s India has sought to address this directly. Women now account for 34% of its workforce, and initiatives such as the all-women crew restaurant at Ekta Nagar in Gujarat have become proof points.
“These restaurants don’t just employ women, they upskill them and provide life skills, especially for those from underserved communities,” Jatia said. The approach combines job access with mentorship and deliberate action against bias. “We have always focused on removing gender tags from roles and tackling unconscious bias head-on.”
For Jatia, this is not just about equity but about strengthening the business: diverse teams, she argued, perform better and bring resilience to an industry defined by rapid change.
Many organisations treat training and development as HR functions. Jatia rejects that framing, insisting that career development must be central to corporate strategy.
“At McDonald’s India, we align development opportunities with our company’s goals,” she said. “I have always believed that if you want to move forward, make yourself redundant in your current role, so you and others can keep evolving.”
That mindset has translated into a participative, learning-driven environment where team members take on new roles as the business expands. “We are proud of building a culture where talent drives long-term success, not just short-term results,” Jatia added.
From the counter to the corner office
Some of the most powerful stories Jatia recalls are of crew members who began at the counter and rose to become Restaurant General Managers. Others have gone further.
“Our current Managing Director exemplifies this journey, beginning as a Management Trainee and now leading the organisation,” Jatia said. “It reinforces our belief that true leadership isn’t defined by titles or educational background, but by attitude, learning agility, and the courage to seize opportunities.”
Such stories are not positioned as anomalies but as evidence of a deliberate system that invests in “skills for life.” For McDonald’s, the ability to take someone from a first job to a leadership role is both a retention strategy and a cultural marker.
The McDonald’s model offers broader lessons for companies grappling with talent shortages, attrition and skills gaps. First, investing in structured induction and on-the-job training can convert entry-level hires into long-term assets. Second, building career pipelines that consciously address gender imbalance creates resilience. Third, aligning career development with business goals ensures that learning is not a cost centre but a growth lever.
As Jatia put it: “We aim not just to inspire but to cultivate visionary leaders who drive transformative change and leave a legacy.”