Human Resource Management at Nando’s

3209 words (13 pages) Essay in Management

30/05/17 Management Reference this

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1- Introduction:


Many factors affect the organization and its growth. Every organization needs to focus on developing strategies and explore opportunities to grow according to the demand of the business environment. Human Resource Management at the core of organizational function toward succeeding to this environmental is therefore critical. Human Resource Organization is defined as strategic approach to the management of an organisation’s most preferable assets is the people. One company that understands the value of HRM is Nando’s, a Mozambiquan/Portuguese-themed restaurant chain that originated from South Africa.

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After the name of his son of Fernando Duarte who is a Portuguese living in South Africa and together with his friend named Robert Brozin, the first Nando’s restaurant was incorporated in Rosettenville in 1987. Duarte and Brozin bought a restaurant called Chickenland which was later changed to Nando’s to reflect the fusion of Portuguese and Mozambiquan cuisine. Nando’s start work in the UK from 1992 in Ealing. Nando’s is now specialises in chicken dishes with either lemon and herb, medium, hot or extra hot peri-peri marinades. Nando’s is the most famous for its peri-peri chicken that Nandocas prepared. Nandoca refers to the person who works for Nando’s.

At Nando’s, the belief is the people, that is, the Nandocas, are the ones who make the difference. HR Director of Nando’s Julia Rosamond has this to say: “people want to value the organisation they work for and be valued in return.” In this report, the HRM activities of Nando’s as well as its planning and development methods andperformance will be discussed. Nandoca/nandocas will be used to pertain to the people in the entirety of the discussion.

Our Mission:

Nando’s is an organization, which is dedicated to professional management of both people and property. They are committed to each other through mutual respect and support. We realize the importance of individual growth in order to strength on the whole. They invest in the development of the individual through training, education and reward system.

Nando is committed to serve our owners, our residents, agencies and each other with integrity, fairness and honesty. Nando’s strive to combine accuracy and reliability with accountability.

2- HRM Strategies of Nando’s:

Nando’s main objective is to fight for client ‘share of stomach’ and establish fast-food outlets with their own lifestyle. Nando’s aim is not just to earn profit and to open another chain of restaurants. Instead, the founder’s vision is to make each Nando’s restaurant to be individual and to reflect the characteristics with its own location.

Nando’s, is the conduct of the organisation has its five core values such as pride, passion, courage, integrity and a sense of family. The fifth core value is especially intended to facilitate the delivery of the Nando’s experience to the customers. In Human Resource, it is the department’s duty to ensure that Nandocas are happy, engaged and satisfied as they expand their careers with Nando’s. Apparently, there are specific Human Resource activities implemented which generally include recruiting, training and rewarding.

A) – Recruitment and selection at Nando’s:

Organisations may recruit employees internally and externally as they feel better, through a suitable pool of applicants speedily. The selection processes of the organisation should be technically sound and legal. All over the UK, Nando’s is opening as many as 30 restaurants each year which means ongoing recruitment of Nando’s. There is balance between internal and external recruitment, Nando’s Human Resource is accountable for looking of Nandocas that is capable of becoming Patrao. Patrao is internally known as the Manager, Managing Director and/or General Manager. It should be in mind that the Nando’s craze enhance the growth of the brand, future management opportunities are provided. Details about Nandocas are filed for future reference.

Nando’s Human Resource always encourages applicants to contact local administration team. Positions become available at Central Support Level (Head Office) and in the restaurants exclusively for cashier and griller positions. Further, the organization website also serves as a conscription tool which is career opportunities page is one of the fundamental elements of this site. Current positions are available in different areas of the UK as well as the ‘how to apply’ procedures. To achieving goals there is company ahead there, Nando’s prioritises are to look after the local people for their recruitment purposes.

Nando’s, have their partners with the Worldwide Online Recruitment Resource and other online job searching in other sections of the companies such as to fill vacant positions that are not instantly available internally. Only permanent and full-time positions are available on the site of the company. Once hired, they become the crew member of Nandocas.

The most important and legal aspect, Nando’s is committed to its equal opportunities policy. As compare to, the organisation recognises the assortment in people, philosophy and object. Nando’s Human Resource, in addition, ensures about the information of available positions is scattered as extensively, so that it can get to all sections of the community. As the preference for any group of applicants is strongly recommend, recruitment decisions that Nando’s Human Resource department make it easy on the basis of fair criteria.

B) – Training and development at Nando’s:

Today the applicants are looking for the chance to progress or simply employment development. Employers, on the other hand orientation of applicants by providing training and development. Nando’s understands that Nandocas must be trained to focus on the organizations goals and to develop them to ready for possible future jobs. The resource-based HRM model gives way on the possibility of work-related learning and the mobilisation of employee through learning strategies. Function of HRM is central on the appearance of better educated workforces and individual expectations.

