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Pep Taberner Riu Management Skills Master in Tourism Management Universitat de Girona Novembre de 2012

The Starbucks case
Discuss which aspects of Starbucks Human Resource policy do you thinkhave helped most in the companyʼs performance.

According to Shirisha Regani and Sanjib Duta assingment, one of Starbucks main principles is revealed very helpful to answer the question: HowardSchultz, chairman and chief global strategist of Starbucks in 2002, said that “treat people like family, and they will be loyal and give their all”. In that case, the concept “people” referres to thecompanyʼs employees, who are perceived for Starbucksʼ managers as the main wealth of the organisation. Thus, Starbuckʼs Human Resource (HR) policy is clear at all: keeping the employees committed to andmotivated with the company, the organisation will succeed. In 2004, the company had $390,599 milion dollars of net income after performing successfully an ambitious expansion plan (30.000 outletsworldwide). In the early 2000s analysts said that Starbucks biggest challenge would be to ensure that the companyʼs image as a positive employer survived its rapid expansion program, and to find the right kindof people in the right numbers to support these expansion plans. These days the company find out its human resource costs burdensome was reflected in the fact that it effected an increase of 11cents itsbeverage prices in 2004. Which were the main actions that historically the company launched to improve its employees performance? - Being innovative in the recruitment process: they created theʻStarbucks experienceʼ willing to be different from competitors and to make the selections process more efficient. They hired people for qualities like adaptability, dependability and the ability to work ina team.

- Having selected the right kind of people, Starbucks invested in training them in the skills they would require to perfom theis jobs efficiently. There was a 24 hours trainning plan...