Leading and Managing People 202 MANSodexo Catering and Service Company

Who is Sodexo?

● Founded in 1966 by Pierre Bellon in Marseilles France

● Offers catering, on-site services, benefits and rewards and personal and home services

Strengthened by shared values which are:

● Team spirit● Service spirit● Spirit of progress and guided by

ethical principles● Loyalty, respect for people,

transparency, business integrity.

Sodexo, nd, Sodexo, 2015

Identifying Sodexo’s staffing requirements

Resource planning in organisationsDetermining vacancies:

● What are the organisational goals and strategy?

● Is there a vacancy?● Is it affecting production or service?

Options for filling vacancies:

● Build or buy● Is there another method for filling the

vacancy?

Recruiting questions to ask:

● Who does the organisation need need to fill the vacancy

Method Advantage Disadvantage

Questionnaire Wide geographical access, specific questions can be asked and referred to at a later date/interview

Structure of questions can be ambiguous or irrelevant. Does not let person embellish upon answer

Observation Information on ability of the task can be gathered by the person observing

Can make a person nervous therefore not demonstrating their ability

Self-report Makes the person more aware of works completed

Some information maybe omitted or biased

Hierarchical task analysis

A way of determining training requirements through breakdown of job

Components of job may not be evaluated or missed due to lack of experience and skill

Face to face Interviews

Can ask direct questions to ascertain extra information and can validate information, can capture nonverbal and verbal questions

Person can be nervous, costs in time and money may be lost, quality of data by interviewer and biases may result in poor data received

Critical incident technique

Way of collecting and analysing human activities and their significance in the role

Interpretation of data can be subjective

Work profiling system

Cheap to administer and can be done remotely

Time consuming and systems that need to be updated

Coventry 1:3,4. 2016, FQS, 2006 Stanton N.A, nd, Lipu, Williamson, Lloyd, 2007. Adapted from Searle 2004, Possible Job Analysis Techniques

The purpose of strategic HRM is to get people in the business to make things happen in a highly productive way, so that the business can prosper and the people can thrive

Job design and descriptionsUniversalist approach:

● One best way or fit of managing human resources

Fit or contingency approach:

● External/Vertical integration - suggests human resource strategy fits the business strategy

● Internal/horizontal integration - human resource policies and activities fit to create a coherent workforce

Resource based approach:

● Focused on value of human capital and its ability to adapt and learn promptly and efficiently

Possible Strategic Human Resource Management, Strategy and Theory for Sodexo

Strategy Employee role behaviour HRM policies

Innovation A relatively high level of cooperative behaviour and a moderate concern for quantity and a good degree of concern for the process and results

Jobs that require coordination among groups and individuals, that also allows people to develop skills that could be used in other areas

Quality enhancement

Jobs that have a relatively predictable pattern with some moderate amount of cooperative and individual behaviour

High levels of employee participation in some decisions which are relevant to their immediate work with continuous training and development included

Cost reduction Primary concerns for results in productivity, quality and service, low risk taking and high stability

Relatively fixed job descriptions and short term results orientated to appraisal

UK Commision for Employment and Skills (UKCES) as well as the Department for Business, Innovation and Skills predict increased employer demand for high level skills will continue to grow

Coventry 1:1,10, 2016, Coventry 1:1, 12 2016

Recruitment and selection strategy

Advertising

Job description and personnel specification

● Recruitment generally involves replacing employees either internally or externally by employing someone who has/can obtain the required skills for the job role and fulfill organisational strategy

Sourcing candidates

● How to find the correct pool of skilled people to fill a vacancy

● CIPD recruitment, retention and turnover

● Build or buy - internal or external candidate

● Geographical location needs to be taken into consideration

● Seasonal or permanent staff

Candidate sourcing Advantages Disadvantage

Job Centres Job centres have a national computer base that they can draw from

Applicants that are not currently working will be available therefore Sodexo will have a limited sample to choose from

Commercial employment agencies and recruitment consultancies.

Very little administration for Sodexo but may be able to fill a temporary position

Tend to only stay on for short bursts of time therefore candidate has cost Sodexo money and time

Management selection consultants

May gain the opportunity for Sodexo to gain an applicant anonymously

Can be costly to Sodexo and incumbent staff may feel excluded

Executive search consultants (head hunters)

Headhunters already have a bank of potential people that they already know they could send to Sodexo

Not cost effective and potential candidates outside of Sodexo location may be excluded from applying

Visiting universities May gain a choice of potential/future employees which can be moulded to the Sodexo’s organisational strategies and goals

Will take time and effort to train and may not make the final grade. Labour intensive and time consuming visiting the universities

Schools and career services Can give Sodexo a regular flow of labour for less skilled jobs

