Starbucks Recruitment and Selection Process

Starbucks enlisting and Selection ProcessStarbucks is a speciality coffee bean ho mapping which originated in Seattle. Today the governance has over 15,000 extinctlets worldwide. It sells a wave of hot and cutting drinks, food items and accessories. Its philosophy is to create an experience for the client and a gentleman connection. With the introduction of the Starbucks Card purchasing drinks, food and so forth from the outlets has now been do a lot easier. Customers dissolve top up their cards and function them as a method of payment.Starbucks products ar in addition available from supermarkets. whatever of the range take ons packets of coffee, coffee makers, gift sets etc.Starbucks is constantly innovating its commotion to backing up to date with competition from McDonalds, Cafe Nero, Costa Coffee etc.You atomic number 18 required to answer the following questions making reference to Starbucks. projection 1 Recruitment, Selection and RetentionA Barista at Starbuc ks must pass water a subprogram of personal characteristics and skills which will enable them to carry out their role. These skills and characteristics argon likely to include friend word of mouthss, attention to detail, a commitment to providing node armed usefulness and an ability to excogitate in a fast-paced environment. Pilbeam and Coridge maneuver that successful resourcing is as often to do with entire presidencyal fit as it is to do with HRM shell practice, and at that placefore the first stage of enlisting should be to undertake a role or person specification in golf club to establish the skills and attri besideses unavoidable for the role. Phillips and Gully suggest that successful enlisting, excerpt and memory should excessively be aligned to the strategic objectives of the firm and at that placefore apprehension and consideration should be given to the most qualified recruitment and survival methods in nightspot to guarantee they will attract t he outgo effectualness groundworkdidates and also that the entire process will resultant in colossal term employee retention.Bratton and aureate state that recruitment is the process of generating a mob of capable people to apply for employment to an organisation. Selection is the process by which managers and others use specific instruments to choose from a pool of appli tushts a person or persons much likely to succeed in the job(s), given anxiety goals and legal requirements. Accordingly, Torrington et al observe that there atomic number 18 a number of alternative recruitment and selection strategies including interview, assessment centre, and psychological testing. Each has its suffer advantages and disadvantages and therefore it is not uncommon for multiple approaches to be employ in combination depending on the seniority of the role in question. withal, before recruitment and selection sess commence it is unavoidable to determine a suitable specification for t he role. Thus the suggested specification for a Barista at Starbucks is given under-Figure 1 Personal Specification Template for a Barista at Starbucks (Source, Author)Requirement necessary or Desirable?Qualifications / Education / TrainingNo essential qualifications required, food safety or food hygiene would be desirableDesirableExperienceCustomer renovation, food handling, retailEssentialKnowledgeSome retail knowledge would be desirable, along with a knowledge of various coffeesDesirableSkills Competenciesattention to detail ability to work in a utmost pressure environment, customer-centricEssentialPersonal Attributes contribute friendly, keen to provide an surpassing customer experienceEssential otherwisePrepared to go the extra mile to offer exceptional service and use receive initiative when necessary in commit to come on the brand and conceptDesirableThe specification is not exhaustive and get on attributes may be considered such(prenominal) as an ability to commun icate in to a greater extent than ace language, especially if the location of the outlet is such that abroad tourists regularly visit (eg parts of capital of the United Kingdom).The most cost-effective form of recruitment and selection process for Baristas would be CV and subsequent interview as managers in Starbucks at a local level take aim a clear idea of their local customer demographic and demand and hence voltage exercises who submit a CV can be slowly screened for desirable and essential skills and attributes. The manager can thusly interview likely applications before making a decision on selection. An interview has elevate benefits as it allows the manager to set the personal attributes and characteristics of the application in order to assess how the application would fit at heart the existing team up, as much of the Starbucks ethos and working model requires a high level of teamwork.Potential questions which strength be asked at interview for the Barista wou ld include asking the application to hound their retail experiences to date and getting them to explain how these experiences have relevance at Starbucks. This would test for depth of experience and also organisational fit in wrong of focus on the customer experience. Other technical questions might uphold to Food safety and handling in order to moderate that the application understands the critical importance of this when delivering an exceptional customer experience.From a regulatory vista the manager conducting the interview must be sure not to unknowingly discriminate against whatever potential applications during any stage of the recruitment and selection process. Therefore all applications must be asked identical questions and none should doctor to issues of gender, age, race, ethnicity or sexual orientation. In short, Starbucks is proud of its heritage as an r for distributively one opportunities employer. During the recruitment process potential applications must be offered full fortune to ask their own questions in order to go out that they fully calculate the nature of the role which they may be committing to.Task 2 expression Winning TeamsOne of the foremost scholars of team building, Meredith Belbin, bring up that in order to function effectively an