Diversity in the Workplace
Sodexo

Introduction: The company I have chosen to conduct my research audit on is Sodexo. This paper will discuss and examine a diversity audit on Sodexo Company. This audit will consist of the company’s background, criteria’s that companies should follow, and how Sodexo uses the creteria’s to maintain diversity. The findings will also consist of what the company truly practices through ten researched questions. The question consists of findings from articles that were provided by Empire States Library resource and other online materials. The purpose is to examine how much Sodexo is considerate of diversity within their organization.
History:
The organization had once been a ship supply company in Marseilles, France in 1895. In 1966, family member, Pierre Bellon was responsible for the change in the company. Bellon shifted the company to become a major food and hotel service provider to France (Sodexo, W., 2012). Bellon changed the company’s name to “Societe d’Exploitation Hoteliere.” The company was initially established to have served for restaurants, schools and hospital within certain areas of France. Throughout the 1970’s-80’s, the company focused its expansion and establishment internationally to such countries as Belgium, Africa and Middle East. Eventually between 1985-93’, Sodexo established with other countries as North America, South America, Japan, South Africa and Russia (Sodexo, W., 2012). The company eventually changed its name to Sodexho Alliance as the company emerged with international service alliances such as Gardner Merchant, Partena, Wood Dining Services and Universal Odgen Services. These events spark an acceptance of diversity within the company as more individuals qualities were be added along with the mergers. The merger with Gardner Merchant and Partnena in 1995, lead Sodexho Alliance to become one of the world’s top market leaders in food services (Sodexo, W.2, 2012). However, Sedexho Alliance, greatest merger was in 1998, with Marriot Management Services, which at the present time was North America’s largest food service organization. Two events occurred with the merger of the two organizations. The first included a name change for the company from Sedexho Alliance to Sedexho Marriot Services. The second event in 2001, lead the company to becoming one of the largest food and hotel services in America (Sodexo, W.2, 2012). In 2008, the company redesigned its image and identify to a simpler name of Sodexo. Sodexo changed its marketing identity as it offered more services as on-site solutions, motivation solutions and personal and home services. The company grew and acquired more services shortly after such as health care, education, support for elderly, justice services, and sports and leisure (Sodexo, W.2., 2012). The company launched a “Better Tomorrow Plan,” to promote nutrition, health, and support for local communities and preservation of the environment (Sodexo, W.2., 2012). The events of the Sodexo merger with international groups, along with the providence of new services and giving to worldwide communities, sparked an acceptance of diversity within the company. As more individual’s qualities were added the company reached out globally to acquire new skills and ideas. Sedoxo ranked number one in 2010, by DiversityInc, on the 50 Top American companies (Sodexo, W.2., 2012). The company strives to incorporate more diversity within their company, recognizing it as an important tool for their success.
Criteria’s for a Diverse Organization: As companies grow and prosper, workforce diversity is becoming a major concern to ensure that employees are being treated fair and equally. Sodexo, can be reviewed, following these few types of business diversity criteria. It is a company’s social responsibility to create and grow on good diversity practices to the groups of people they consider for their workforce. Employees and leaders should all represent some type of diversity. The workforce should stay clear of discrimination towards a person’s race, age, sex, ethnicity and etc while maintaining an equal employment opportunity for all employees. Companies should set realistic goals for their employees and should improve on the guidelines of creating a more diverse workforce. Management should take necessary steps in implementing and incorporating more diversity into the workforce. All departments within a company, especially the human resource department should always consider on improving diversity through recruiting and retention processes. Each employee brings with them a different quality and perspective that can give a company more of a competitive advantage over others. As more products and services are being focused on the diverse world around us, it is crucial that a company maintains a diverse image. As companies are becoming more international, it is important that companies recruit diversity groups that can act as representative in other countries, as so that there is no barrier in communication between companies and customers. Employees should be free to express ideas and should always be considered for advancement when possible. If companies follow these selected criteria’s, they should be successful in maintaining and improving their managing process of diversity within their company.
