HR Management Report on Starbucks

An HR Management Report on Starbucks Presented to the Management and Organization Department The Ramon V. Del Rosario – Rosario – College College of Business De La Salle University In partial fulfilment Of the requirements of the course SHURMAN Section C34 SUBMITTED TO: Prof. John Andrew C. See SUBMITTED BY: Chan, Kathleen Trisha A. Mendoza, Darwyn Albert T. Ramirez, Juana Christina H. Resurreccion, Dan Michael S. March 27, 2014

An HR Management Report on Starbucks

TABLE OF CONTENTS PARTS

PAGES

I. Introduction A. Background of the Company Company B. Statement of the Problem C. Statement of Objectives

4-5 5 5-6

D. Scope and Limitations

6

E. Significance of the Study

6

F. Research Methodology Methodology

6-7

II. Review of Related Literature A. HR Performance

7-8

B. HR Metrics Used 1. Recruitment

8

2. Training

8-9

3. Performance Appraisal

9-10

4. Team Development

10-11

5. Employee Welfare and Engagement

11

C. Analysis 1. Strength

11-12

2. Areas for Improvement

12-13

D. Data Analysis and Interpretation 1. Demographics

14-17

2. Recruitment

17-19

3. Training

19-20

4. Performance Appraisal

21

5. Team Development

22-23

6. Employee Welfare and Engagement Engagement

23-25

2


III. Conclusion and Recommendation A. Conclusion B. Recommendat R ecommendation ion IV. References

26 26 27

V. Appendices A. Survey Questionnaire Questionnaire

28-31

B. Pivot Table

32-35

3


I. Introduction A. Background of the Company

Rustans Coffee is the real name of Starbucks in the Philippines. December 4, 1997, the Philippines had its first taste of the Starbucks Experience with its very first branch at the 6750 Ayala Building in Makati City. Starbucks has since won the hearts of the Filipinos.

The opening of the 6750 Ayala store marked an

important milestone in our history – – the Philippines became the third market to open outside North America. The tradition of warm hospitality, constant need for connection, and love for coffee – – these are the qualities that make Starbucks Coffee and the Filipino people a great culture fit. Nature of the org: The organization is a retail store that provides buyers with high quality coffee, teas, snacks and the like.

One of the company‟s

employees said that: “From the beginning, Starbucks set out to be a diff erent kind of company. One that not only celebrated coffee and the rich tradition, but that also brought a feeling of connection. Best practices include the stakeholders being called partners, because it is not just a job, it is a passion. Together, we embrace diversity to create a place where each of us can be ourselves. We respect and honor each and every partner, and hold each other to that standard. Partners, even part-timers receive affordable comprehensive health care, stock options, flexibility in work schedule, competitive wages and other perks. Employees are valued in the same way customers are appreciated. appreciated. Their prime objective took the organization to new heights; they have learned to shift their focus on the people in their business. It closely clo sely follows by its motto of “hire the personality, train the skill” when hiring employees. A favorable strength of Starbucks is that it promotes an

4


environment that nurtures innovation and creativity; it provides a platform where partners could collaborate and be engaged in attaining their mission. Starbucks' employees, it is shown, share common goals, such as believing in the product they sell. Starbucks employees are referred to as partners, and even part-time employees are eligible to receive health-care, participate in the Bean Stock program, and get free coffee! All Starbucks' employees are well trained. The investment in training obviously pays off, as Starbucks has a far lesser turnaround than the industry average.” B. Statement of the Problem

For this study, the main problem that the group wanted to address was: The way the company, Starbucks treats its employees in the human resource perspective. To provide a more in-depth exploration of the main problem, the following sub-problems were also addressed by the group: 1. How does the performance performance of Starbucks in treating its employees be a relation to human resource? 2. Does the metrics used by Starbucks be an advantage to both sides of

the employees and customers? C. Statement of Objectives

The main objective of this report is to study and analyze the HR performance of Starbucks regarding the usage of the company‟s HR metrics. 1. To identify the human resource metrics used by Starbucks towards its employees. 2. To examine the performance on the company.