organisational team requires members with different skills and attributes. In her query she identified that there are nine alternative team roles as she expound them (see Appendix for full details). Belbin notice that the most effective teams possessed at least 5 and ideally 7 of the roles, and that an individual member at heart a team was capable of fulfilling more than one role, but seldom more than deuce. Tuckman established that when people are first brought together in a team they experience various stages of team growing, popularly referred to as forming, norming, storming and performing. This concept is reflected in Figure 2 overleaf. In short, the guess holds that as employe e are brought together in a group they experience an evolutionary process whereby they come to understand and appreciate one anothers skills and strengths and then give these complementary skills for the best advantage of the team as a whole. recital has shown that Tuckmans theory has almost universal application, however, when used in combination with Belbins theory it becomes even more powerful as it becomes possible to identify in advance whether or not a group I likely to succeed based on the unique skills and attributes of severally team member. For practice session, if there are too many plants within a group then it is likely that the group will be exceedingly creative but the ideas will rarely be translated into action. also, too many co-ordinations is likely to result in arguments as the co-ordinator role is known to be quite decided and even manipulative.When applying these theories and concepts to teams at Starbucks it can be observed that different skills are requ ired for different parts of the operation. Holistic observation of a team working at Starbucks exhibits the power of team working. Each person has a defined role which they focus upon in order to ensure maximal efficiency and select of output. For example in any Starbucks outlet one person focuses on taking orders and payments, another one or two (depending on the size of the outlet) focus on making the orders and a gain ground team members is constantly ensuring that the outlet is clean and tidy and well stocked. It can be suggested that this requires a high level of group communication and co-ordination and also a high level of trust as those baristas making the coffee must take on trust the orders given to them by their colleagues. Similarly because two Baristas can work on the same order simultaneously there must be complete understanding and uniformity to the order production process such that they can inter tilt their roles at any point. Under Tuckmans model it is clear th at a team in Starbucks is at the very least in the norming stage of the model and most believably at the performing stage.The concept of team work within organisations has gained increase prominence in recent years and with good reason as highly effective teams are more efficient and productive. Furthermore, Armstrong identifies the benefits of empowering team members within a role so that they feel more engaged with the organisation and therefore more committed to delivering the best possible experience for the customer or client. At Starbucks one means of achieving this would be to ensure that all team member is fully cross-functional and that they are given stretch work targets which require them to work as a team. Full cross-functionality means that each team member has an appreciation for other roles and therefore they tend to be more considerate of outcomes. Moreover, a cross -functional team which has righteousness for its own results will typically find more effective me ans of delivering a service in order to reach targets.Armstrong also discusses how increased right and accountability increase engagement which in turn increases motivation. Some HRM scholars envision the relationship mingled with engagement and motivation as symbiotic, but there is little doubt that engagement and motivation are strong indicators of a high feat team that is committed to exceed expectation and delivering exceptional service. Furthermore, research by Saunders demonstrates that highly engaged teams have lower levels of staff churn. This point is useful as it is sloppedly cor consortd to the previously discussed depicted object of recruitment and retention, and thus if the right people are brought into the organisation and they are dod to stay because they feel the telephone circuit (for whatever reason) is a good fit for them, then there is reduced churn, increased engagement and great productivity. In summation, engaged team members are more profitable for the line of business and thus it becomes a mutually beneficial relationship.Task 3 lead MotivationThere is a vast amount of literature and research which embraces the topic of guide furthermore, leadership theories have experienced a right smart amount of transition over time as societal perceptions of leadership have kindd. leading has been defined by Mcquire and Molbherg as the process of companionable influence in which one person can enlist the upkeep and assume of others in the accomplishment of a common task. Theories of leadership range for discussions as to the marks of leaders their styles of leadership and transactional and transformational theories of leadership. One of the most popular theories used to explain leadership style is the managerial control grid as genuine by Blake and Mouton and shown in figure 3 below-As can be seen in the figure, the Managerial Grid examines the prevailing managerial technique of leaders within an organisation in order to id entify their preferred style. In ideal circumstances Blake and Mouton believe that a manager and leader should adopt a team style which is participative and empowering and allows the employees of the organisation to make their own decisions within the remit of the organisations objectives. It can be suggested that the concepts of the Managerial Grid share some parallels with the discussions as to transformational and transactional leadership whereby Burns argues that in the longer term transformation leadership is far more effective because it empowers employees to deliver the best