approaches used by the HR department of Starbucks to attract potential diverse employee candidates in a global environment

approaches used by the HR department of Starbucks to attract potential diverse employee candidates in a global environment

Every organization in modern times requires a productive workforce that drives the company towards a sustainable competitive advantage. Employees who offer excellent services to customers put companies on top of the competition. To achieve this, there is a need for human resource management to devise ways to sell the benefits of the company to potential employee candidates. Attracting talented employees involves recruiting qualified applicants and selecting candidates who can achieve the goals of a company. Companies have different strategies for attracting employees, but the one with the most effective approach has substantial advantages over the rest. One of the companies that has been in a position to apply the strategies is Starbucks. The purpose of this paper is to examine the approaches used by the HR department of Starbucks to attract potential diverse employee candidates in a global environment.

One of the strategies that Starbucks uses to attract a talented workforce is their compensation and welfare plans. The former CEO of the company, Howard Schultz, always put his employees at the forefront (Starbucks, 2014). He introduced different types of monetary and non-monetary benefits programs for purposes of motivating his employees. The benefits programs not only apply to the full-time staff but also part-time employees. The employees benefit from health, vision, and dental insurances. Furthermore, the company has a program known as “CUP Fund” that assists its staff with monetary funding during hardship or crisis times and a “Total Pay” package that offers benefits like paid vacation, company stock, affordable health care, and free coffee (Starbucks, 2011b). Such compensation and welfare plans are admired by many, and when a chance emerges, potential employees apply for the jobs advertised.

Some talented employees do not send their application to companies that restrict the people they prefer to work for them. In other words, companies do not have a diverse workforce. Workforce diversity applies when a company brings a variety of people together to a workplace without considering their difference in ethnicity, race, sexual orientation, religion, education, capabilities/disabilities, and physical appearance (Jones & George, 2014). When diversity is ignored, companies suffer from lower production and fall of reputation because of their discriminative nature. Nevertheless, Starbucks embraces workforce diversity. According to Starbucks’ Business Ethics and Compliance, “Starbucks actively creates and promotes an environment that is inclusive of all people and unique abilities, strengths and differences, and promotes diversity as a strategic and competitive business advantage for the company” (Starbucks, 2011a). This kind of attitude allows the company to prosper in different areas of operation, hence pushing it to the top of the competition. To ensure the strategy thrives, they have managers in place to supervise the employees that come from diverse cultures. Likewise, to ensure they comply with the Civil Rights Act of 1964, Title VII, they make sure that the employees are equally treated without biases (Starbucks, 2013). Such a working environment is every employee’s dream, and when made possible, the firm attracts talented employees to apply for any available job.

Likewise, Starbucks makes use of the “leading” strategy. Leading is a management utility that motivates employees to give their best independently and in partnership with others (Starbucks, 2014). In other words, it is the practice of trying to impact others to attain organizational aims without being monitored. Leading is clearly outlined in the company’s philosophy that states; “treat people like family, and they will be loyal and give their all” (Enz, 2010). When employees have a sense of belonging and feel like they owe the company their effort, they will work to their level best to ensure the company achieves its goals (Schuh & Zhang, 2013). Therefore, Starbucks employs a management team that has considerable leadership skills. To achieve this, Starbucks makes use of an extensive program known as “New Partner Orientation and Immersion,” which promotes essential values of the company by establishing knowledge of business and retail tasks (Starbucks, 2013). When potential employees see such management, they do not hesitate to apply for the jobs (Schuh & Xin-an, 2013). The management not only checks on the employees but trains and guides them to become better than they were before.

Furthermore, Starbucks offers training to its employees who, to them, are known as “partners.” Once an employee passes the interview session, they begin their career in the company with 24 hours of classroom training in centers around the country of operation (Starbucks, 2013). During the training, partners are in a position to acquire a variety of skills such as coffee preparing methods, retail expertise, and service, to mention a few. The courses are conducted by specialists, training managers, and district managers who went through the course too during the recruitment process and have worked in the retail stores for more than two months (Starbucks, 2013). Moreover, managers are offered additional classes that take a maximum of eight weeks for lessons on recruitment, conducting performance appraisal, and project management. These are available upon request by the managers. To increase the managers’ experience overseas, Starbucks pays for the attendance of professional seminars and workshops around the world whenever necessary (Starbucks, 2013). Adding these kinds of training as part of their strategies lures potential employees to apply for the jobs. Getting such benefits for free is not common in many companies. Some consider it too expensive and would instead choose applicants with experience in their areas of operation. Starbucks has identified the potential of offering training and are using the concept to sell their benefits to potential partners.

Finally, the company observes a low employee turnover, which is retained at 65 percent when compared to 150 to 400 percent on the industry average (). When one becomes a Starbucks employee, they can advance through the various ranks as one seeks growth. Every employee, when applying for a job, looks forward to advancing to the next position within the company. They would never want to stick in the same sector for too long without growth. Offering ranks such as a supervisor and manager gives employees a reason to apply for the jobs displayed.

In conclusion, organizations need to have laid out plans that will help them sell their benefits to potential employees. Starbucks has the right strategies in place that has made the company to be ranked as one of the best companies to work for. They have excellent compensation and welfare plans that are pro-employees, employ people from all walks of life without factoring in aspects like race and religion and have a management that caters to the wellbeing of the employees. Furthermore, they offer in-house training to their employees and send them to paid seminars and conferences at a manager’s request and offer channels of growth. When potential employees come across such luring strategies put in place, they do not hesitate to apply for the jobs in Starbucks.