Strategy of Planning on a Setup of a New Service Team for the Workplace - Case Study Example

HR STRATEGIC PLAN FOR STARBUCKS Name Course Title Professor’s Name Date Table of Contents Table of Contents 2 Company introduction, overview and description 3 Mission statement 3 Strategy of Planning on a setup of a new service team for the workplace 3 Aims: 4 Stakeholders involved in the planning process 5 Overview of the Internal and external business environment (rationale for the Strategic plan) 5 Brief overview of the current Human resource functions and policies used 6 Legal issues applicable for your HR strategic plan 6 Human resources/labor requirements and how to source people for the business 6 Performance development plans 7 KPIs for HR 12 Financial requirements for implementing the HR strategic plan 13 Technological requirements for implementation of the strategy 14 Monitoring and evaluation of the HR plan 14 Bibliography 16 HR STRATEGIC PLAN FOR STARBUCKS Company introduction, overview and description Starbucks is the largest coffee house producer globally; it was established by Gordon Bowker and Jerry Baldwin. Starbucks was initially opened in Washington and entered into the UK market. Customers in Starbucks enjoy the soothing atmosphere along with the high quality service. Howard Schultz opened Starbucks in Seattle which later adopted various expansion principles of its stores and also for augmenting the resources therefore becoming a brand that is most recognized in this industry. The company has also focused on constant growth and development in regards to faster networks, operations’ expansion and services of delivery. The company believes in high coffee quality for instance, it’s rich Italian espresso as well as offering pastries and other confectionaries’. Mission statement Starbucks’ mission statement states that it strives to “inspire and nurture the human spirit- one person, one cup and one neighborhood at a time.”(Starbucks, 2016, n.p) To continually source for the best coffee beans and collaborate with all stakeholders to set the standards and improve the lives of all. Strategy of Planning on a setup of a new service team for the workplace Central to successful planning and achievement of goals is teamwork and the coordination between different departments at the company. Starbucks acknowledges the need to hire, train and retain dynamic individuals who are flexible in thinking and action (Mello, 2014, p. 76). The company identifies that with the changing demands of the business, there is need to set up new service teams that can improve the company’s overall ability to stay competitive and sustainable on the short and long-term basis. Aims: In a bid to make the company stronger and better placed to continue reaching their customers in a reduced proximity, Starbucks needs to acknowledge the need to build a robust labor force network through assessment, alignment and target setting. To help update the current work teams at Starbucks while forming new ones to further boost the individual and collective performance of employees. However, Starbucks should realize and appreciates the fact that the current teams have been instrumental in taking the company to its present heights. To enhance the culture of teamwork by bringing together individuals on a common platform and empowering them to break any barriers that may derail the performance of the company in the local and international market. To help reduce the physical gap between the company and customers by forming and dispatching various teams with unique roles to play and in so doing, enhance the stature of Starbucks as a leading coffee shop globally. To help incorporate various existing teams within the company by breaking down any barriers to enhance communication and sharing of a common vision in the presence of a clear structure that will be tailored to the goals and objectives of the company. Stakeholders involved in the planning process The Human Resource Manager Supervisors Financial Controller Heads of departments Overview of the Internal and external business environment (rationale for the Strategic plan) Starbucks thrives on a strong network between employees, customers and the community. The company epitomizes the need to rapidly constitute new teams in the backdrop of changing customer demands. This is only possible through putting in place an elaborate HR strategic plan that facilitates the availability of the right crop of employees at all times (Rothaermel 2008, p.216). This will ensure the entity will easily identify and solve any issues emanating from the set-up to avert any detrimental effects of dysfunctional teams. Starbucks assumes a ‘partnership’ face in the community and this has been replicated in its internal systems. However, with the growing competition, the company cannot relent but rather consistently continue forming newer teams as the circumstances so dictate. Brief overview of the current Human resource functions and policies used Starbucks relies on the networking with all stakeholders to source for employees, products and a market. The current HR policies are founded on the need to enhance diversity by drawing the labor force from various cultural backgrounds. The workforce is