NANDO’S

EMPLOYEE TRAINING AND DEVELOPMENT

NANDO’S PAKISTAN

PRESENTED TO:

MR. MANZAR BASHIR

PRESENTED BY: Next Gen. Trainers

FAIZA KARAMAT 084232-007

QURAT-UL-AIN MEHMOOD 084232-014
ZUHOOR-UL-HASAN 091334-036
WAQAS SHIEKH 074132-125

PRESENTED ON:
17’MAY’2010

UNIVERSITY OF MANAGEMENT AND TECHNOLOGY

 NANDO’S

PREFACE:

As a part of the subject Employee Training and Development, we were required to present a term
project. The project required us to conduct inspection of the current HR scenario of any organization and
then give out complete analysis and recommendations.

We selected NANDO’S PAKISTAN as our organization for study. We have analyzed Nando’s
from the perspective of a Multinational organization and in Nando’s Pakistan we focused mainly on the
Employee training needs assessment, training transfer and training evaluations.

Next Gen Trainers

 NANDO’S

ACKNOWLEDGMENET:

We would first of all like to thank Allah Almighty for He bestowed upon us His blessings. Best
regards to our respected lecturer Mr. Manzar Bashir for allowing us this great opportunity which has
helped us learn a lot about the functions of an organization. We thank our parents for their love, support
and prayers who have guided us in every step of life.
 NANDO’S

Table of Contents
EXECUTIVE SUMMARY:............................................................................................................................ 1

INTRODUCTION:......................................................................................................................................... 2

HISTORY OF NANDO’S:............................................................................................................................. 2

THE YEAR 1508:..................................................................................................................................... 2

DISCOVERY OF PERI –PERI:................................................................................................................2

PERI-PERI FEVER SPREAD RAPIDLY:.................................................................................................3

NANDO’S BORN:..................................................................................................................................... 3

NANDO’S PROMISE:.............................................................................................................................. 3

NANDO’S WORLDWIDE:............................................................................................................................4

NANDO’S PAKISTAN:................................................................................................................................. 5

SWOT ANALYSIS OF NANDO’S:................................................................................................................5

STRENTHS:............................................................................................................................................. 5

WEAKNESSES:........................................................................................................................................ 6

OPPORTUNITIES:................................................................................................................................... 6

THREATS:............................................................................................................................................... 6

NANDO’S MANAGEMENT:........................................................................................................................6

NANDO’S HAS KEPT ITS ROOT CULTURE ALIVE:..............................................................................7

NANDO’S HR DEPARTMENT:...................................................................................................................8

RECRUITMENT AND SELECTION AT NANDO’S:................................................................................8

TRAINING AND DEVELOPMENT IN NANDO’S:.......................................................................................9

TNA ANALYSIS OF NANDO’S:.................................................................................................................10

NEED ASSESMENT:.................................................................................................................................10

METHODS OF TRAINING:.......................................................................................................................10

TRAINING BY GROUP DISCUSSION:..................................................................................................11

ON-THE-JOB TRAINING:.....................................................................................................................11
 NANDO’S

TRAININGS IN KARACHI:....................................................................................................................11

LECTURES:............................................................................................................................................ 11

IN-HOUSE TRAININGS:.......................................................................................................................12

TRANSFER OF TRAINING:......................................................................................................................12

LEARNING ORGANIZATION:..............................................................................................................12

NEAR TRANSFER:................................................................................................................................ 12

CLIMATE FOR TRANSFER:..................................................................................................................13

MANAGEMENT SUPPORT:..................................................................................................................13

NANDO’S HEALTH AWARENESS INITIATIVEAMONG EMPLOYEE:..............................................13

TRAINING EVALUATION:....................................................................................................................... 14

SUMMATIVE EVALUATION:...............................................................................................................14

EVALUATION IN TERMS OF SALES:..................................................................................................14

CUSTOMER COMMENT CARDS:.........................................................................................................14

CASUAL MEETINGS:............................................................................................................................ 15

COMPENSATION AT NANDO’S:..........................................................................................................15