Only taps into a limited pool of potential employees

Adapted from: Torrington et al, Coventry 1:3.10, 2016

Head chef job description and personnel specification

Break the job down into component parts

Identify the key objectives of the job Job description

Personnel specificationList key competencies and attributes required

Coventry 1:3,10. 2016

Selection methodsThe classic trio

● Pilbeam and Corbridge criticise selection methods

● Thompson and McHugh also criticise selection methods as not having any scientific proof

● Chartered Institute of Personnel Development 2011 study shows the most common method of selection is interviews, with group exercises being on the least used by employers

Method Employer use

Competency based interviews 70%

Interviews following contents of CV/Application 63%

Structured interview (panel) 56%

Test for specific job related skills 49%

Telephone interview 43%

Literacy/numeracy test 38%

Personality/aptitude psychometric test 35%

Assessment centre 35%

Pre-application progression/eliminate questionnaire 25%

General ability test 23%

Group exercises (eg role-playing) 21%

Pre-interview referencing 9%

Coventry 1:3,7. 201, Pilbeam and Corbridge, 7.155, 2002, CIPD, 9.173, 2010

Key elements of employment law

Ethics

● Definition of ethics is: moral behaviour based on ideas about what is good and bad behaviour and decent human conduct. Often named as a code of conduct

● Ethical approaches and theory has come from the field of moral philosophy which works to equip us with ways of thinking on moral issues

Productive Flourishing, 2008, Coventry, 4:2.6, 2016, Sodexo, nd, CIPD, 2015, Armstrong M, 4.84, 2006

Aristotelianism Ethics of Care

Flourish - everyone seeks to flourish by living a good life

Virtue - which is a character trait to help a person to flourish, be spirited, witty and help others

Virtuous - by educating and habit characters can be trained to reinforce good habits and have knowledge to help others

Normative ethical theory - what makes actions right or wrong

● Emphasis on personal reasoning, feelings and intuition

● Interpersonal relations and social processes involving empathy, respect and care

● Paternalistic approach because those particularly vulnerable to choices and their outcomes deserve extra consideration

How this is demonstrated by Sodexo

Loyalty - is the cornerstone of Sodexo ● Shared with clients, employees and shareholders ● Honest , open relations

Respect for People - giving each person respect, dignity and consideration● Humanity● Providing equal opportunities● Improving quality of life

Transparency - to all stakeholders

Business Integrity - shares its beliefs and practices so everyone in Sodexo understands and shares its commitment and ethics

● Does not tolerate any practices that is not born of honesty, integrity and fairness● Rejects unfair practices and corruption

Employment relations and health and safetyOrganisational policies and procedures:

● Health and Safety at Work Act (HSWA, 1974)

● Control of Substances Hazardous to Health (COSHH, 2002)

● Food & Hygiene Certification● Allergies - catering must be aware of

and have training in allergies such as peanuts, dairy and gluten etc with all its stakeholders

● Hazardous equipment and maintenance - reviewed annually and faulty equipment repaired or disposed of

● First Aid Training - basic training should be given to all employees

● Risk assessments should be conducted before events and regularly in the organisation

HSE.GOV.UK, nd, The Caterer, 2005, Coventry, 3:2.7, 2016 Adapted from: HSE.GOV.UK, 2015

1.2 million working people suffering from a work-related illness

2,515 mesothelioma deaths due to past asbestos exposures (2014)

144 workers killed at work (2015/16)

76,000 other injuries to employees reported under RIDDOR

611,000 injuries occurred at work according to the Labour Force Survey

27.3 million working days lost due to work-related illness and workplace injury

£14.3 billion estimated cost of injuries and ill health from current working conditions (2013/14)

Generic law and regulation

Employment rights applying to employees:

● Employment laws have been under scrutiny since the EU Referendum and changes will occur but not for some time

● Contracts of employment are legal agreements between employers and employees

● Included should be: basic terms and conditions, confers obligations on both parties and access to various rights

ACAS (The Advisory, Conciliation and Arbitration Service):

● If a change needs to occur on a contract of employment the employer needs to clarify it in writing one month before

● Neither side can alter the terms and conditions without the agreement of the other

● Legal action will follow if the employer forces changes in the contract

Equal pay for equal work

Minimum wage

Right to not have unauthorised deduction of pay

Non-discrimination

on sex, race, colour, religion

Working time

regulations

Basic health and safety rights

Nine months maternity leavePart-time workers’

regulations

Time off to care for

dependants

Data protection

rights

Adapted from: Coventry 5:1.7, 2016

Employment rights applying to all workers

Coventry 5:1.7, 2016, CIPD 2016, BIS, 2016

Performance Management Plan

Performance management - practices and trends

● Identify who and what is needed to fulfill the role and organisational strategy

● Develop and build on the skills of the workforce

● Deploy the correct people in the correct place at the right time

● Engage and ensure the right environment so as the employee can flourish. If not then train, support and review and give employees a ‘voice’ which demonstrates a high involvement