Sodexo Criteria’s:
Sodexo has made great strides to promote and make diversity in the organization a major priority. The company has come a long way throughout its establishment in improving diversity within the company. This is demonstrated in the “DiversityInc Top 50 Companies for Diversity,” making the number two spot on the list in 2012. Sodexo has selected a wide variety of different individuals that have contributed to the diversity within the company (Sodexo, 2011). Sodexo has taken full advantage of the understanding and acceptance of employee’s differences and have provided them with a strong and effective diverse environment. Sodexo has remained in the top five for companies for diversity, due to their willingness to challenge and change their concepts to prevent any barriers between the different groups of employees. The company has worked to provide services and education to not only their customers but to their employees as well. Sodexo have made it a mission to educate employee on health related issues and how to overall improve health outcomes (Sodexo, 2009). Sodexo has encouraged employees to have a clear perspective on their mission, value goals and objectives. The company holds the statement, “We also believe it is important that our work is meaningful to all who contribute to it and thus we remain faithful to our mission, our core values and the ethical principles that have guided us since 1966” (Sodexo, W.S., 2012). The company has reached out to women to fulfill more leadership roles in the company. The company believes that "Attracting and retaining a talented and diverse workforce, which includes many multicultural women in leadership roles, gives us the ability to compete globally and to be innovative to meet the challenges of any economic condition or trend" (Sodexo, 2009). Sodexo has been committed to creating an environment where all employees can become an essential part to the company. The company has also stated, “We have made significant progress in our commitment to diversity and inclusion over the past eight years, making us a benchmark among companies in the U.S.” However, like every company they realize that, “there is still much more to do,” announced by George Chavel, President and Chief Executive Officer (Sodexo, 2010).
Sodexo Efforts in Terms of Diversity (10 questions):
The following 10 questions acted as a guide for my research: 1. What diverse groups make up a large percentage of employees for Sedexo?
Sodexo has an estimated 110,000 employees within the company. The company has more than 6,000 employees in the U.S. alone. Sodexo has been recognized for sixth consecutive years on DiversityInc’s Top 50 list for their continued commitment of hiring diverse employees. DiversityInc has claimed Sodexo to be the best place to work for Asians, minorities, multicultural women, veterans, LBGT and people with disabilities (Sodexo, 2011). The rankings for 2011 diverse employees consisted of #3 for Latinos, # 3 for executive women, #7 for LBGT employees, # 7 for Blacks and #9 for people with disabilities (Sodexo, 2011). In 2011, almost half the college hires were women and more than 40 percent were Black, Latino, Asian or American Indian (Black enterprise, 2011). These groups have become a major asset to Sodexo. More diverse groups are joining Sodexo as the company is continuing to invest internationally, requiring more people to fill the desired positions. 2. Are Sodexo’s employees treated fair within the company?
Sodexo’s company stays true to their ethnical and social responsibilities of providing fair treatment to each employee. Their core value is demonstrated as “team spirit, service spirit and spirit of progress” (Sodexo, W.P., 2012). Sodexo has been committed to embracing and providing support for the needs of their employees. Sodexo has claimed that they respect diversity within their company and strive to push for more diverse applicants to be a part of their team (Yafai, 2009). In the hope to treat each employee fair, Sodexo has accepted policies to protect their employees. They are contributors of the equal employment opportunity policy. This policy protects all aspects of employment such as race, color, religion, sex, pregnancy, national origin, ancestry, citizenship, age, marital status, disability, veteran status, sexual orientation, gender identity, and any other basis (Sodexo, W.S., 2012). These groups are given fair treatment without discrimination throughout such processes as advertising, recruiting, promotion, transfer, compensation, training, termination, and participation in the functions offered. The company holds a strict policy to prohibit any type of harassment to any group listed above (Sodexo, W.S., 2012). The company wants each employee to feel accepted for who they are and the ideas they bring with them. The company has strived to employ dedicated employees and properly place each qualified applicant in positions where they will succeed (Yafai, 2009). The company also is demonstrated to fair treatment in that they follow the affirmative action policy. The company makes it priority to place qualified women and minorities at all levels of the organization (Sodexo, 2010). They believe the increase representation of women and minorities in the workforce, particularly in management positions, will lead to an increase of fair treatment for all employees. They also believe it will benefit outreach for existing and new employees, increase mobility initiatives and annual goals. Sodexo has made it a priority to make all managers aware of these policies. 3. How does Sedexo properly train diverse employees to perform their jobs efficiently?
