Sodexo is an international facilities management company founded in France in 1966 that offers catering, on-site services, benefits and personal services. It is guided by core values of team spirit, service spirit, transparency, business integrity, loyalty and respect for people. The document discusses Sodexo's staffing requirements and recruitment process, including determining vacancies, options for filling vacancies, and candidate sourcing methods. It also addresses performance management, supporting staff welfare, employment law, and benefits and pay structures.

1. Leading and Managing People
202 MAN
Sodexo Catering and Service Company

2. 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

3. Identifying Sodexo’s staffing
requirements

4. Resource planning in
organisations
Determining 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

5. Job design and
descriptions
Universalist 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

6. Recruitment and selection
strategy

7. 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 specification
List key competencies and
attributes required
Coventry 1:3,10. 2016

8. Selection methods
The 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

9. Key elements of employment law

10. 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

11. Employment relations
and health and safety
Organisational 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)

12. 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 payfor equalwork
Minimum
wage
Right to not
haveunauthoriseddeduction of
pay
Non-discrimination
on sex, race, colour,
religion
W
orking
tim
e
regulations
Basic healthand safety
rights
Nine
monthsmaternity
leave
Part-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

13. Performance Management Plan

14. 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
monitoring
Ongoing
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

15. Supporting and promoting staff
welfare

16. 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

17. 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

18. References

19. 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

20. 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%20di
sadvantages%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

21. 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]
Sodexo, 2016. Our vacancies. [online] Available at: <http://www.sodexojobs.co.uk/> [Accessed 21 October 2016]
Sodexo, nd. Performance reporting and knowledge management. [online] Available at: <uk.sodexo.com/home/services/on-site-services/corporate/performance-reporting.html> [Accessed 22 October 2016]
Sodexo, nd. Why choose us. [online] Available at: <http://www.sodexousa.com/home/careers-usa/why-choose-us/culture.html> [Accessed 23 October 2016]
Sodexo, nd. About us. [online] Available at: <http://uk.sodexo.com/home/about-us/who-we-are.html> [Accessed 15 October 2016]
Sodexo, nd. Fundamentals. [online] Available at: <http://www.sodexo.com/home/group/fundamentals/our-ethical-principals.html> [Accessed 21 October 2016]
Stanton N. A, nd. Hierarchical Task Analysis: Developments, Applications and Extensions [pdf] Available at:
<http://v-scheiner.brunel.ac.uk/bitstream/2438/1733/1/Hierarchical_Task_Analysis_Developments_Applications_and_Extensions_Stanton(postprint).pdf> [Accessed 16 October 2016]
The Caterer, 2005. Preventing Accidents. [online] Available at: <https://www.thecaterer.com/articles/201188/preventing-accidents> [Accessed 20 October 2016]
UC Berkeley, 2016. Performance management phase 1: planning. [online] Available at: <http://hr.berkeley.edu/performance/performance-management/cycle/planning> [Accessed 22 October 2016]

22. Appendix

23. 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
yes
yes
yes