Setting objectives:

● Objectives of individuals may be set jointly by their team and manager

● Objectives can be outcome or task oriented

● Targets can be set using the SMART criteria ‘Specific, Measurable, Achievable, Relevant, Time-Bound’

● Objectives should match with the company’s HRM policy

1Definition of

business role:Job Description

Objectives of department

2Planning

performance:Individual objectives

Development plans

Board Level

3Formal

assessment and review

Annual assessment Linked to pay

4Delivering and

monitoringOngoing manager support

Ongoing review

Functional Level

Department Level

Team Level

Individual Level

Direction of objectives cascading down the organisation

Direction of feedback going up the organisation in the process of agreeing objectives

Adapted from Coventry, 2:3.6, 2016McGrath & Bates, 2013, Coventry 2:3, 1

Supporting and promoting staff welfare

Psychological contracts

Behavioural competencies:

● Competency frameworks can be defined, allowing HR teams to select, reward and monitor employees

Partnership agreements and disputes:

● Torrington believes procedures apply logic to common sense and understanding, though few managers like to invest time to get them right

Employee voice:

● ‘Employee voice’ allows employees to influence company policies (similar to kaizen - letting employees decide what they need to aid performance)

Torrington’s procedural checklist: example for sub-standard preparation of food

What are the objectives? To improve the quality of food

Are there satisfactory methods and procedures in place for the

problem?

No

What are the starting and finishing points of the procedure?

Start immediately, and finish once customer satisfaction has improved to a specified level

What are the interim steps? 10 week training programme for staff and questionnaire for customers

Pilot the procedure in circumstances that are as realistic

as possible

Get the staff to make food, and get internal employees to appraise their skills

Modify the procedure in light of the pilot and retest

Extend/shorten areas of the training programme

Implement and monitor for effectiveness

Invite external stakeholders to evaluate the food quality (and monitor)

Coventry, 5:1.4, 2016, CIPD, 2016 Adapted from: Coventry 5:1.4, 2016

Benefits and pay

History of pay structures:

● Early trends of pay were based on performance and related to output

● Graded pay and performance ladders were the norm

● Movement away from aggressive pay structures through appraisal systems is now in vogue

Pay structures are designed to:

● Incentivise, reward employees and promote desired employee behaviours

Applied to Sodexo:

● Skills based, performance based or incentive based pay

Categories of rewards

Relational Communal

Relational● Learning and development● Training - (L & D At Site & L & D

Online)● Career development - (Focus on

5)

Communal● Leadership● Organisational values● Voice● Recognition - (Rewarding You)● Achievement● Job design● Work-life balance - (Sodexo

Wellbeing Zone)

Individual Transactional

Individual● Base pay - (yes)● Contingent pay● Bonuses● Incentives● Shares - Reward Hub● Profit sharing

Transactional● Pensions - (WorkSave Pension &

COTA WorkSave Pension)● Holidays - (25 days per annum)● Healthcare - (Health Insurance)● Other perks - (Travel Club)

(Sodexo Discounts) (Legal Access)

● Flexibility

Coventry 4:1,3, 2016, Coventry, 3:3.8, 2016, Sodexo, 2014, Sodexo, 2016 Adapted from: Coventry 3:3.8, 2016, Sodexo, 2014

NB: Blue text represents what Sodexo offers its employees with regards to rewards

References

References 1

Adapted from: Torrington et al Coventry 1:3.10, 2016. Managing the recruitment and selection process

Armstrong M, 25.394, 2006. Human Resource Management Practice, 10th Ed. London:Kogan

Armstrong M, 27.416, 2006. Human Resource Management Practice, 10th Ed. London:Kogan

Armstrong, M, 4.84, 2006. Human Resource Management Practice, 10th Ed. London:Kogan

Armstrong, M, 6.359, 2006. Human Resource Management Practice, 10th Ed. London:Kogan

BIS, 2016. BIS research paper number 290. [pdf] Available at: <https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/522366/bis-16-226-zero-employees-report.pdf> [Accessed 23 October 2016]

CIPD, 2015. Code of professional conduct. [pdf] Available at: <https://www.cipd.co.uk/binaries/code-of-professional-conduct_july-2015.pdf> [Accessed 21 October 2016 ]

CIPD, 2015.Talent management: An overview. [online] Available at: <http://www.cipd.co.uk/hr-resources/factsheets/talent-management-overview.aspx> [Accessed 21 October 2016]

CIPD, 2016. Employee voice factsheet. [online] Available at: <http://www.cipd.co.uk/hr-resources/factsheets/employee-voice.aspx> [Accessed 22 October 2016]

CIPD, 2016. Employee voice. [online] Available at: <http://www.cipd.co.uk/hr-resources/factsheets/employee-voice.aspx> [Accessed 23 October 2016]