tailored to the needs to enhance this reputation by moving even closer to the customers and the community through provision of excellent service (Starbucks 2016,n.p). Legal issues applicable for your HR strategic plan The diversity of the facet of Starbucks is hampered by policies that make it difficult for expats to work in certain countries thus; this brings about cultural challenges to the management. In other quarters, the insistence on diversification is seen as unfair and a means to denying people an opportunity based on their background (Geereddy 2012, p.2) Human resources/labor requirements and how to source people for the business The process of recruitment is Starbucks’ central strategy to accomplish its goals in finding the right kind of workforce to carry on its business strategy and mission. Luckily Starbucks experienced accelerated growth periods subsequently opening up more than four stores and an additional 200 employees every day until 2007 (Starbucks, 2016, n.p). However, the company had to assimilate those novel hires fast in to the company to meet its objectives of growth due to such accelerated growth. Starbucks nonetheless lost its focus on coffee as it made hasty decisions and stocked new stores with merchandize (Geereddy 2012, p.5). In spite of the closure of the stores, the company has remained an organization that highly attracts human talent from all spheres. Starbucks’ unrelenting success is undoubtedly as a result of its successful human resources management administration. This denotes all the efforts that the company undergoes to recruit, grow and retain its workforce. The company’s strategies of recruitment encompass human resource planning and social online recruitment through its career portal that targets its hiring audience. Once the employees are hired, keeping the useful human capital means assessing performance regularly, offering benefits, fostering success and the capability to undertake the essential actions to keep the employees within the organization for instance by encouraging balance of work life (Diaz, & Pedersen 2012, p.56). Performance development plans Hiring Program Objectives Target participants Team Building Program Diversity Draw employees from across diverse cultural and social backgrounds. Placement of employees on workstations where they can realize their potential Constituting teams and placing them under a central command with less bureaucracy and communication networks HR Managers and Supervisors Co-ordination Build a chemistry between all members of staff through regular review of the team composition Building trust by empowering the teams with supportive material and resources to enhance bonding. Facilitating high team performance through recognition and rewarding of team performance. All employees Employee relations Regular meetings to check the progress and make any adjustments that may hamper cohesion. Labelling employees as partners and giving them the necessary space and resources to contribute to decision making. Starbucks places the employee at the top of operations with the teams basically representing the company in the face of customers, community and other partners. Managers and Supervisors Team Composition Diversity is instrumental for Starbucks and as such, teams will be composed of people drawn from distinct backgrounds with a touch of gender balance. Rotating teams after sometime to spread the diversity of ideologies that enhances performance. Team members assume a collective and individual responsibility simultaneously. All new employees Team-customer relations Teams will be central to identifying and retaining customers. The team is a unit with full capacity to deal with the customer right from provision of service to feedback. The top management assumes the overall oversight of the teams through assessment and recommendations tailored to improve performance. All employees Improvement Blending new employees with the experienced lot to facilitate prompt adaptation. Comparison of the team performance against KPI’s to cite challenges and make recommendations. Exposure to new market demands through training and capacity building All employees Supervisors Team longevity Rooting for longer lasting teams through capacitation and trust building. Transforming service teams into sub-departments which will act as a bridge between customers and the company. The teams’ activities will extend to other undertakings that enhance the welfare of the members within and outside the company. All employees The objective of the company is to meet the goals in its visions through culture development that embraces acceptance and encourages personal growth (Roby, 2011, n.p). Leaders in the company will be inspired to lead the multicultural teams with various views and insights that guarantee the growth of the company and enhanced service delivery for its customers. Through this Starbucks will strive to be both genuine and open in its interactions with its employees, suppliers and customers as reflected in the mission of the company to drive performance without sacrificing personal and corporate humanity (Starbucks, 2016). KPIs for HR Key Performance indicators include; Environmental performance indicators-The operating