5


3. To analyze the strength and areas for improvement, given the HR Metrics and other data in the latter part of this report. D. Scope and Limitations

The scope of this paper will follow observations of the researchers about the performance of the human resource department of Starbucks. Due to the limited time in conducting this Human Resource Management Report, observations may not be as in-depth. It must also be considered that the report is limited to the aspects of Human Resource Performance and Metrics parallel to discussions in class and the references included in the bibliography. The lack of elaborate discussions with the officers in charge and the confidentiality of Starbucks led to a limited scope of the report. E. Significance of the Study

A human resource report is a relatively interesting to research on; because this allowed the group to conduct a comprehensive study to have a contribution in this field. With the background of the researchers majoring in Marketing, Advertising, and Legal Management, an analysis was used to examine the responses of the employees of Starbucks with respect to their respective company‟s human resource re source practices. The group believes that this report will serve as a guide for the managers of Starbucks in generating strategies that would further improve their services towards the customers. F. Research Methodology

The group first created a survey questionnaire (related to human resource) which was answered by 20 randomly selected employees. The gender of the

6


respondents was not put into consideration for it will not affect the result of the survey. The survey questionnaire was formulated in such a way that the group will be able to help increase awareness of the HR metrics used in Starbucks. The survey questionnaire has 12 questions and was answered by the employees through a hard hard copy questionnaire. After the target number of respondents was reached, the group gathered all the answers and tallied their responses. The results were then interpreted and presented through graphs which are shown in the latter part of this paper. Survey results are used to help compare it with the HR Metrics used by the company. II. Review of Related Literature A. HR Performance

The way Starbucks Coffee manages their people is quite interesting. They believe in diversity among its employees and they treat these people as their partners.

They do their best to make the atmosphere one filled with

positivity as to motivate the employees to work better. They train these people in a way that will help them grow and develop skills that will yield talented individuals. This company also offers many benefits to employees. These include: bonuses, financial aid, medical and dental insurance, stock option, and many more. Starbucks provides their employees with different networks that help them find the balance in their lives. connecting with these people.

They believe in supporting, inspiring, and

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"Starbucks wants to make every employee a part of a worldwide family and in order to do so, so, to make them aware of challenges of the company." Given this, they train their employees very well as to prepare for the job and tasks at hand. When first hired, they have a quota of hours that they have to reach as well as mater different skills. For the management trainees, they to are offered classes to help them understand what is expected of them. B. HR Metrics Used 1. Recruitment

Starbucks‟ recruitment and hiring can be challenging. A former recruiter said that, “Starbucks is very particular, and it‟s a hard company to get get into”. It‟s difficult to find the right person who has the right skills and is fitted into the culture of Starbucks.

The former recruiter also added, “There‟s a big

component of being a corporate citizen at Starbucks,” and, “it‟s hard to find people who can fit in the corpor ate corpor ate board room to face the Howard Schultz”. The executive vice president of the global supply chain operation, Peter Gibbons, admitted that Starbucks is "starting from scratch" with its recruitment program. 2. Training

“We are not in the coffee business serving people, we are in the people business serving coffee” - Howard Schultz Training is focuses on skills enhancement and human capital investment, which could have a crucial role for a company‟s product and service development.

Firms may give give employees various training programs so that

8


they could develop new knowledge, skills, and innovative capability necessary to do their work efficiently. These concepts must go hand in hand in order to acquire the effectiveness of the organization. To be the best and to make people happy, Starbucks ensures that they screen and train their employees well. Once an applicant is hired, that applicant will undergo the “Coffee Master Program” where the new employee/s is/are indoctrinated to the company values, as well as the mission, which is to build the brand.

In this training program, the employees are reminded that it is their

priority to serve people, and that customers must always leave happy. 3. Performance Appraisal

Performance appraisal is a process of assessing how well employees are doing their jobs. Most employees and managers definitely dislike the process performance appraisal; however it plays a highly crucial role in the workplace. In human resource planning, performance appraisals can be used in terms of career planning and for making termination decisions. A company which has a very

poor

performance

appraisal

system

faces

numerous

problems.

Performance appraisals are also used as a basis for compensation, promotion and training decisions. There are two stages to do a performance appraisal: (1) is to measure the job performance, (2) is to share the feedback with the employees. At Starbucks, Starbucks, the so-called customer comment card is used as a way to see how the employees are performing performing their jobs.