OUR VISIT TO NANDO’S:.......................................................................................................................... 17

WRAPPING UP:.......................................................................................................................................... 17

CURRENT ISSUE FACING NANDO’S:.................................................................................................18

RECOMMENDATIONS:............................................................................................................................. 18

BARRIERS TO TRAINING AND DEVELOPMENT IN NANDO’S:.......................................................19

ANALYSIS:......................................................................................................................................... 19

REFERENCES:.......................................................................................................................................... 20

APPENDEX:............................................................................................................................................... 21
EXECUTIVE SUMMARY:

Nando’s first ever outlet opened in 1987 and as rapid as its famous flame the popularity spread
across the world. Since then it has been famous for its chicken and Peri-Peri sauces. The tongue
tantalizing story of deliciously grilled chicken in lemon and herb or Peri-Peri has become the hottest
story in Pakistan Nando’s has taken the country by storm since its arrival in 2001.

Nando’s is a place one can easily call a home away from home. The environment and them
warmth that the place and the Nandocas offer is nothing less than how a family treats its guests.
Nandocas (employees of Nando’s) seem to be lively and upfront to welcome and serve their customers.
Nando’s believes in trainings according needs and the special meetings with managers before every shift
is uniqueness in itself which has lead to its success.

Currently Nando’s is facing the problem of service on the part of employees. Nando’s
management desires quicker service and more motivation in its employees. Nando’s gives too much
training to its employees and we think that the trainings should be precise and about significant issues,
because too much training is exhausting employees. Employees feel the times management is hindering
their on the job service.
INTRODUCTION:

We have chosen Nando’s Pakistan for our project based upon the Employee Training and
Development. Nando’s is an International restaurant chain. We chose Nando’s because it is famous all
over the world for its quality employee trainings. Given the opportunity in the form of a final project we
wanted to study how Nando’s efficiently performs the human resource duties.

HISTORY OF NANDO’S:

THE YEAR 1508:

Back in the era of numerous discoveries bold Portuguese explorers braved the enormous seas to
find a spice route to the East. Who knew amongst all these explorers of the seas one crew will find
something which will for decades tantalize the taste buds of millions of people.
This ship’s expedition had been a long and tough. When it rounded the Cape of Good Hope
abroad decided to stop in the Southern African country known as Mozambique.
They established a port where passing ships of other explorers could stock up their supplies and
rest. In the rich fertile land, far from Europe; the Portuguese fell upon something much more valuable
than ever anticipated.

DISCOVERY OF PERI –PERI:

The Mozambique society was flourishing. Life there revolved around early evening feasts about
fire. Everyone united together to contribute to good food and their daring stories of the day! This is
where the famous story of the discovery of Peri Peri began.
It is said that a young spirited boy went exploring one day and returned late that night with the
African Bird’s Eye Chili. It had been shown to him by the African people who named it Pilli Pilli. The
Portuguese boy could not pronounce Pilli Pilli and introduced Chilies as Peri-Peri.
PERI-PERI FEVER SPREAD RAPIDLY:

The new found chilies Peri-Peri appeared to intensify everyone’s mood even more than was
usual. The Peri-Peri had secrets powers. The Portuguese had stumble onto something more precious than
the riches of the east. Here was a chili that, when mingled with flames and a spirit of Sharing embodies
the flavor of life.

NANDO’S BORN:

In 1987, time had not hindered the power of the Peri-Peri. What was about to happen would set
fire to the passion uniqueness around the world and change the history of Portuguese style chicken
forever. In Johannesburg, an authentic Portuguese flame grilled chicken restaurant called Chicken land
was discovered by two great friends, Robert and Fernando. The two friends were so much intrigued by
the taste that they took leap, quit their jobs and bought the Chicken land restaurant changing its name to
Nando’s. By the end of the year the first Nando’s restaurant was trading. The two friends would take the
best tasting chicken in the world, from the unassuming suburb of Rosette Ville, to the world.