environment comprises of the strategic location within the market and how the company positions itself in relations to customers (Frei 2008, p.67). The workforce is the driving force behind successful engagement with the customers and as such, their qualification, character and values counts greatly. Economic Performance Indicators-The economic segment deals with profit/loss making. Starbucks is in the coffee business to succeed and their performance will be determined by the quality of labor force they have. Performance indicators of human rights-With the growing sensitivity to CSR and more so human right issues, Starbuck ought to cultivate a favorable working environment for her workers as well as engaging in community-based programs that foster the respect for human rights. Indicators of society performance or assessments of impact-Businesses exist to have a positive impact on the society. In the case of Starbucks, their HR selection process ought to be reflective of the goodwill to positively transform the society and all stakeholders. Financial requirements for implementing the HR strategic plan HR strategic plans are elaborate and demanding in terms of funding (Boselie, 2010, n.p). However, the benefits at stake are so huge and as a result, Starbucks ought to put in place substantive amounts of cash to help formulate and implement this strategic plan. In this case, the amount of cash required for successful implementation of the plan is dependent on the promptness at which the company will react to the shortfalls of the current approach. Thus, this figure is not fixed but it is within the financial capability of Starbucks. Technological requirements for implementation of the strategy Technology is central to the performance of any business and Starbucks is no exception. A new strategic plan implies that there will be new selection and staffing processes. Technological requirements would include new database, training, automated registers and new monitoring technologies to help implement this human resource strategic plan (Rothaermel, 2008, p.220). Monitoring and evaluation of the HR plan Being a long process, monitoring is necessary if the company is to realize the strides made as well as locating and responding to any weaknesses cited? The HR plan will be monitored within 3 months of its introduction. The monitoring process will be done in respect to the key performance indicators stated in the preceding sections. When considering the internal and external environmental factors that may support or limit the concept and operational implementation, the following should be taken into account: SWOT ANALYSIS Strengths Motivated work force; the company fosters a situation that motivates team collaboration and working thus though remarkable service, consumers keep coming back, a reason why the company has one of the lowest attrition rate of staff in the industry. An extended physical presence through overseas branches and subsidiaries that make diversification easier. Weaknesses Home market over reliance; over reliance on the American coffee market leaves the company susceptible to unanticipated changes that may take place in such markets even though the coffee market in America is valued at $ 18 billion (Starbucks, 2016). For instance, recession had an effect on disposable income for the customers in America and their habits of consumption. Hence, the decision of the management to place its focus mainly on the markets in America portrays a weakness in Starbucks’ decision making skills. Opportunity Starbucks already has a reputation as a community-centered entity founded on the basis of empowering her stakeholders. This makes the company an exciting adventure for aspiring employees Threats Teams can be effective if they are properly constituted and managed. If they fail, this would have a detrimental effect in the long term survival of the company. By ceding substantive amounts of responsibility, Starbucks may be at risk of setting itself on the path to doom. Bibliography Boselie, P., 2010. Strategic human resource management: A balanced approach. Tata McGraw-Hill Education. Diaz, K.V. and Pedersen, K., 2012. Global coffee industry: Pitfalls, successes and future perspectives  Fottler, M.D., 2002. Strategic human resources management. Human Resources in health care: Managing for Success, pp.1-24. Frei, F. X., 2008. The Four Things a Service Business Must get Right. https://hbr.org/2008/04/the-four-things-a-service-business-must-get-right Geereddy, N., 2012. Strategic Analysis Of Starbucks Corporation. Mello, J.A., 2014. Strategic human resource management. Nelson Education. Roby, L.R., 2011. An Analysis of Starbucks as a Company and an International Business. http://digitalcommons.liberty.edu/cgi/viewcontent.cgi?article=1237&context=honors Rothaermel, F.T., 2008. Competitive advantage in technology intensive industries. FT Rothaermel, Technological Innovation: Generating Economic Results Advances in the Study of Entrepreneurship, Innovation and Economic Growth, 18, pp.201-225. Starbucks, 2016. Company Information. https://www.starbucks.com/about-us/company-information Starbucks, 2016. The Future of Starbucks. http://www.mcafee.cc/Classes/BEM106/Papers/2008/Starbucks.pdf Read More