Customer comment card

contains several survey questions answered by the customers about their

9


insights on the employees, services, and products. This kind of strategy is a very good and effective way to see how the employees perform their jobs, because it is an effective way. The job performances of the employees are what what matters regardless of when the customer and the employee know each other. Companies must provide feedbacks and training as well as rewards to their employees. Feedbacks are given given in a 360-degree feedback. It means that both lower level manager (cashiers) and middle level manager (store manager) give feedbacks to each other. The 360-degree feedback has affects the performance of giving feedbacks to employees, because in one Starbucks booth, there are usually nine people working. So, they have close relationship and would would not mind giving different feedbacks in order to improve each other‟s job performances. In Starbucks, they give a bonus to employees “Employee of the Month” r eward. eward.

This kind of reward is the so-called, compensation.

The

employees are given budget each month. Budget is a goal of how much money the employees can make in their work shift. 4. Team Development

Even the CEO Mr. Schultz, knows that the Starbucks brand is nothing without its baristas. Therefore, managers ensure that all employees are treated equally, or in short, made to feel that they are a part of the team. All of the staff is called „partners‟, including the supervisors.

This creates a friendlier

atmosphere which develops not only the relationship between employees, but also their enthusiasm. The team doesn‟t only involve the staff, but even those on top, and to maintain this, they also ensure that there is a well-organized

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communication channel. In line with this, they also make sure that the number of employees range from three to six, so that the staff will be able to know each other easily and deeply. 5. Employee Welfare and Engagement

Loyalty is what keeps employees, and to get this, Starbucks managers ensure that the employees are treated just as good as the employees treat the customers. Health care and stock options are readily available to all employees, and as stated, they are considered partners. The employees are also engaged not only with each other but also to the community they‟re residing at. Reports show that employees do community service, and in 2009, employees were able to contribute 186,000 hours of community service. This builds a better relationship between the employees and the community, and ensures a healthy atmosphere. C. Analysis 1. Strength

The strengths of Starbucks lie mostly in their approach to Human Resource Management. As repeatedly stated above, Starbucks is a peoplecentred organization; therefore, they value the well-being of their employees. The core values of Starbucks never forget their partners. With that mentioned one of the strongest points that Starbucks has implemented is dubbing and making their employees and even part-timers a partner. Schultz, the brain behind it, believed that the employees must feel that they are being valued in the company. In return the employees of Starbucks

11


work harder and produce better better results.

Evident enough, Starbucks highly

invests in the improvement of their people and that itself is a discerning strength of Starbucks. Furthermore, the HR Metrics of Starbucks have mostly contributed to their strength, from recruitment to employee welfare engagement. Starbucks has developed these policies and programs in order to enhance the development of their people. With a high reward and high direction method, the employees feel appreciated and this is reciprocated back to the company in their work ethics, which the management of Starbucks was able to instil in them. Their employees, being empowered as much as guided, allows Starbucks to hasten the decision making process which make the burden of the top management lighter, thus allowing them to focus on the bigger scaled predicaments and the governance of the overall company. Schultz, as well as the rest of the top management, knows that the organization will not survive or succeed without their partners who make it all possible. 2. Areas for Improvement

Starbucks highly values their partners and allows them to make small decisions.

This though can cause a gap in regards with with the status of the

employees and the manager. If this is not properly addressed then its might cause the company to be decentralized and the positions and assignments of tasks and purpose would also be unclear. Currently, though, this problem has not yet occurred for Starbucks. Despite that, Starbucks has to formulate a plan

12


in the case that it does. This doesn‟t mean that they should stop empowering their employees either.

Rather, Starbucks has to reinforce their partner‟s

mindset and create activities emphasizes on the roles, responsibility and status of each person in the organization. Furthermore, aside from the mentioned HR metrics that focused on the individual growth of each person, Starbucks should also consider the growth of each individual as a part of the team. Although it team development was a contributing factor to the prominence of the Human Resource Management of Starbucks, it is lacking in programs that fosters unity within each of the small groups consisting of each employees from each branch. Creating a collegial relationship will make the organization grow more and in return, the productivity of the company increases not only managerially but also financially. Aside from the two areas stated above, Starbucks Starbucks is one of the few companies who value their employees and believe that they are the key to success, being the most important resource.