NANDO’S PROMISE:

The Barceló’s Cockerel was chosen as Nando’s identifying

symbol because Robbie and Fernando, Like the Portuguese explorers
of former times, believed in faith, justice and good luck.
Today the Nando’s Barceló’s Cockerel can be found on 5
continents, delivering the Nando’s experience in different languages
varied cultures and surroundings.
NANDO’S WORLDWIDE:

As the Nando’s is fastest growing chain of restaurants, it is spreading far across the globe. On
average 30 branches of Nando’s are opening its doors to its much valued customers.

Australia
Bahrain
Bangladesh
Botswana
Canada
Cyprus
Fiji
India
Ireland
Kuwait
Lebanon
Lesotho
Malawi
Malaysia
Namibia
New Zealand
Nigeria
Pakistan
Qatar
South Africa
Swaziland
UAE
United Kingdom
USA
 Zimbabwe

NANDO’S PAKISTAN:

Our main focus is Nando’s Pakistan; Nando’s is currently operating in two of the biggest
cities of Pakistan, that is

Karachi
Lahore

Our study is based upon the Nando’s based in Lahore. Nando’s in Lahore is again at two most
famous areas, this is:

M.M ALAM
DHA

SWOT ANALYSIS OF NANDO’S:

Conducting the SWOT Analysis of Nando’s Pakistan, we
came to know the following prospects:

STRENTHS:
Unique concept
Tantalizing sauces
Famous recipes
Home like Ambience
Customizable orders are catered to.
Well trained Nandocas
Energetic Patraos.
WEAKNESSES:
Deals only in chicken
Costly
At this point of time only catering in two cities of Pakistan
Employees bored of excessive trainings.
Limited advertisement
Caters to high end consumers

OPPORTUNITIES:
Can extend its food offering to meat, beef and fish.
Should be opened in more cities of Pakistan.
Should cater to middle class families too
Advertize more to grab the market share.

THREATS:
Nando’s biggest threats are the bird flu like diseases which decrease the customer flow
dramatically.
Consumers switch quickly between brands and Nando’s might loose its customers because of
less variety in products.
Employee retention rate might increase because employees seemed exhausted by much training.

NANDO’S MANAGEMENT:

The company that understands the value of HRM is Nando’s, a Portuguese-themed restaurant
chain that originated from South Africa. Numerous factors affect the organization and its expected
growth. Organizations therefore need to centre their developing strategies and discover opportunities to
nurture according to the demands of the business milieu. Placing human resource management (HRM)
at the core of organizational functions toward succeeding to this new environment is therefore crucial.
HRM is simply defined as the strategic and rational approach to the management of an organisation’s
most esteemed assets - the people.
 Recently, Nando’s management has implemented a new training program called “NANDO’S
WORKING IN MANAGEMENT TEAMS”. The program has been of utmost success giving out the
following significant outcomes:

Employee turnover has decreased to less than 10 % for store managers.

90% internal promotions.
95% staff says they enjoy their jobs and feel supported by their management team.
Increased flexibility in teams.
Helped the business grow from 28 restaurants to 144 between 2001 and 2006.
Managers are taught how to efficiently evaluate their sub-ordinates.
The program has helped the promotion of Nando’s specific culture which results in open
communication and integrated teams.
Management supports the Nandocas future individually. The program amalgamates
different approaches so that each individual is catered to.
Managers are groomed to solve the problems in a systematic way.

NANDO’S HAS KEPT ITS ROOT CULTURE ALIVE:

Although Nando’s has come a far way since it was established in 1987, but Nando believes in
keeping its Portuguese root culture alive in the restaurants.

Every restaurant manager is known as a PATRAOS - Portuguese for head of the family.
Employees working in Nando’s are named as NANDOCAS.
Children coming to Nando’s are also made part of this loving family and therefore called
NANDONIANS.