Sodexo has created a mentor program to help focus on diversity training. Sodexo has become known as implementing “the most well-developed, measurable and effective cross-cultural mentoring program in corporate America.” The mentor program has become known as the “spirit of mentoring.” The three-pronged program objective is to develop and retain a diverse team which focuses on helping employees fulfill their potential (Jennings, 2009). The first program called “Impact” focus on properly training leaders within the company. This program helps leaders with goals and ways to properly manage their team. Their accomplishments and struggles are recorded and discussed at the end of each year on a networking session with top executives. The impact program has worked with and helped over 115 leaders in America and over 500 leaders in Canada in 2010 (Jennings, 2009). The second program is called “Bridge” which is a social network that allows employees to create a profile entitling a list their achievements and levels within the company (Jennings, 2009). This social network helps identify the developmental needs of each employee. It has also been used as a company resume for each employee. This gives leaders the opportunity to look over each employee’s profile when considering the option of in-sourcing. Leaders can comment on an employee’s involvement and ways for improvement on their profile. It also gives employees the opportunity to see where their strengths and weakness are within the company by reviewing attached links of articles that provide guidance and support for all level positions. The third program “Peer2Peer,” allows diverse groups to communicate about their success and ideas in managing and supporting teamwork (Jennings, 2009). This program allows employees to communicate with such groups as African-American, women, LBGT and other diverse groups. This was set up to help individuals within the different company locations to connect, as to create more of a whole feeling for their organization. Sodexo company training programs also cover key aspects within the organization. They focus on such topics such as conflict resolution, respect training for each group, workplace harassment, workplace gender training, disability awareness, cultural diversity and intercultural communication (Jennings, 2009). These programs have helped leaders and employees understand how their efforts contribute to the success of the company and ways that improvement can be made so that employees can perform their jobs more efficiently 4. How has Sedexo recruited effectively targeted diverse groups?
Organizations face competition when trying to attract the best talent to fulfill positions and functions. Sodexo believes it is essential to recruit and retain a diverse group with the right skill. The organization makes it a priority to have flexibility in changing needs for their employees. People appreciate companies that give them some flexibility to juggle their daily lives and work. This has attracted many talented women who have appreciated the flexibility Sodexo allows in giving them time off to have families while still maintaining their position (SODEXO, 2010). The company has one of the highest levels of gender diversity in top level positions. The company strongly believes “a business is only as good as the people it employees, and organizations that attract the best mix of employees, maximize the value of their abilities, develop and motivate them will be the best placed to compete in the business environment” (SODEXO, 2010). As a result of their mission to attract the best talent this company has not only had success in America but in other European countries as well. Sodexo has been known worldwide as providing a working environment where employees can feel included, valued and are rewarded for their talent and skills (Yafai, 2009). Sodexo acknowledges diverse groups as being essential into today’s competitive economy. Sodexo looks to recruit the right people who are capable of using their skills to attract customers. The company has increased its Hispanic group percentage in the past eight years due to the need of communication between English and Spanish speaking customers (SODEXO, 2010). Sodexo is committed to attracting the right talent from all around the world, bringing new groups into the organization. The company has not only successfully attracted different individuals but has also maintained a large percentage of their staff. This is due to them ensuring the needs of the workforce are met. As a result of Sodexo has earned the number 5 spot in 2012 DiversityInc Top 10 companies for recruitment & retention (Sodexo, 2012). 5. How does Sedexo overcome any type diversity bias within the company and what steps were taken to resolve the issues?