With the people-centred

management of Starbucks, it is not a surprise that the area for improvement is a narrow passage. Yet even with their excellent programs and practices, there will always be something to improve on, in order for the organization to grow, and determining these areas have been a forte of Starbucks as well, evidenced by their current growth and the new sets of programs they create every year.

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D. Data Analysis and Interpretation 1. Demographics a. Gender

35% (7)

Male 65% (13)

Female

Figure 1: Gender of Respondents

The first question that was asked to the respondents in the demographics section is about their gender. As seen in Figure 1, the survey was answered by 65% males (13 out of 20 respondents) and 35% females (7 out of 20 respondents). b. Age

10% (2)

10% (2) 18-25 25% (5)

35% (7)

26-35 36-45 46-55

20% (4)

56 and above

Figure 2: Age of respondents

The second question that was asked to the respondents in the demographics section is about their age. As seen in the above pie chart, the most number of respondents were between the ages 46-55 at 35% (7 out of 20 respondents). Second, would be between the ages of 26-35 at 25% (5 out of 20 respondents). Third, would be between the ages of 36-45 at 20% (4 out

14


of 20 respondents). Lastly, would be between the ages of would would be between the ages of 18-25 and 56 and above, both at 10% (2 out of 20 respondents). c. How long have you worked at Starbucks?

30% (6)

Less than 6 months

15% (3)

6 months-1 year 25% (5)

20% (4)

10% (2)

1-2 years 3-5 years More than 5 years

Figure 3: The length of time the respondents worked for Starbucks

The third question that was asked to the respondents in the demographics section is about how long they have worked worked for Starbucks. As seen in the above pie chart, the most number of respondents were between the ages 46-55 at 35% (7 out of 20 respondents). Second, would be between the ages of 26-35 at 25% (5 out of 20 respondents). Third, would be between the ages of 36-45 at 20% (4 out of 20 respondents).

Lastly, would be

between the ages of would be between the ages of 18-25 and 56 and above, both at 10% (2 out of 20 respondents). d. What is your yearly income? 10% (2)

5% (1)

30% (6) 20% (4)

Php 100,000 and below Php 100,001-Php 200,000 Php 200,001-Php 300,000

Php 300,001-Php 400,000 35% (7)

Php 400,000 and above

Figure 4: Yearly income of the respondents

15


The fourth question that was asked to the respondents in the demographics section is about their yearly income for Starbucks. As seen in Figure 4, 35% (7 out of 20 respondents) of the respondents have a yearly income between Php 100,001-Php 200,000 per year. Second is at 30% (6 out of 20 respondents) have an allowance of Php 100,000 and below per year. Third is at 20% (4 out of 20 respondents) have an allowance between Php 200,001-Php 300,000 per year. Fourth is at 10% (2 out of 20 respondents) have an allowance between Php 300,001-Php 400,000 per year. Lastly, 5% (1 out of 20 respondents) have an allowance of Php 400,000 and above. e. Which of the following best describes the department you work in?

25% (5) 10% (2)

Customer Service

10% (2) 20% (4)

Finance / Accounting MIS Sales / Marketing

15% (3)

20% (4)

Corporate Marketing Human Resources

Figure 5: Department which respondents work for

The fifth question that was asked to the respondents in the demographics section is about which department they work for. As seen in Figure 5, 25% (5 out of 20 respondents) work for the Human Resources Department of Starbucks. Second would be the Finance / Accounting and MIS Department, both at 20% (4 out of 20 respondents). Third is at 15% (3 out of 20 respondents) for the Sales / Marketing Department. Last would be the Customer Service and Corporate Marketing Department, both at 10% (2 out of 20 respondents).

16


f. Which of the following best describes your position here?

10% 15% (2) (3)

Clerical Technician

25% (5)

Managerial 30% (6)

Accounting

Project Management

20% (4)

Figure 6: Position on their respective departments

The sixth question that was asked to the respondents in the demographics section is about their position in the department they work for. As seen in Figure 6, 30% (6 out of 20 respondents) respondents) are technicians. technicians. Secondly, 25% (5 out of 20 respondents) are in the Accounting position. Thirdly, 20% (4 out of 20 respondents) are in the Managerial position. Fourth, 15% (3 out of 20 respondents) are in the Clerical position. Then last is 10% (2 out of 20 respondents) are in the Project Management position. 2. Recruitment a. Does Starbucks clearly define the position objectives, objectives, requirements and candidate specifications in the recruitment process?