By doing this Nando’s has given its employees a sense of self-reliance and home like culture to
keep its employees contented, pleased and self-motivated.
 “If the staff were happy, that would rub off on the customer. Everybody believes the customer is King,
whereas he believes the staffs are King”.1

(Nando’s owner Robby Enthoven)

Robby Enthoven’s management calls him “a real visionary” and with this kind of thoughts about his
workforce, we will start your interesting journey, an insight in Nando’s much loved family; Nando’s
Human Resource Department and its relation with employees.

NANDO’S HR DEPARTMENT:

At Nando’s, the manner of the organization is guided by its five core values such as pride,
passion, courage, integrity and a sense of family. The fifth core value is specially anticipated for the
Nandocas to smooth the progress of the delivery of the Nando’s experience to the customers.

In HR, it is the department’s responsibility to ensure that Nandocas are contented, engaged and
fulfilled as they enlarge their careers with Nando’s. Managers make sure they keep check and balance
on the services as well as employees morale. This particular activity also leads to the evaluation of
employees, which will be discussed later in the project.

At Nando’s, the trust is the people that is the Nandocas, are the ones who make the distinction.
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.”

RECRUITMENT AND SELECTION AT NANDO’S:

Organizations today pay much emphasis on training new

trainees and employees because the trend has changed.
Organizations have become more people-oriented; they think of their
employees as the most valuable edge. Nando’s incorporates this culture very smoothly in its policies
and company norms.
1
http://business.timesonline.co.uk/tol/business/career_and_jobs/best_100_companies/article415279.ece
 Nando ranks high in the best working place, this ranking is significant because these are
employee based rankings. Nando strikes for the balance between external and internal recruitment.
Nando’s HR is responsible for looking for Nandoca that is capable of becoming Patrao.

When it comes to the legal aspect, Nando’s is committed to its equal opportunities policy.
Organization recognises the diversity in people, beliefs and origins. Nando’s HR, in addition, ensures
that information about vacant positions is circulated as widely as possible so that it can reach all sections
of the community.

TRAINING AND DEVELOPMENT IN NANDO’S:

Now a day’s employees do not just look for a simple whole day routine job. They want more;
they are looking for opportunities for learning and development, they want their jobs to be enlarged and
enriched. Employees today want to learn and grow throughout their careers.

A career development programme guides Nando’s HR to allow both Nandocas and Nandoca
trainees to realise their true potential. Nando’s invests heavily on people and training that is why
trainings are ongoing and these are performed in-house. By working with the Learning and
Development department, learning and development of the people is tailored with each individual’s
needs. The first three months of working as a Nandoca trainee is devoted to learning the necessary skills
and management skills required to be successful at Nando’s
TNA ANALYSIS OF NANDO’S:

Our team went to Nando’s on M.M ALAM RD. There we met employees, shift manager and the
branch manager of the restaurant. The questionnaire was filled by the employees and also we took
interview from numerous employees and the restaurant manager SIMAAB.

NEED ASSESMENT:

In our visit we came to know many things regarding Nando’s training needs assessment.

Shift Managers conduct meetings with the shift employees before every shit starts, in these
meetings they discuss every day issues and ask employees of their suggestions.
Employees discuss if they are facing any kinds of issues and problems.
Employees also are required to pass on suggestions about the areas in which they feel training
must be given.
Shift managers then discuss the meeting results with the restaurant manager, because Nando’s
wants a hindrance free working environment.
The restaurant and shift manager told us that the most of the trainings are based on requirements,
needs and in case of any problem identification.
The management keeps a keen eye on the number of orders, sales of individual and by that two
issues are solved: Problem identified and training evaluated.

METHODS OF TRAINING:

Nando’s Pakistan takes training of its employees seriously. International standards are followed
which are known as STANDARD OPERATING PROCEEDURES (SOP). Nando’s conducts over 15+
plus training on a regular basis which range from a new recruits basic training to Patrao’s (Managers)
training of how to keep the customers services on the top. The trainings are aligned with organization’s
corporate strategies and goals.
TRAINING BY GROUP DISCUSSION:

Branch manager discusses training and development needs required for the employees. The thing
that was surprising the methods of training was varying among different employees. The manager
construct employee Performance Development Plan in collaboration with the employee being appraised
like employees agreed goals and strategies aligned with the organization plans and vision, the employee
performance results and his/her role description, his feedback from internal and external customers.

