A coffee company called Starbucks
Starbucks was founded in the US in 1987. (Schultz, 2012). There were just 11 stores there at the time. Between 1987 and 1992, the company started to expand quickly, eventually reaching over 125 outlets. Currently, this corporation is the market leader in America for roasting, branding, and even coffee selling.
Retention approach involves motivation
Starbucks has a retention approach that involves motivation. This strategy can be monetary or non-monetary (Morais, Shacket & Sintilus, et. al., 2014). The majority of the financial incentives provided by the corporation go toward insurance plans and pension plans. Starbucks employees benefit from comprehensive health coverage and a kind of ownership, which raises their status as a workforce. The business offers comfortable by the company include comfortable working environment, trainings, flexibility in working hours, and time-offs.
Voluntary and forced separation
Voluntary separation occurs when a worker stops working for an organization willingly whereas forced separation is where the company terminates an employee's contract. In Starbucks separation is done in two stages (Morais, Shacket, &Sintilus et. al., 2014). After training the employees are asked to use the acquired knowledge to carry out some basic tasks which are assessed by the supervisor. Those who record good performances are accepted for employment. They are then in the second level of the process provided with score cards where clients will evaluate their work by giving feedback on their performance. Those who perform well are retained while those who do not are fired.
Importance of exit interviews
The gap that exists in this separation method is exit interviews. Starbucks's leadership needs to collect information from the trainees and employees who do not make it concerning their experience, opinions, like, and dislike about the company (Morais, Shacket, &Sintilus, et. al., 2014). This will help the management obtain insights on the workers' experience with their colleagues and supervisors. Additionally they will provide information about their perceptions concerning the organization headship and working conditions.
Benefits of exit interview data
The information acquired through exit interviews will be helpful to the company in various ways (Morais, Shacket, &Sintilus, et. al., 2014). For instance, the human resource department can use that data in making necessary adjustment in the workforce so as to improve employee performance and productivity of the business. The organization will also be able to advance their methods of training to ensure that only a few trainees do not make it to employment and in turn reduce the cost of the preparation.
Employee assistance programs
Starbucks' employee assistance programs include free coffee where workers are allowed to take a certain amount of coffee weekly. They also receive 30% discount in all food and beverages. Moreover, Starbucks employees get free tuition and free stock from the organization (Morais, Shacket, &Sintilus, et. al., 2014). However, Starbucks does not have a documented outplacement counseling services. Therefore, I recommend that the business should perform job search training for the workers they lay off to help them acquire new occupations.
Procedural disciplinary policy
Starbucks has a procedural disciplinary policy where an employee is first served with a letter explaining the issue involved. Disciplinary committee then meets to discuss the matter and then make corrective or punitive decision. The penalty is made know to the worker and they are given a chance to appeal as pointed out by Van Den (2014). Starbucks disciplinary committee is composed of the human resource manager, department manager, and the supervisors.
Negotiation as a conflict resolution method
Starbucks Company applies negotiation in resolving most of its disputes especially those that involve employees, and also those between workers and the organization's leaders (Van Den, 2014). The parties having conflicting interests are always be helped to reach a common understanding.
In summary
In a nutshell, Starbucks uses motivation as its employee retention strategy. The company has a two-stage separation process and offers assistance programs to its labor force. Furthermore, the organization has a procedural disciplinary policy as discussed above. However, it has no documented outplacement counseling services.
References
Morais, U. P., Pena, J., Shacket, K., Sintilus, L., Ruiz, R., Rivera, Y., &Mujtaba, B. G. (2014). Managing diverse employees at Starbucks: Focusing on ethics and inclusion. International Journal of Learning and Development, 4(3), 35-50.
Schultz, H. (2012). Pour your heart into it: How Starbucks built a company one cup at a time. Hachette UK.
Van den Hurk, H. (2014). Starbucks versus the People.Bulletin for International Taxation, 68(1), 27-34.