10% (2) Yes No 90% (18)

17


18 out of 20 (90%) of the respondents said that Starbucks clearly define the position objectives, requirements and candidate specifications in the recruitment process and only 2 (10%) respondents said that they don‟t think that Starbucks does the process properly. b. How well do Starbucks’ affirmative action needs clarified and supported in the selection process? 5% (1) 35% (7)

Poor Adequate 60% (12)

Excellent

12 out of the 20 respondents (60%) say the affirmative action needs clarified and supported in the selection process are at an adequate level. 7 out of the 20 respondents (35%) ranked this strategy as excellent and only 1 said that the strategy is poor. c. How would you rate the HR department’s performance in r ecruitment r ecruitment and selection? 0% 25% (5)

Poor Adequate 75% (15)

Excellent

15 out of the 20 respondents (75%) rated the HR department‟s performance in recruitment and selection as adequate.

5 out of of the 20

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respondents (25%) rated the performance as excellent. While no respondent said that the performance was poor. 3. Training a. How satisfied are you with the relevance of courses with respect to your needs? 5% (1)

0% 0%

30% (6)

25% (5)

Very Satisfied Satisfied Neutral Dissatisfied

40% (8)

Very Dissatisfied Not Applicable / Not Sure

8 out of the 20 respondents (40%) rated their satisfaction with the relevance of courses with respect to their needs as Satisfied. Second, 6 out out of the 20 respondents (30%) rated their satisfaction as Very Satisfied. Third, 5 out of 20 respondents (25%) rated their satisfaction as Neutral. Next, only 1 out of 20 respondents (5%) rated their satisfaction as Dissatisfied. Lastly, no respondent rated their satisfaction as very dissatisfied and Not Applicable / Not Sure. b. Starbucks understands the training needs of my department. 10% (2)

0%

15% (3) 40% (8)

35% (7)

Strongly Agree Agree Neutral Disagree Strongly Disagree

8 out of the 20 respondents (40%) said that they agree to the statement, “Starbucks understands the training needs of my department”.

19


Second, 7 out of 20 respondents (35%) said that they strongly agree to the statement. Third, 3 out out of 20 20 respondents (15%) said that they are neutral to the statement given. Next, 2 out of 20 respondents (10%) said that they disagree to the statement given. Lastly, no respondent said that they strongly disagree to the statement given. c. Would you recommend Starbucks’ Starbucks ’ training services to colleagues or contacts within your industry? 10% (2)

5% (1) Yes No 85% (17)

Not sure

17 out of the 20 respondents (85%) said that they would recommend Starbucks‟ training services to their colleagues or contacts within their industry. Second, 2 out of 20 respondents (10%) said that they would not recommend Starbucks‟ training services to their colleagues. Last, only 1 out of 20 respondents (5%) said that they are not sure on whether to recommend Starbucks‟ training services or not.

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4. Performance Appraisal a. How would you you rate your manager manager in each of the following areas? Excellent

Very Good

Communication

3 (15%)

Planning and Organizing

3 (15%)

Directing and Coordinating Job / Technical Knowledge Interpersonal relationship

Good

Average

10 (50%)

13 (65%)

5 (25%) 3 (15%)

12 (60%) 10 (50%)

4 (20%)

12 (60%)

Poor

5 (25%)

2 (10%) 0

4 (20%) 0 3 (15%)0 5 (25%) 2 (10%) 0 3 (15%)0 1

This bar graph shows the ratings of the respondents‟ manager depending on the following areas.

For the first area, majority of the

respondents (10 out of 20) rated their manager‟s performan ce on Communication as “very good”.

For the second area, majority of the

respondents (13 out of 20) rated their manager‟s performance on Planning and Organizing as “very good”. For third area, majority of the respondents (12 out of 20) rated their manage r‟s performance on Directing and Coordinating as “very good”. good”. For the fourth area, majority of the respondents (10 out of 20) rated their manager‟s performance on Job / Technical Knowledge as “very good”. F or the last area, majority of the respondents (12 out of 20) rated their manager‟s performance on Interpersonal relationship as “very good”.