CIPD, 2016. What will Brexit mean for UK employment law? [online] Available at: <http://www.cipd.co.uk/community/blogs/b/policy_at_work/archive/2016/06/28/what-will-brexit-mean-for-uk-employment-law> [Accessed 23 October 2016]

CIPD, 9.173, 2010. Leading, managing and developing people. [pdf] Available at: <http://www.cipd.co.uk/NR/rdonlyres/01F95685-76C9-4C96-B291-3D5CD4DE1BE5/0/9781843982579_sc.pdf> [Accessed 21 October 2016]

Coventry 1:3, 4. 2016. Organisational Recruitment

Coventry 1:3.10, 2016. Traditional methods of recruitment

Coventry 1:3.7, 2016. Managing the recruitment and selection process

Coventry 2:1.9, 2016. Training and development in organisations

Coventry 5:1.4, 2016. Partnership Agreements

References 2

Coventry, 1:1.10, 2016. Strategic human resource management, strategy and theory

Coventry, 1:3.5, 2016. Approaches to recruitment

Coventry, 2:3.1, 2016. Introduction

Coventry, 2:3.6, 2016. Stages of typical PMS

Coventry, 3:2.7, 2016. Health and safety

Coventry, 3:3. 8, 2016. Pay and reward

Coventry, 4:1.3, 2016. What are incentive payments?

Coventry, 4:2, 6. 2016. Ethics

Coventry, 5:1.4, 2016. Partnership agreements

Coventry, 5:1.7, 2016. Employment law

FQS, 2006. Qualitative social research. [online] Available at: <http://www.qualitative-research.net/index.php/fqs/article/view/175/392> [Accessed 16 October 2016]

HSE.GOV.UK, 2015. Health and safety statistics. [online] Available at: <http://www.hse.gov.uk/statistics/> [Accessed 20 October 2016]

HSE.GOV.UK, nd. Catering and hospitality.[online] Available at: <http://www.hse.gov.uk/catering/faqs.htm#t3> [Accessed 20 October 2016]

HSE.GOV.UK, nd. Control of Substances Hazardous to Health, COSHH. [online] Available at: <http://www.hse.gov.uk/coshh/> [Accessed 20 October 2016]

Lipu, S. Williamson, K. Lloyd, A. 2007.Exploring methods in information literacy research. [online] Available at: <https://books.google.co.uk/books?hl=en&lr=&id=XbikAgAAQBAJ&oi=fnd&pg=PA49&dq=advantages+and+disadvantages+of+critical+incident+technique&ots=CIqaPScFBN&sig=NDkjsdBCqVSdGeNa8EWI8UwC0v4#v=onepage&q=advantages%20and%20disadvantages%20of%20critical%20incident%20technique&f=false> [Accessed 16 October 2016]

McGrath J & Bates B. 4.99, 2013. The little book of big management theories and how to use them. Harlow:Pearson

Pilbeam & Corbridge, 7.155, 2002. People resourcing, HRM in Practice. Harlow:Pearson

References 3

Productive Flourishing, 2008. The 3 key ideas from Aristotle that will help you flourish. [online] Available at: <http://www.productiveflourishing.com/aristotle-the-good-life-and-gtd/> [Accessed 21 October 2016]

Sodexo, 2014. Learning and development.[online] Available at: <www.sodexoremotesites.com/hr/learning-development.php> [Accessed 22 October 2016]

Sodexo, 2014. Rewarding - Your benefits. [online] Available at: <www.sodexoremotesites.com/your-benefits/> [Accessed 22 October 2016]

Sodexo, 2015. Engage. [pdf] Available at: <http://in.sodexo.com/files/live/sites/sdxcom-in/files/050C_Country.com_India_(English)/Building_Blocks/LOCAL/Multimedia/PDF/SodexoEngage-Dec_15_-Issue_6.pdf> [Accessed 23 October 2016]

Sodexo, 2015. Identity and key figures. [online] Available at: Sodexo, <http://uk.sodexo.com/home/about-us/sodexo-group.html> [Accessed 13 October 2016]

Sodexo, 2016. Going for gold: Incentives and motivation. [online] Available at: <uk.benefits-rewards.sodexo.com/news/incentives> [Accessed 22 October 2016]

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Appendix

Process diagram for strategic HRM

Is a new position

required?

Recruit a new

person

Consider job analysis and description

Employ new

staff?

Move an internal employee to the vacant position

Employ temporary

staff Select a candidate and

start employment

Conduct a selection process

Advertise job internally/externally

Induction process begins

Undertake training analysis

Set goals and expectations for

performance

Review rewards and strategies

Plan and start training

Give appraisal on performance

Observe performance

Evaluate whether training and

learning has taken place

Skills achieved?

no

no

Is training needed?

nono

yesyes

yes