possible performance as they have accountability for their own daily working lives.It is evident that there are close linkages between leadership and motivation insofar as good leaders motivate their employees and team members to succeed through a combination of techniques such as engagement, empowerment and delegation of power. Armstrong and Cheese et al believe that the use of these techniques in conjun ction with other factors such as employee voice ensure that individual employees align their personal aims and objectives with those of the organisation and therefore voluntarily filter to ensure that the service provided by the organisation is a success.It should also be acknowledge that several scholars perceive there is a difference between a manager and a leader within an organisation. The distinction is keen and relates to the fact that managers generally focus on day to day useable tasks and leaders tend to oc instilly a more strategic role. as yet the distinction is certainly not clear cut and considerable fight still centres on this division of roles. Furthermore a leader can also be a manager by dint of their role within the organisation, and thus leadership tends to be regarded as a personality trait as opposed to an organisational position. In short, a leader tends to be more effective at motivating and inspiring employees because of their ability to engage them and raise them to strive for conjure upd performance.In times of change and development, and also in times of difficult circumstances such as recession, leadership and genius management skills are highly valued. In application to Starbucks it should be observed that in times of recession when consumers tend to cut back on luxuries such as coffee from coffee shops, Starbucks must strive to offer ameliorate service to customers in order to stay them. The managers (and ideally leaders) of Starbucks must also continually strive to motivate Baristas to deliver exceptional service even when customers become more demanding. This concept is closely correlated with that change management and goal setting whereby engaging Baristas with the process can ensure that they feel empowered to respond to the challenge and that they have responsibility for it. At a local level this may mean running minuscule promotions which would suit the customer demographic in order to attract and retain more cus tomers. Furthermore, if Starbucks wish to retain their employees it is prudent to continue to invest in training and development in order to ensure that they are highly skilled and capable of responding rapidly to changes in customer demand. This might include job exchanges with Baristas from other retail outlets in order to share best practice, or creating a forum where Baristas can put forward their suggestions for improvement. Although these are relatively small steps they can facilitate individual Baristas to climb on within Starbucks and this ensures that Starbucks generates a reputation as an employer of choice which fosters home fully grown endowment fund and treats employees with fairness and respect.Research into the prevailing management style at Starbucks reveals that they have a relatively flat hierarchy which ensures that it is easy to scatter information widely and effectively within the organisation. Starbucks has a clear delegation to inspire and nurture the hum an spirit one person, one instill and one neighbourhood at a time and this is fully bear witness in their training policies and ethos. The structure and leadership style of Starbucks also ensures that the business can be responsive to customer needs because the baristas are in direct contact with customers every single day and also have the necessary mechanisms to ensure that they can provide valid and timely feedback to their managers in order to improve the customer experience.Task 4 Work and schooling Needs and Performance ManagementArmstrong defines performance management as a process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance. As such, it establishes shared understanding active what is to be achieved and an approach to leading and developing people which will ensure that it is achieved. It is important to observe that from a HRM perspective performance management is not solely concer ned with disciplinal procedures, but rather it is concerned with ensuring that each and every employee has the necessary support to achieve their objectives and potential. Thus, performance management is often closely correlated with instruction and development as in order to achieve to their maximum potential employees must continue to expand their skills and to develop their capabilities. Furthermore, scholars such as Benson et al have observed a link between training and development and employee retention, which as previously identified, helps to ensure increased engagement and reduced employee churn.However in order to monitor and improve employee performance it is first necessary to set suitable objectives and targets and to apply measureds and benchmarks to these objectives and targets in order to objectively assess employee performance and development. At Starbucks there are two eye elements which form the basis of employee performance these are technical capability that is to offer the ability to consistently produce a high quality cup of coffee, and secondly the ability to interact with other stakeholders including team colleagues and customers. The former can be objectively assessed by observation against agreed performance metrics such as speed of production and consistency of taste. This has benefit to individual employees and Starbucks as a whole because it ensures consistency of service and product quality across the network of franchises meaning that the reputation of Starbucks is maintained and also that Baristas are employable across a range of franchises that they may be active to travel to, thus increasing their value to the company.The second performance metric to assess is more intangible and pertains to perceived service level and customer and colleague interaction. In terms of colleague interaction this can be assessed through a variety of measures such as 360 degree