5. Team Development a. How professionally do the members members of your your team behave? 5% (1)

5% (1) 10% (2)

Extremely professionally Quite professionally

25% (5)

Moderately professionally Slightly professionlly

55% (11)

Not all professionally

11 out of the 20 respondents (55%) rated how their members of their team behave professionally as “quite professionally”. Second, 5 out of 20 respondents

(25%)

rated

their

members

as

behaving

“moderately

professionally”. Third, 2 out of 20 respondents (10%) rated their members as behaving “extremely professionally”. Lastly, only only 1 out of 20 respondents (5%) rated their members as behaving both “slightly professionally” and “not professional at all”. b. How honest with each other are the members of your your team? 5% (1)

10% 10% (2) (2)

Extremly honest Very honest

15% (3)

Moderately honest 60% (12)

Slightly honest Not honest at all

12 out of the 20 respondents (60%) rated how honest are their members to each other in their team as “very “very honest”. Second, 3 out of of 20 respondents (15%) rated their members as being “moderately honest”. Third,

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2 out of 20 respondents (10%) rated their members as being both “extremely honest” and “Not honest at all”.

Lastly, only 1 out of 20 respondents (5%)

rated their members as being “slightly honest”. honest ”. c. How well do members of your team share responsibility for tasks? 5% (1)

5% (1) 10% (2)

Extremely well Very well

15% (3)

Moderately well

Slightly well

65% (13)

Not well at all

13 out of the 20 respondents (65%) rated how their members of their team share responsibility for tasks as “very well”.

Second, 3 out of 20

respondents (15%) rated their members sharing tasks responsibly as “moderately well”. Third, 2 out of 20 respondents (10%) rated their members sharing tasks task s responsibly as “extremely well”.

Lastly, only 1 out of 20

respondents (5%) rated their members sharing tasks responsibly as being both “extremely well” and “not well at all” . 6. Employee Welfare and Engagement a. Starbucks tries to create an exciting work environment. 5% 10% (1) (2)

Strongly Agree 20% (4)

15% (3)

Somewhat Agree Neither agree nor disagree

50% (10)

Somewhat Disagree Strongly Disagree

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10 out of the 20 respondents (50%) said that they somewhat agree to the statement, “Starbucks “ Starbucks tries to create an exciting work environment ”. Second, 4 out of 20 respondents (20%) said that they strongly agree to the statement. Third, 3 out of 20 respondents (15%) said that they are neither agreed or disagree to the statement given. Next, 2 out of 20 respondents (10%) said that they somewhat disagree to the statement given. Lastly, only 1 out of 20 respondents said that they strongly disagree to the statement given. b. Overall how satisfied are you with your position at Starbucks? 10% (2)

5% (1) Very Satisfied 25% (5)

20% (4)

Somewhat Dissatisfied Not satisfied or dissatisfied Somewhat Satisfied

40% (8)

Very Dissatisfied

8 out of the 20 respondents (40%) rated their overall satisfaction with their position at Starbucks as “somewhat dissatisfied”.

Second, 5 out of 20

respondents (25%) rated their overall satisfaction as “very satisfied”. Third, 4 out of 20 respondents (20%) rated their overall satisfaction as “not satisfied or dissatisfied”. dissatisfied” .

Next, 2 out of 20 20 respondents (10%) rated their their overall overall

satisfaction as “somewhat satisfied”. Last, only 1 out of 20 respondents (5%) rated their overall satisfaction as “very dissatisfied”.

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c. Have you ever observed or experienced any of the following forms of discrimination or harassment at Starbucks?

0% 5% (1)

Racial discrimination

10% (2)

Sexual harassment Age discrimination 15% (3)

70% (14)

Gender discrimination 0%

Sexual orientation discrimination No, none of the above have been observed or experienced

14 out of the 20 respondents (70%) said that they had not observed or experienced any forms of discrimination or harassment at Starbucks. Second, 3 out of 20 respondents (15%) said that they had observed or experienced a form of Gender Gender discrimination at Starbucks. Third, 2 out of 20 respondents (10%) said that they had observed or experienced a form of Age discrimination discriminati on at Starbucks. Starbucks. Next, only 1 out of 20 respondents (5%) said that they had observed or experienced a form of racial discrimination at Starbucks. Lastly, no respondents said that they observed or experienced a form of sexual and sexual orientation discrimination.