Career development programme guides Nando’s Human Resource department to allow the both Nandocas and Nandoca trainees to search out their true potential. Nando’s invests a large amount on people and training that is why trainings are successful and produce a well manner Nandocas. Working with the Learning and Development (L&D) department, learning & development process of the employees is customized with each individual’s requirements. There is the tenure of three months of working as a Nandoca trainee is devoted to learn the necessary skills and management skills required to be a successful Nandocas. Trainees are mostly supported and coached by Nando’s Legends as well as other Nandocas working at the L&D department.

After the completion of three month-long training, trainees are invited to a Self Development Workshop wherein the Nandocas or the trainee will prepare a development plan for the coming years. Succeeding trainings will depend on the position that the Nandoca or Nandoca trainee is currently he is best fit. Nando’s boasts for its awarded training programs such as Coaching Programs, Train the Trainer and Working in Management Teams.

C) – Rewards at Nando’s:

Constant competitive advantage model of HRM claims that the organisation shall seek the betterment of internal and definite processes, procedures and systems which expected at consolidating competencies, constant education, talented performance at individual and group levels and balance monetary and non-monetary reward systems (Bratton, 2001). Dealing with reward issues will be unique on the basis of structural consideration. In a firm, there is compensation aim at establishing and maintaining a competent loyal workforce at an affordable cost.

At Nando’s, Nandocas experience both direct and indirect compensations. Basic salary is based on the experience and quarter and annual bonus are also provided. Aside from free staff meals per shift, Nandocas are offered with 20% staff discount card. Along with the 28-day paid holidays, there is a long service pay reward wherein a Nandoca will receive an extra four weeks which has to be taken all at once after every five years.

Nandocas, moreover, also enjoy area drinks evenings quarterly that include a themed Christmas party at the last quarter. Restaurants are closing early during Decembers for Nandocas to enjoy festivities and celebrate before the customers. Annual family fun day are also available with all the members of the family.

The persons who are working in management positions are given the opportunity to attend annual conference as well. After 18 months of being successful as a Patrao, they will be entitled to join partnership scheme provided and KPIs are met and Nando’s values are lived. When Patrao becomes a partner, they are benefited to input key decions and a financial reward for being key stake holder at Nando’s.

3- Human Resource Planning & Development at Nando’s:

Strategic management of human resources focuses on planning for the people as well as for the whole company or firm. HR plans involve the global market place and the future of an organisation. Planning begins with the guarantee that the right number of individuals is properly placed at the proper position . Pride, Hughes and Kapoor maintain that human resource planning is the progress of strategies for corresponding the size and skills of the workforce to organisational needs.

In nando’s, ensuring that the right people on the right job at the right time encompasses three processes that include strategic plan forecasting of personal requirements. Skills inventory to analyse personal supply system to match personal requirements with the supply.

Strategic planning of Nando’s is often built on ongoing roll-out of stores hence rapid growth programme. Such a programme requires that there is a need for Nando’s to build leadership and allocation competencies fast. There are challenges to including the risks of losing the five core values as well as professional issues that preserve the Nando’s culture. Through the HR team, human resources demand are forecasted based on the numbers of stores to be rolled-out and in what specific places of the UK. Personnel requirements are aligned with projected sales revenue of that particular Nando’s store. As such, if there is 15% increase in sales volume is projected, there will be also a 15% increase in personnel requirements.

Human resources management, on the other hand, takes into account both the present workforce and the changes that may occur within it. There are approximately 6,000 Nandocas in the UK with its 214 restaurants as of August 2009. The opening ratio of new resturants at the rate of 30 restaurants annually, there is a need for at least 840 new Nandocas for operational year. Agran (2006) noted that 20 to 24% of managerial positions are recruited internally hence 176 to 201 Nandocas will be promoted from within the organisation. Nando’s HR planners relied on analysing the existing workforce to determine who among the Nandocas will be able to perform the required tasks at hand.

A skills inventory is often being employed at Nando’s. Nando’s relies on the GROW model, this model was developed by former racing driver John Whitmore, to determine the necessary skills and competence needed to evaluate a Nandoca to other positions such as Managin Director and supervisors. GROW stands for Goal, Current Reality, Options and Will. Such a process aims at discovering the strengths and weaknesses of each Nandocas through one-on-one reviews so that trainings and courses to be taken up could fill the void. Also, Nando’s Human Resource Director Julia Claydon reviled that some of their rivals are resorting to poaching or larceny Nandocas to work for them since it devalues the integrity of any organisation.

A course of action for matching the required personnel with that of the supply, Nando’s employs the buddy system. There are two buddies on every restaurant who are in engage of training at that outlet. Politt (2006) relates that the buddy system has knowledge how to run, interactive and intresting training sessions for every restaurant staff. This system represents a stepping stone towards supervisory and management positions. As such, 80% of supervisors in Nando’s UK are products of this buddy system as it furthers talents that do not only put their talent in center the work in the restaurants but also being part of Nando’s growth.

