HRM Strategies and Leadership Approaches at Nando's: A Detailed Report

This report provides a comprehensive analysis of Nando's human resource management (HRM) strategies and leadership approaches. It examines the application of the Guest Model and Warwick Model, highlighting key HRM practices such as recruitment, training, and compensation. The report delves into Nando's procedures for recruitment, development training, and salary structures, critically analyzing their effectiveness and impact on employee satisfaction and performance. It also explores the use of 360-degree feedback and surveys for continuous improvement. The analysis includes an overview of the organization's HRM outcomes, behavioral outcomes, performance outcomes and financial aspects. Overall, the report assesses the strengths and weaknesses of Nando's HRM strategies and their implications for the company's success in managing human capital and fostering effective leadership.

MANAGING HUMAN
CAPITAL AND
LEADERSHIP

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
HR models and approaches of Nando’s for managing human resources....................................1
REFERENCES................................................................................................................................4

INTRODUCTION
TASK 1
HR models and approaches of Nando’s for managing human resources
Nando's is the eating house and has specialized in Poulet dishes which are offered with herbs
and lemons medium, hot or excess hot peri-peri marinades. The eating house uses various
Human resource management approach in order mange internal functioning as the motive of the
firm is to be the one service best food and best beverage services. The organisation implements
the use Guest Model of HRM. The model is used by the enterprise as it offers systematic
functioning of Human resource functions which are as follows:
 HRM practices: It comprises the policies and practices for training, development and
recruitment. These practices of HR assist the management in delivering safe working
environment to employees as it involves, labour laws, employment laws, working hours,
minimum wage standard etc.
 HRM Outcomes: With the help of this the firm is able to provide the sense of
commitment to its employees regarding job satisfaction. Further, HRM outcomes assist
the professional in providing flexible working environment to workers which aims at
protecting the interest of staff members.
 Behavioural Outcomes: It is focused on developing understanding with employee which
is done by Nando's by cooperating with workers by providing them rewards and benefits
to boost their morale. Understanding the behaviours and attitudes of employees is the best
strategy which assist the eating house in increasing workers working efficiency
(Saridakis, Lai and Cooper, 2017).
 Performance outcomes: The ultimate responsibility of HR professional in Eating house
is to seek for innovation productivity and quality (Bamber and et.al., 2017). In order to
manage productivity and innovation the management of Nando's is focused on recruiting,
and training of staff members regularly. The performance of Nando's demonstrate that it
spent 30 percent of gross on employer compensation.
 Finance: The HR professional of eating house is responsible for maintaining the
appropriate record of profits, revenue and investment. It is the m foremost duty of the
management to manage the flow of funds in order to conduct smooth flow of business
operations.
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Apart from this the functions of HR professional of eating house are partially related to
Warwick model of human resource management which represents inner and outer context of HR
practices, HRM content and the business strategies used by the firm to improve the working
efficiency of employees (Models of Human resource management, 2015). The Warwick model
of HRM is as follows:
 Outer context: In this the policies and practices of HR professional get influence with
changes in political, social, economic and legal factors which are related to external
environment of business. This comprise changes in employment law, recruitment and
training legislation etc. The Eating house is focused on evaluating and implementing all
the changes on time in order to avoid the chances of employee’s dissatisfaction.
 Inner Context: The inner function of HR professional of Nando's are focused on
effectiveness of organisational culture structure, leadership, task and output. In this
management of eating house in focused on discovering and improving the inner strength
and working efficiency of workers by delivering staff a healthy and safe work
environment.
It is important for a company to opt for the strategies that can ultimately help in managing
the resources in effective manner. Hence, to perform this function appropriately, there are
various approaches that are used by Nando’s in its day to day functioning. It ultimately results in
higher profits and sustainable business. Some of the approaches are:
 Recruitment procedures: Administration in Nando’s have choice that whether they
want to recruit people internally or externally. However, a balance between both the
categories is maintained by the personnel (Van Dierendonck and et.al., 2016). The
company have set up its worldwide online recruitment resource and appropriate
advertisement is done for vacancy so that right kind of talent can be attracted towards
the organization. Once the individual got hired for particular post, in that case, he / she
become a member of Nandocas.
 Development training: There are various types of training that is organized by the
management of Nando’s. It includes, long term training, orientation, product training,
skill training, on the job training, off the job training, self-learning, management
development training and specific competence training. It is considered to be one of the
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most important approach used by Nando so as to maintain a set benchmark of
delivering services to the stakeholders. Career development program is also organized
by Nando’s so that adequate amount of opportunities can be give to the employees to
enhance their existing knowledge and reach to next level of their job.
 Salaries and Wages: Nando’s normally positions its wages as per the wages being
offered by its rival companies. Employees are considered to have a significant space
yet they add up to the operating cost of the organization as well. Hence, in that case,
the overall costing helps in mapping that what portion of profits will be used by the
management for extending rewards, benefits, preparation cost, training and
development cost etc. Nandocas also gives 20% price reduction card and 28 days of
paid vacations to its employees. Critically analysing the fact, some employees are not
satisfied by its compensation policy (Chiang, Lemański and Birtch, 2017). In that case,
giving appropriate benefits to the employees and understanding their requirements can
help in better ratio of employee retention for longer duration.
 360-degree feedback and survey procedure: feedbacks are collected from employees
and customers so that continuous improvements in its offerings can be made by
Nando’s. It also helps in receiving variety of suggestions from them so that relevant
changes can be made in business models. Further, survey is considered to be an
effective procedure at Nando’s it is easy to analyse the loopholes and take appropriate
actions for the same (Buller and McEvoy, 2016).
Hence, in that scenario it can be assessed that the approaches of human resource
management followed by Nando’s is effective enough. However, there are certain loopholes in
its compensation plan which can be mitigate through effective planning.
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REFERENCES
Books and journals
Bamber, G. J. and et.al., 2017. HRM and workplace innovations: formulating research questions.
Personnel Review. 46(7). pp.1216-1227.
Buller, P. F. and McEvoy, G. M., 2016. A model for implementing a sustainability strategy
through HRM practices. Business and Society Review. 121(4). pp.465-495.
Chiang, F. F., Lemański, M. K. and Birtch, T. A., 2017. The transfer and diffusion of HRM
practices within MNCs: lessons learned and future research directions. The International
Journal of Human Resource Management. 28(1). pp.234-258.
Saridakis, G., Lai, Y. and Cooper, C. L., 2017. Exploring the relationship between HRM and
firm performance: A meta-analysis of longitudinal studies. Human Resource
Management Review. 27(1). pp.87-96.
Van Dierendonck, D. and et.al., 2016. Linking HRM Practices and Institutional Setting to
Collective Turnover: An Empirical Exploration. Administrative Sciences. 6(4). p.18.
Online
Models of Human resource management. 2015. [ONLINE]. Available through:
<http://nehaspeakshr.blogspot.in/2015/07/models-of-human-resource-
management_30.html>.
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