Sodexo has created a scorecard that is used to measure as Jodi Davidson, director of diversity stated, “virtually everything diversity related” (SODEXO, 2010). This scorecard has been used for promotions, retention of women, Blacks, Latinos, and Asians. The scorecard also considers other factors as resource-group engagement, mentoring and promotions. Sodexo tries to better equip each employee for success in the company. The company has created diversity training, employee orientation, management/leadership training, sales and communication training (Sodexo, W.P., 2012). These training programs have been design to improve the goals and culture within the organization. These programs have also been used to motivate the behavior change that reduces biased thinking. Sodexo believes that making diversity work is a great resource for avoiding any type of biases. Sodexo persuades employees to avoid using any type of biases by acknowledging the differences each employee offers (Sodexo, W.S., 2012). Sodexo offers a training staff that spends a great deal of time training and making employees aware of biases by engaging them in certain experiences as to show that biases are negative. Sodexo governs the company to make sure that each employee is committed and have continuous training sessions to avoid biases. 6. How has diversity influenced the company’s sales and productivity?
Sodexo has benefit a great deal in sales and productivity due to their commitment to diversity. Sodexo has hired groups from diverse backgrounds to attract a wider range of customers. Sodexo believes having diverse employees can better assist their products or sales to the different customers (Sodexo, 2009). Sodexo has become a global organization where they depend on hiring diverse groups to fulfill positions, better communicate with different customers and to apply their perspectives to resolve issues and improve the quality of products and services (Yafai, 2009). Due to Sodexo global market, they have increased their hiring of people from varied backgrounds, giving them a completive advantage over other companies (Yafai, 2009). Sodexo investment in diversity within their company has resulted in greater profits and earnings. Sodexo also earned the No. 9 spot in DiversityInc top 10 companies for supplier diversity (Sodexo, W.P., 2012). 7. How is Sedexo’s diversity displayed to the media?
Sodexo’s websites display how the organization views the different cultures of people. They provide a video that shows employees talking about how Sodexo has helped them achieve success by supporting their differences and providing them with a flexible work environment and initiatives. Sodexo created a Champions of Diversity program to recognize and help celebrate diverse employees who have contributed to the success of the company. Sodexo is committed to “create and offer services that contribute to a more pleasant way of life for people wherever and whenever they come together” (Sodexo W.P., 2012). Sodexo reaches out to diverse groups to have them join the company. Sodexo offers students opportunities through education and training. Sodexo helps diverse students with the Sodexo Future Leaders Internship Program to “turn their leadership potential into valuable professional experiences, and get a head start on their career” (Sodexo W.P., 2012). Sodexo reaches out to diverse groups through supporting seven charter groups: the African American Leadership Forum; Intergenerational Network Group, Pan Asian Network Group; People Respecting Individuality, Diversity and Equality; Sodexo Organization for disabilities Resources; Sodexo Organization of Latinos; and Women's Network Group (Sodexo W.S., 2012). Sodexo website displays an annual diversity report to describe their work and on they are building on their diverse workplace (Sodexo W.S., 2012). Sodexo two websites focus on the environment Sodexo creates for their employees and how they are constantly seeking diverse individuals to join their organization. 8. How is diversity represented in top level positions?
