Starbucks Case Study

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Starbucks Coffee came on the scene with just one store in 1971. After that time, the Seattle coffee shop has exploded into something like 16,000 spots in over 50 various nations (Gaudio, 2003). The organization makes sure that it fulfills every part of its mission: “to inspire Starbucks Coffee Company denotes to their workers as “partners,” for whom they offer extensive training and benefits
It is this type of training that permits for a reliable produce from one store all the way to the next one. Upon examination of their human resource practices and procedures, we have discovered that inconsistencies occur in regard to borrowed and transferred partners. A transferred partner is considered to a worker who is transferring primary store places. A borrowed partner is the one that fills in a shift at a store location excluding their own. While this Starbuck training will focuses on uniformity that is among individual stores there are many situations where practices are able to vary and borrowed /transferred partners have a hard time getting use to the new place.
Key Elements of Training and Development
In strategically oriented training for Starbucks Coffee, content will be selected or designed to provide employees with the skills and knowledge they will need down the road or in the near future(John Loan-Clarke, 2009). Gaudio (2003) makes the point that if the objective of training is to raise the adaptableness, then training content will need to focus around motor skills or technical and abilities that raise adaptability, for example cross-cultural, social, and problem-solving services.
One of the key elements in training is that a needs analysis will need to be done at Starbucks Coffee. This will be done in ord...

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...ld be uneasy about applying performance management systems owing to fears on how the outcomes will be understood, what it might specify about the department’s presentation, and/or a lack of precision of how it will influence Starbucks Coffee and its workers.
The last challenge is being uncertain to change. Reluctance to change could possibly outcome from genuine organizational concerns in addition to organizational apathy. Some people within Starbucks Coffee might be unwilling to adopt new way of doing things for the reason that they are in a market section that does not reward improvement. Furthermore, change may be delayed by conflicts among the aptitude of management to uphold clear integration during the course of an enterprise and the need for quick placement of a new technology in a more restricted setting, for instance in a specific department or workroom.

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