ON-THE-JOB TRAINING:

On-the-job training is provided to employees. A detailed lecture is given on how to perform the
required duties. Employees are asked to observe and to follow the skilled and efficient employee and to
act on job accordingly.

Training by lecture.
Training by presentation.

TRAININGS IN KARACHI:

Managers are given training through lectures and presentations and mostly the trainings are
conducted in Karachi because Nando’s main branch and office are located in Karachi. The span of the
training varies according to the degree of importance. Sometimes the training go for two or three
months. Nando’s main trainings are conducted in Karachi and the managers think of it as an edge for
them, because they say the trainings are worth the experience and also that being away for training is a
opportunity for them to freshen up, the training does not feel like a burden because they are relaxed from
work during that period.

LECTURES:

Lectures by Mr. Sohail Zindani are conducted on regular monthly basis which are meant to
provide the senior management an insight into the issues and suggestions of Patraos and Nandocas
through these lectures cum casual discussions.
IN-HOUSE TRAININGS:

Nando’s believe in training its employees itself. Therefore, the trainings are conducted in-house.
Employees (Nandocas and Patraos) expressed their gratitude’s to their peers because of the
management’s and peer support that they get which has uplifted them in all areas of their jobs. Nando’s
trainings are conducted by their senior managers and in-house trainers.

TRANSFER OF TRAINING:
Employees says that with the help of training sessions they able to polish their skills. They found
a huge change in their behaviours and attitude. Their personalities are groomed with trainings like on
presentation skills, management, customer dealing etc. Nando’s trainees are comfortable on their jobs
after training sessions because of the following reasons:

Learning Organization
Near Transfer
Management Support
Climate for Transfer

LEARNING ORGANIZATION:

Nando’s is one of those organizations which are on the road of continuous. Nando’s wants to
keep improving its service, food their employees. They believe in growing and learning not only as an
organization but also at the individual level. Employees are encouraged and motivated not only for their
jobs but also about their personalities.

NEAR TRANSFER:

Employees are trained according to their specific job descriptions. The skills that they are taught
during the training sessions are applicable on their jobs effectively. Majority of the employees seemed
well trained and content with their jobs. The restaurant manager said they themselves receives trainings
in Karachi and have been able to apply their skills efficiently, key credit was given to the strategy of in-
house training.

CLIMATE FOR TRANSFER:

Employees at Nando’s are lively and expressed that they were happy working there. They had
the passion for achievement, Nandocas also desired to excel in their jobs by producing excellent results
be that in behaviour or their sales levels. Employees had the commitment to work harder; they respect
their manager’s directions for work. Nando’s has created a family environment for its employees which
are the main key which has lead to employees learning. Nando’s conducts trainings strictly on need
basis and then makes sure the employees are given the environment to apply those learned skills.
This culture has lead to almost 70% staff rentention since 5-6 years.

MANAGEMENT SUPPORT:

Nando’s most beautiful thing again is the family like environment, which has united the
employees under the loving relationship of Nando’s. Management at Nando’s is no doubt very
supportive. They train their employees, they listen to their employees and they cater to their core needs.
As the owner Mr. Robby Enthoven himself proclaims the Staffs as the “King”; no doubts are left in
believing that Nando’s indeed is like a family working for a cause to grow and learn together for the
betterment of the organization.

NANDO’S HEALTH AWARENESS INITIATIVEAMONG EMPLOYEE:

During the bird flu and swine flue in various countires; Nando’s Pakistan took the initiative and
excecuted a training session for its employees. They were briefed about:

Health issues
Safety precautions
Heat at which Bacteria can be gotten rid off.
Hygienic concerns

After the briefing the staff they were taken on a visit to the K&N’s, who are the providers of chicken for
Nando’s in Pakistan. Nando’s now makes sure it cooks meat on a flame of 380° which is safest to destroy
 any viral if it exists. Although Nando’s is using the Chicken which they proclaim did not get any bird flu
deseases.