Sodexo has been committed to improving the diversity at all levels. Especially with leaders, Sodexo has employed Asians, Blacks, Elderly, Latinos and women (Sodexo, W.S., 2012). Over the past decade, Sodexo has made sure that diverse groups make up a large percentage of leaders within the company. This is evident in the year to year increases of these top leadership roles. Since 2011 – 12 the following diverse leaders has increased by 36% more Asian, Blacks and Latinos in top executive levels, 7% more women in top executive levels and 15% more Asians, Blacks and Latinos on board of directors (Sodexo, 2012). Sodexo has also increased its CEO levels since last year. In 2012, twice the percentage of women, triple the percentage of Asian and four times the percentage of Blacks and Latinos have increased for CEO level positions (Sodexo, 2010). Sodexo has made it an importance to have women in leader ship roles (Sodexo, 2009). Women in Sodexo’s workforce make up 44% of the managers, 22% of the Global Executive Committee, 28% of the Board, 23% of the senior managers and 18% of the top 250 executives (Sodexo, 2012). 9. What awards has Sodexo received for their commitment to diversity?
Sodexo has made great advancement in supporting and continuing diversity within the company. Since 2002, Sodexo has earned more than 50 awards and credits in various publications and organizations. These awards have been given to the company due to their leaders, staff and continue effort to support diversity (Sodexo, W.S., 2012). For example in July of 2012 three Sodexo leaders were recognized among the top 100 executives in America (Sodexo, W.P., 2012). Awards that have been due to their commitment to diversity include: * Sodexo Executive Dr. Rohini Anand Honored with Mosaic Woman Leadership Award * Black Enterprise Names Sodexo one of the 40 Best Companies for Diversity for Fourth Consecutive Year (Black enterprise, 2011) * Sodexo named among the Top Companies for Asian Americans in 2005 by Asian Enterprise * Sodexo USA is Named Among Hispanic Magazine's Corporate 100 List of Best Places to Work for Latinos * Sodexo Named to Atlanta Tribune's Top Companies for Minorities
(Sodexo, W.P., 2012)
Sodexo has received such awards because they continue to stay true to their practice of supporting diversity. Many other awards have been given that recognize Sodexo as being the best place to work for minorities, multicultural women, veterans, and people with disabilities (Sodexo, W.S., 2012). Sodexo has partnered with the National Urban League, National Business Council, National Council of La Raza and National Minority Business Roundtable to keep a commitment to these groups (Sodexo, W.P. 2012). Sodexos greatest award was given in 2012, as being ranked as the number two best company to work for in America. This demonstrates full commitment and recognition by the company to be able to place in this spot. On top of this award, in January of 2012, Sodexo accepted the 2012 Catalyst Award that honored the company’s recruitment, development and advancement of women and minorities in the workplace (Sodexo, W.P., 2012). Sodexo was one, of only two companies honored for this award this year. The company believes they received this award due to “our multi-pronged diversity and inclusion strategy that resulted in systemic culture change for the organization” (Sodexo, W.S., 2012) Awards are given to companies that truly practice what they preach. Sodexo has stayed true to their commitment in diversity and have been recognized for them as being ranked among the top ten companies for Latinos, blacks, global diversity, people with disabilities, recruitment & retention, supplier diversity, executive women and LGBT employees (Sodexo, 2010). 10. What lawsuits has Sodexo faced regarding diversity issues within their company?