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III. Conclusion and Recommendation A. Conclusion

When it comes to the customers, Starbucks makes sure that they are treated well. They train their employees to make the customers the number one one priority for the company. These employees are made aware of the mission, vision, and goals of the company to assure that they will work with these in mind. As for the employees, employees, Starbucks Starbucks makes sure that they are doing their job well and also give customers a role in this process. The company also rewards those who excel and trains those who need to improve certain skills. In a nutshell, Starbucks is a company that strives for excellence, helps their employees grow, and prioritizes their customers. B. Recommendation

Starbucks is a good example of a company that works like a well oiled machine. They have a plan that they stick to and have process that they follow to achieve goals they have set. The only recommendation that comes to to mind is that Starbucks continue continue to do do what they do.

They do an excellent job and

sticking to what they do and probably just progressing from that will help them be the best. Another recommendation for the company is to just have contingency plans.

This will help Starbucks be more prepared when they face different

problems within the company and affected by external factors as well.

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IV. References

Devina, I. (2013, September 04). [Web log message]. Retrieved from http://makegoodcoffee.wordpress.com/starbucks-performance-appraisal/ Interview by K.T. Chan. Starbucks. Rizki, K. (2011, December 20). Starbucks recruiting, compensation, and benefits . Retrieved from http://www.scribd.com/doc/76167366/Starbucks-RecruitingCompensation-And-Benefits Starbucks- philippines. (2014). Retrieved from https://starbucks-philippinejobs.

silkroad.com

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V. Appendices A. Survey Questionnaire

Dear Employee, We are students from De La Salle University-Manila. We are currently taking up the course, SHURMAN (Strategic Human Resource Resource Management). We would like to ask for a few minutes of your time to answer some questions pertaining to our research. Your opinion would be most helpful as we gather important information about our research topic. We assure you of anonymity and that your responses to this questionnaire will be held in strictest confidence. Thank you for your cooperation. Kathleen Trisha A. Chan / MKT; Darwyn Albert T. Mendoza / BSM-MKT; Juana Christina H. Ramirez / ADV; Dan Michael S. Resurreccion / LGL Demographics Gender □ Male □ Female

Age: __________

What is your yearly income? a. Php 100,000 and below

b. Between Php 100,001 – – Php Php 200,000 c. Between Php 200,001 – – Php Php 300,000 d. Between Php 300, 001 – – Php Php 400,000 e. Php 400,000 and above

___________________ _____________________

How long have you worked at Starbucks?

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I.

29

Recruitment

1. Does the organization clearly define the position objectives, requirements and candidate specifications in the recruitment process? a. Yes b. No 2. How well are the organization‟s affirmative action needs clarified and supported in the selection process? a. Poor b. Adequate c. Excellent 3. How would you rate the HR department‟s performance in recruitment and selection? a. Poor b. Adequate c. Excellent II.

Training

1. How satisfied are you: Very Satisfied

Satisfied

Neutral

Dissatisfied

Very Dissatisfied

Not applicable/ Not sure

Relevance of courses with respect to your needs? 2. Starbucks understands the training needs of of my department Strongly Agree □ Agree □ Neutral □ Disagree □ Strongly disagree □

3. Would you recommend Starbucks‟ training Starbucks‟ training services to colleagues or contacts within your industry? □ □ □

Yes No Not sure


III.

Performance Appraisal

IV.

Team Development 1. How professionally do the members of your team behave?

Extremely professionally Quite professionally Moderately professionally Slightly professionally Not professional at all 2. How honest with each other are the members of your team?

Extremely honest Very honest Moderately honest Slightly honest Not honest at all 3. How well do members of your team share responsibility for tasks?

Extremely well Very well Moderately well Slightly well Not well at all

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V.

Employee Welfare and Engagement 1.

2.

3.

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B. Pivot Tables 1. Demographics a. Gender Row Labels Male Female Grand Total

d. What is your yearly income?