TRAINING EVALUATION:

As has been discussed Nando’s takes training seriously and they believe not only in giving
enormous trainings rather Nando’s evaluates its trainings in different ways according to the trainings
that they have given.

SUMMATIVE EVALUATION:
Nando’s evaluates its training after the trainings have been completed and employees are back on
work. This way is implemented because it helps in knowing if the Transfer of trainings is occurring or
not. Summative evaluations are especially essential when organizations want to evaluate their trainings
in monetary terms.

EVALUATION IN TERMS OF SALES:

After the trainings are completed, evaluations are conducted on the ratio of the sales of each
Nandoca.
Separate accounts are maintained for each Nandoca.
Whenever any Nandoca serves customers they orders are registered in their respective accounts.
The orders are then evaluated in terms of their increase or decrease.
If the employee is performing according to or above expectations, he/she is rewarded.
If the employee is not performing well, they are counselled.
If an employee’s performance in terms of their sales are consistently they are told they might be
“punished” if the situation continues.
Parties are held for employees and they are also evaluated in them through different types of
games; this is done indirectly.

CUSTOMER COMMENT CARDS:

Another effective way of evaluating the behavioural attitudes and service standards of employees
is through customer comment cards. Feedback that is calculated from these cards sets a parameter for
the management to seek out if there is a common problem. The management then discusses the
problems hands on with employees in the regular before shift meetings. If the issue remains it means
the training that either has been conducted did not meet outcomes or it means there is a gap calling out
for a new training to be designed and delivered. (Unfortunately, during our visits the comment cards
were short and we could know the exact questions asked in them.)

CASUAL MEETINGS:

Employees meet Mr. Sohail Zindani on monthly basis in which they discuss their issues too but
the main part is that the lecturer sees if the employees are motivated and satisfied with their work or
not. He analyzes individuals on personal basis and tells the management of what more is required or on
what should the management cut back. He evaluates the employees based upon their attitudes and
attributes. This has proven successful for Nando’s because the employees do not feel like they are in any
training or that they are been given any formal lecture, rather they have open communication in which
experts can evaluate them. Mr. Sohail also works upon improving the communication skills of the
employees.

COMPENSATION AT NANDO’S:

To be 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 endowed with 20% staff discount card. Nandocas who are working in management
positions are given the opportunity to attend annual conference as well; Other than the opportunity to
progress to Patrao.

Nando’s strongly believed in this and given incentives and make easy policy and procedures
which make the jobs easy for them. Following incentives and policy for the employees in Nando’s are:

Leaves:
Yearly leave allow to the employees around 26 casual and sick leaves to the permanent
staff members. Annual 15 leaves given to staff
Incentives:
Incentive on sale percentage to employees
Meals:
Staff meal allowances to members

Performance Reward:
Monthly reward to the best employee this activity motivate the employees
Bonuses:
Eid bonuses given to employees
Increments:
Yearly increment in the salaries
Promotions:
Promoting staff for higher post and designations this thing give ongoing motivation to
staff members that if they work well and with honestly and determination they have a chance to
get promoted.
Policies:
Life insurance of all permanent staff members
Medical Facilities:
Medical insurance of permanent staff
Credit Facility:
Loan facility also available
Idea Making:
Involving staff in decision making and for ideas
Meetings:
Discussing policies and procedures to the executive members and representative of
workers
Pay Scale:
Salary scale is much higher them the minimum wage scale set by the government
Working Conditions:
Good hygienic working environment
Security:
Taking care of safely and security of employees
OUR VISIT TO NANDO’S:

We had a very good experience in conducting research on NANDO’S. Although the employees
were enthusiastic in serving us and listening to what we wanted to research upon but the restaurants
higher management was a bit reluctant in giving out any details at all. Although we respect their privacy
as a firm because managers are bound to stick to organization rules but after a little bit of effort we were
able to take the Restaurant manager’s interview.
We observed ourselves the family like environment of the employees as well as the ambience of
the outlet also felt like home. The restaurant manager Simaab talked to us in details and gave insight to
us regarding our queries.
Overall a very pleasant experience and it was so responsive too even by all the Nandocas and
Patraos. The all the staff seems to be so satisfied and contented with their job. They said they feel
Nando’s as their home.