Sodoxo has had a few lawsuits filed against the company by their workers. The most current lawsuit was in 2011 when food service workers at two Pennsylvania hospitals filed a lawsuit demanding back pay for years of off the clock labor (Allen, 2005). The workers claimed that Sodexo had them work off the clock without pay in order to meet Sodexo unrealistic service goals. Some workers claimed they worked between 15 to 45 minutes off the clock after their shifts and during their unpaid lunch breaks. These workers were making $8.25 an hour, stating that they often struggled to get by on the company’s low wages. One worker stated “Sodexo is trying to squeeze every last dime out of us…I’m struggling to pay for my kids’ health care, and this hugh multi-billion dollar company is cheating me out of my hard earned wages” (Allen, 2005). This lawsuit affected many diverse groups within the company. As a result of this lawsuit Sodexo has agreed to give about 80 current and former employees back wages plus penalties as well as interest and attorney fees (Allen, 2005). Another major lawsuit was filed in 2001 were former and long term Sodexo employees charged the company for discrimination in its promotion decision, starting back in 1998 (Allen, 2005). This lawsuit took several years to settle. Sodexo has taken steps to make the culture more inclusive. Sodexo hired more Human Resources and legal teams to build processes such as training systems, selection systems and a career posting center (Sodexo, 2010). The scorecard was created to measure progress within management and to set targets for representation of women and minorities in these top level positions (Sodexo, 2012). These two lawsuits against the company were Sodexo biggest company complaints. As a result of these two lawsuits, Sodexo has come a long way in improving not only their relations with customers but with the employees they’ve acquired or maintained. The 2001, lawsuit really encouraged Sodexo to implement a diversity training/education, work-life effectiveness programs, mentoring of groups, leadership education, diversity councils and external communications with groups through the company website, employee profiles and annual reports (Sodexo, 2010). Sodexo also hired Jean-Micheal Monnot, to lead the same efforts followed in America to European countries (Sodexo, 2009). CEO Landel stated “It took us a while to understand that beyond the right thing to do, there was a business case for diversity…. A big moment for us was tying diversity to the growth of the company, margin expansion and around our strategy to retain all of our business with our clients (SODEXO, 2010). Sodexo over the past decade has hired hundreds of thousands workers. Sodexo has worked hard to make sure each employee is treated fair and has flexibility between their work and personal life. By 2005, Sodexo started receiving request from clients and other companies asking if Sodexo would share their diversity strides and achievements to help companies to design and implement their strategies (Sodexo, 2009).
Strengths and Weaknesses:
From the question researched regarding Sodexo’s organization, there are some strengths and weaknesses the displayed.
Sodexo strengths include: * providing training programs and mentor systems with career guidance * Large number of Asians, minorities and women in top level positions * Constantly expanding with diverse supplier base * Ranked among top 10 companies for Latinos, blacks, executive women, Asian, LBGT and global diversity * Policies that protect diverse groups in decision makings such as promotions * Women are given the flexibility to take a leave to have families, while still maintain their current position * Contain a large number of Human Resource employees and legal teams
Sodexo weaknesses include: * Minimum information on company’s commitment in community service * Lacks any known Hispanic/GBLT employees in top level positions * Lacked information on how people with disabilities contribute to the company’s success * Had previously issues with low wages and back pay for employees
Conclusion /Recommendations for Change:
All in all Sodexo is a very reputable organization worldwide. They have come a long way in improving the diversity within their company, giving them a more competitive advantage over others. They have incorporated many diverse groups that have brought new skills and thoughts to the positions needed to building relationships customers and staff while maximizing their sales, products and working environment. Sodexo policies require each staff member to understand and appreciate employee differences in order to build a more effective and profitable organization. Mentors are assigned to help peoples personal interest and to help foster their potential in the company. Sodexo properly markets their acceptance of diverse groups along with their products and services that will appeal to a diverse customer base. Sodexo’s company is constantly trying to increase their external/internal interactions and communication their employees and customers. Although Sodexo has done an exceptional job in promoting and motivating diverse groups that join their company, there are some changes that can be made. Sodexo does allow flexibility but they should also include onsite daycare for their employees. This will allow more flexibility for women within the company. Management should be given to more Hispanics and GBLT members. Acceptance of these groups in top level positions will encourage other diverse groups to try and reach these positions. Diverse groups with Sodexo should be incorporated in more community services as to bring teams together to aid in communication. The company displayed little information on people with disability involvements in the company. Sodexo should advertise more on their website in this aspect as to encourage more people with disabilities to join. Sodexo has had issues in the past with low wages and promotions decisions. They have created many policies that have tried to protect employees in decision making process. Sodexo need to demonstrate to new and existing individuals that each member especially minorities and disabled people are always considered for new job opportunities. The importance of wages for certain positions should always be discussed along with the incentives the company can offer to candidates. If Sodexo can make these few changes, they can truly reach the number one spot on the DiversityInc Top 10 Companies.