Count of Gender 13 7 20

b. Age Row Labels 18-25 26-35 36-45 46-55 56 and above Grand Total

Count of Gender 2 5 4 7 2 20

Row Labels Php 100,000 and below Php 100,001-Php 200,000 Php 200,001-Php 300,000 Php 300,001-Php 400,000 Php 400,000 and above Grand Total

Count of Time worked at Starbucks 3 5 2 4 6 20

Count of Yearly Income 6 7 4 2 1 20

e. Which of the following best describes the department you work in?

Row Labels Customer Service Finance / Accounting MIS Sales / Marketing Corporate Marketing Human Resources Grand Total

c. How long have you worked at Starbucks?

Row Labels Less than 6 months 6 months-1 year 1-2 years 3-5 years More than 5 years Grand Total

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f.

Count of Yearly Income 2 4 4 3 2 5 20

Which of the following best describes your position here?

Row Labels Clerical Technician Managerial Accounting Accounting Project Management Grand Total

Count of Yearly Income 3 6 4 5 2 20


2. Recruitment a. Does Starbucks clearly define the position objectives, requirements and candidate specifications in the recruitment process? Row Labels Yes No Grand Total

c. How would w ould you rate the department’s performance recruitment and selection? Row Labels Poor Adequate Excellent Grand Total

b. How well do Starbucks’ affirmative action needs clarified and supported in the selection process? Row Labels Poor Adequate Excellent Grand Total

Count of Q2A 18 2 20

33

Count of Q2B 1 12 7 20

HR in

Count of Q2C 0 15 5 20

3. Training b. How would you rate r ate the department’s performance recruitment and selection? Row Labels Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied Not applicable / Not sure Grand Total

HR in

Count of Q3A 6 8 5 1 0 0 20

c. Would you recommend Starbucks’ training services to colleagues or contacts within your industry? Row Labels Yes No Not sure Grand Total

Count of Q3C 17 2 1 20

a. Starbucks understands the training needs of my department. Row Labels Strongly Agree Agree Neutral Disagree Strongly Disagree Grand Total

Count of Q3B 7 8 3 2 0 20


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4. Performance Appraisal a. How would you you rate your manager in each of the following areas? Row Labels Excellent Very Good Good Average Average Poor Grand Total

Row Labels Excellent Very Good Good Average Average Poor Grand Total

Count of Q4ACommunication 3 10 5 2 0 20

Row Labels Excellent Very Good Good Average Poor Grand Total

Count of Q4A- Directing and Coordinating 5 12 3 0 0 20


Count of Q4A- Planning and Organizing 3 13 4 0 0 20


Count of Q4A- Job / Technical Knowledge 3 10 5 2 0 20

Count of Q4AInterpersonal relationship 4 12 3 0 1 20

5. Team Development b. How professionally do the members members of your team behave? Row Labels Extremely professionally Quite professionally Moderately professionally Slightly professionally Not all professionally Grand Total

Count of Q5A 2 11 5 1 1 20

a. How professionally do the members members of your team behave? Row Labels Extremely honest Very honest Moderately honest Slightly honest Not honest at all Grand Total

Count of Q5B 2 12 3 1 2 20


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c. How well do members of your team share responsibility for tasks? Row Labels Extremely well Very well Moderately well Slightly well Not well at all Grand Total

Count of Q5C 1 13 3 1 2 20

6. Employee Welfare and Engagement b. The company c ompany tries to create crea te an exciting work environment. Row Labels Strongly Agree Agree Neutral Disagree Strongly Disagree Grand Total

Count of Q6A 4 10 3 1 2 20

a. Overall how satisfied are you with your position at Starbucks? Row Labels Very Satisfied Somewhat Satisfied Not satisfied or dissatisfied Somewhat dissatisfied Very dissatisfied dissatisfi ed Grand Total

Count of Q6B 5 8 4 2 1 20

c. Have you ever observed or experienced any of the following forms of discrimination or harassment at Starbucks? Row Labels Racial discrimination Sexual discrimination Age discrimination discrimination Gender discrimination Sexual orientation discrimination discriminatio n No, none of the above have been observed or experienced Grand Total

Count of Q6C 1 0 2 3 0

14 20

HR Management Report on Starbucks

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