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The ability to train people in professional way, personnel requirements effectively addressed and Nando’s will not experience oversupply of workers. It is in this sense that the processes are able to create a workforce that increase and lives the values of Nando’s at each area where Nando’s is situated. Growth is facilitated by the people they know and trust within the environment that is familiar with them – at each store. This is interlink with the goal of Nando’s which is the most popular features of each store. While employees learn the Nando’s culture that is already apply on all Nando’s worldwide, they were give you diversity of their own respective workforce by bringing new ideas, knowledge and inputs unique to Nando,s store.

4- Human Resource Performance of Nando’s:

Mostly organizations spent 30% of their revenue to allocate the employer compensation of that organization. While compensation expenditures are evaluate to determine their effectiveness, performance that is the basis of compensation should be also assessed. HR performance is not an exemption and also that of Nando’s. Basically, Nando’s is using a market leader strategy when it comes to compensating workers. Such a strategy enables the organisation to attract and retain workers with the required capabilities as well as to acquire the opportunity to increase the productivity of the workers.

The strategic role of the HR people is known as the key to success of Nando’s. The responsibility is that they have given to develop, implement and ensure that HRM strategies the business goals and delivers commercial objectives. The priority of HR people is to successfully provide a high quality HR service to business. The people related to HR dealt with the issues in a systematic way through the implementing group HR strategy at various level across the UK. All the works and responsibilities are vested on the HR people it would determine how their performance is being measured.

For staff 360-degree feedback and survey both are more comprehensive approach that the answers have been collected from the outcomes, and provides information for treatment, they lack objectivity and therefore the wrong idea of ​​magic. As Armstrong (2006) put it, and develop a strategy for managing organizational performance that the policies of human resources (HR) in the context of related efforts strait. This file serious accidents and behaviourally anchored rating scales (bars) a lot of human resources and performance evaluation will be objective, accurate, and it will be possible to implement them.

File critical incident refers to the method of evaluating the performance of the Director of the atoms down the performance of positive and negative attitudes of staff throughout the performance period. File is the form of documents that contain brief comments on the events mentioned in the life of the employee. Disadvantages are that it tends to be biased because of the nature of individual and depends on the competence of appraiser. For Nando’s and this requires a position higher than the human resources to conduct the people and documents. However, it should be this person also works closely with the people of human resources, which may be a challenge.

In addition, once the power is more than one event, accurate and objective. Bars under the microscope because it is justified as being effective performance data that many of the staff and human resources performance measurement that you specify. Maybe the best of the best human resources to do this kind of discrimination, while maintaining the staff and select specified. However, this work and the development of adequate human resources, quality standards, which described the best standards and quality will be selected based on the best treatment and can be defined as before.

5- Conclusion and Recommendation:

A comprehensive report on various human resources, especially given that Nando’s recruitment, training and development, compensation and performance evaluation of the main tasks such as human resources strategy implemented within the entire discussion. Nando’s is individual for each store and implementation, and the precise target of the five core values include. Primarily responsibility for such human resources management and the persons concerned to reflect the marked purpose. Meaning related to the spontaneity of the Department of Human Resources to work through the Nando’s culture of the people to grow.

Is, is just right for succession planning Nando’s and culture of the people with the five core values ​​of its strategic direction in alignment will occur, and be prepared. The purpose will be to Nando’s and quality of workforce and succession planning process audit skills to be a starting point and maintained. Skills necessary to understand the difference between skill and results accounting company has now, the goal of analysis and development needs, and the list of persons who are in need of development, and data and information that can be selected using the internal and animation for succession planning can be used for.

Procedures identify that career paths and succession planning and effective way is essential for. Determine the career paths of formal and informal for the development of education, training and work experience to assist him in action is the most advanced in maintaining enable someone to the list of activities can be defined. Formalised time career path to work with the most accurate description of how different leadership style associated with each other and experience. The organization of future activities that use the skills and experience, knowledge workers and increase the tracks should be increase. Nando’s will be objective and workforce and succession planning process, the starting point is the quality of the practice of audit and maintain.

6- Reference and Bibliography:

Agran, L 2006, ‘Nando’s spices up its leadership style,’ Personnel Today, retrieved on 2 February 2010, from

Armstrong, M 2006, A Handbook of Human Resource Management Practice, Kogan Page, Ltd, London, UK.

Braton, J 2001, ‘Strategic human resource management in J Bratton and J Gold,’ Human Resource Management, pp. 37-71.

Bohlander, G W & Snell, S 2009, Managing Human Resources, Cengage Learning.

Gratton, L 1999, Strategic Human Resource Management: Corporate Rhetoric and Human Reality, Oxford University Press, Oxford.

Guest, D E 1987, ‘Human Resource Management and Industrial Relations,’

Journal of Management Studies, vol. 24, pp. 503-505.

Mathis, R L & Jackson, J H 2007, Human Resource Management, 12th edn, Cengage Learning.

Pride, W M, Hughes, R J & Kapoor, J R 2008, Business, 9th edn, Cengage Learning.

Pycraft, M 2000, Operations Management, Pearson South Africa.

Taylor, S 2005, People resourcing, CIPD Publishing.

Thomas, D 2008, ‘Nando’s HR directors slams staff poachers,’ Cater Search online, retrieved on 2 February 2010, from

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