feedback, line manager observation and self-reflection during a performance review. Research has shown that generally sermon individual employees are reasonably self-aware of their skills and capabilities and it is rare that a performance review highlights anything that the employee was not at least already aware of at some level. However the benefit of performance review is that it can demonstrate to individual employees specific areas where they could improve or would benefit from training to enhance their skills set. For example a food safety certificate to help ensure that an individual franchise was fully compliant with legislation, or perhaps key book-keeping skills to help ensure that the cash is managed accurately in each store.In terms of assessing Barista performance when interacting with customers this can be achieved through feedback forms and customer incentives. For example it is becoming increasingly common that receipts from retailers encourage customers to provide feedback about their service online. This has the dual benefit of helping the organisation to become more engaged with customers and response more rapidly to customer feedback. It can also be used to gather individual barista feedback if specific questions in the feedback questionnaire relate to performance and service such as speed and friendliness and kindliness of the Barista. The information gathered from feedback surveys can be fed back to each barista in regular performance reviews in order to help them identify areas of development and subsequently improve performance. As noted at the start of this section, performance management techniques should not be designed with the sole function of discipline employees, although it is almost inevitable that at some stage a form of discipline may be required for certain employee. However, best practice makes it clear that regular performance reviews can help to preclude any such issues as if they are held regularly and reasonably oft it should be possible to forestall any problems before they b ecome issues of concern. in the long run it is necessary to consider how Starbucks applies principles of delegation in order to motivate Baristas. As discussed previously in this review, Starbucks encourages team working and the creation of stretch targets to help Baristas develop and to take responsibility for their own areas of production. This approach is closely link to effective performance management because empowering Baristas to set and achieve their own targets helps to motivate them to achieve as they feel in control of their targets and daily responsibilities. Targets can be used to monitor and evaluate Barista performance and at each performance review they can be revised as necessary in order to help the Barista improve. For example in the early years of a baristas employment this could be to improve the speed of production and to bewilder a certain customer service rating. In due itinerary this could progress to internal training courses in advanced customer servic e management and customer experience. This holistic process also helps Baristas to appreciate that they are valued and therefore this leads to them becoming more engaged and motivated and delivering improved performance.ReferencesArmstrong, M. (2009) A Handbook of kind-hearted Resource Management Practice (11th Edition) Kogan Page, capital of the United KingdomBeardwell, J. Claydon, T. (2007) man Resource Management A Contemporary Approach (5th Edition) Pearson Education, LondonBelbin, R.M. (2010) Management teams why they succeed or fail. tertiary ed. London Butterworth-Heinemann.Benson, G. S., Finegold, D., Mohrman, S. A. (2004) You compensable for the skills, now keep them Tuition-reimbursement and voluntary turnover. Academy of Management diary, 47(3) 315331.Blake, R. Mouton, J. (1985). The Managerial Grid III The Key to Leadership Excellence. Houston Gulf Publishing Co.Bloisi, W. 2007. Management and organisational behaviour. second ed. Maidenhead McGraw-Hill.Boddy, D ( 2008) Management An Introduction ( fourth Edition) Prentice Hall, LondonBratton, J. Gold (2007). Work and organizational behaviour. 2nd ed. Basingstoke Palgrave Macmillan.Burns, J. M. (1978). Leadership. New York Harper and Row Publishers Inc..Cheese, P., Thomas, R.J. and Craig, E. (2008) The talent powered organization strategies for globalization, talent management and high performance. London Kogan Page.Foti, R.J., Hauenstein, N.M.A. (2007). mould and variable approaches in leadership emergence and effectiveness. Journal of Applied Psychology, 92, 347-355.Govaerts, Natalie, et al. (2010) twine of learning and working climate on the retention of talented employees, Journal of Workplace Learning 231.Harrison R (2009) Learning and Development, London, CIPDHoque, K Noon, M (2004) Equal Opportunities Policy and Practice in Britain in Work, Employment decree vol.18 no.3 pp.481-506Huczynski A, Buchanan D (2003) Organisational Behaviour An Introductory Text Pearson Higher Educat ion, LondonMcquire, D., Molbherg J. K., (2011) Human Resource Development Theory Practice London Sage.Murphy, N. (2009) Talent managements role in a time of recession. IRS Employment Review. No 927, 13 August. 5pp.Phillips and Gully (2009) strategical Staffing Pearson Education, Upper Saddle River, New Jersey, pp12-35Pilbeam, S. Corbridge, M. (2010) People Resourcing Contemporary HRM in practice. 4th ed. London Prentice Hall International. Ch 2Saunders, M.N.K., (2011) religion and strategic change an organisational justice perspective in R Searle and D Skinner (eds) Trust and Human Resource Management. Cheltenham Edward Elgar.Starbucks (2012) Search and Apply online available at http//careers.starbucks.co.uk/job-search-and-apply retrieved 3rd Feb 2012Starbucks (2012) Mission Statement online available at http//starbucks.co.uk/about-us/company-information/mission-statement retrieved 3rd Feb 2012Torrington, D. Hall, L. Taylor S (2007) Human Resource Management (7th Edition) Pren tice Hall, LondonZaccaro, S. J., Gulick, L.M.V. Khare, V.P. (2008). Personality and leadership. In C. J. Hoyt, G. R. Goethals D. R. Forsyth (Eds.), Leadership at the crossroads (Vol 1) (pp. 13-29). Westport, CT Praege