WRAPPING UP:

In addition the report discusses the Nando’s historical background, HR activities, the training
and development implemented in Nando, the compensation and performance appraisals. At Nando’s we
found the experience is very much personal and we found the staff is dedicated and committed to
outstanding service. For customers Nando’s is a great eating place. NANDO benchmarks its own
standards. If there's one thing proved at Nando's it's the power of a dream, a powerful vision executed
with professionalism and elegance. We believe that, it’s the People that make the Nando’s experience
memorable. For Nando’s Staff is in real terms an asset and they treasure and care for their employees
which is the main reason it ranked 33 in top 100 best work places. Nando’s has a great HR Management.
Nando’s is overall doing a par excellence job in training and maintaining its standards regarding
employees. As is the norm in our world, perfection is hard to achieve and issues do come along.
Nando’s trusts its employees and aims to be the best not the biggest. Nando’s positive thinking is
the key to success!
CURRENT ISSUE FACING NANDO’S:

Employee customer dealing is not up to the expectations of the management.

Employees are not managing the time properly.
Another current issue is hygiene problems.
Nando’s wants to cater customized orders more efficiently.
Employees are not working at Nando specific standards in the kitchen.

RECOMMENDATIONS:

Nando’s HR department is must see department. Their commitment to work and grow by every
passing minute is taking them to new heights. Their key is the norm and culture of the organization
which is to value each other’s success, help one another at every step and holding hands in hands
throughout the Nando’s journey to make it better, best and par excellence.
We conducted a survey through a simple questionnaire; the form was filled by both managers
and employees. Some of the recommendation that we as a group would like to suggest to Nando’s have
been concluded through the results of the questionnaire:

Too much training is tiring employees, they might at one point of time think of them as
punishments. Therefore trainings should be cut down to the most significant ones.
The management should manage of the times of employees more appropriately because
employees feel too much training is hindering their job performances, which might result in loss
of jobs.
The manager said upon continuous below standard performance, employee will be punished. We
feel this gives out a very negative vibe. The management should see if the employee is facing
any other issue rather than training.
Management feels the employees have lack of interest in training, the company in turn should
check to see if the trainings that are being conducted relevant or not. Also, the management
should seek to uncover if there is a loop hole in the training program.
 Not all employees can be motivated by “a pat on the back”, some need monetary rewards
therefore by announcing financial rewards the employees might give out their best performances.
Employees should be given job specific trainings. In this way number of trainings, cost and
employee tiredness will all reduce for the betterment of the organization.
Trainings like hygiene and cleanliness should be one the first trainings for new recruits and after
that should not be repeated again and again. Rather it should be checked that the employees are
following the standards.
To motivate employees more several employee of the month awards should be given in different
departments of the restaurant. It will create a sense of healthy competition and achievement.

BARRIERS TO TRAINING AND DEVELOPMENT IN NANDO’S:

Time
18%

Lack of interest (Staff)

82%

ANALYSIS:

82% Respondents said Lack of interest was the main barrier hindering learning and development in
trainings.

18% Respondents said Time Management was the main problem hindering transfer and learning from
trainings.
REFERENCES:

Agran, L 2006, ‘Nando’s spices up its leadership style,’ Personnel Today, retrieved on 5 May

2010, from http://www.personneltoday.com/articles/2006/10/10/37622/nandos-spices-up-its-

leadership-style.html.

Raymond A. N (2009). Employee Training and Development. Singapore : McGraw-Hill

Education.

Nando’s Official worldwide website. http://www.nandos.com/

Seemab (Nandos restaurant manager), personal communication, May, 12, 2010)

Husnain ( Nandoca), personal communication, May, 05, 2010)

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