connect with the community where they work, whether that’s speaking the local language or engaging with every customer to create inspired moments of connection. For corporate positions in our support centers, many of our part- ners speak English as well as the local language. Tat allows us to create global training and bring local experiences to other markets.
Army AL&T: With sequestration and budget uncertainty, the Army, not to mention the federal government, can sometimes seem like not the most attrac- tive employer. What can the Army learn from Starbucks with respect to retention of valued people?
Tice: I can remember going through periods of furloughs [when I was in the Marines], and I clearly recall the heavy impact it can have on the government, military and the people who work for public institutions. I know that as a result of sequestration, some personnel opted to transfer from the public sector to the pri- vate sector. Tis loss of talent negatively impacts the operational effectiveness of any organization. Realizing that reten- tion isn’t always possible, understanding how to keep those who can adapt and grow while staying engaged is essential. Providing opportunities for our partners to grow and develop is critical to reten- tion. We are committed to developing our partners to become leaders and to influence beyond their own store and role, leaders who can make a significant, posi- tive impact for our business, each other and our world.
Army AL&T: How do Starbucks people affect
its policies? For example, when
employees find a better way of doing something, how does that get to the top so that it becomes a standard practice? Can you provide an example or two?
Tice: We have a few ways we encourage our partners to make positive changes. In our stores, we empower our partners to bring new ideas to the table that lead to innovation for the company. For partners in all our locations, not just stores, we have the MyStarbucksIdea site, a place where partners can share their ideas. In 2011, Starbucks saved between $5 mil- lion and $10 million because of an idea a store manager shared that eliminated waste with our whipped cream. Our leaders also make a point to visit stores regularly and hear what is top-of-mind for our partners. Tey are looking for the on-the-ground insights that will help us create an even better experience for our customers, as well as ways to improve the partner experience.
We have a board downstairs on our fifth floor that is kind of like “My Partner Idea,” and it’s a running tally of partners submitting better ideas. And this partic- ular one with the whipped cream saved millions of dollars. I forget the exact total, but there are hundreds of ideas that part- ners will submit that really help develop the company from the ground up and really taught [us] that our partners are important in everything that we do. So it’s really a partner-centered company that loves that innovation.
You’re familiar with the espresso machines with the hoppers on top that we pour the coffee beans into? At one point those hoppers and machines were larger, and it was hard for the barista to actually see the customer. We want the interaction, the customer experience, to be more of a flow so that, when they designed the machine, they designed it so that you could see past the hopper, for the barista to be able to engage with the customers.
Army AL&T: Army acquisition per- sonnel must have legally mandated (by the Defense Acquisition Workforce Improvement Act) training, education and experience within a set timeframe, unlike most of industry. What routes or programs do Starbucks employees have to advance through the ranks? How, for example, does a barista become a man- ager [and] become an executive, and does it differ by country?
Tice: We are dedicated to training our partners and providing them with opportunities to excel and promote. To advance at Starbucks, partners need to demonstrate a passion for what we do. In addition to the training we provide our baristas to prepare them to be pro- moted to a shift supervisor, to an assistant store manager and on to a store manager and so on, we look for ways to provide
WE’RE ALWAYS LOOKING TO PRESERVE AND ENCOURAGE THE HUMAN CONNECTION WITH EVERY DECISION WE MAKE. WE HIRE AND RETAIN GREAT PEOPLE AND ARE ALWAYS LOOKING FOR TOP TALENT AND THE RIGHT CULTURAL FIT TO ENSURE OUR FUTURE SUCCESS— PEOPLE WITH A PASSION FOR COFFEE, SERVICE AND THEIR COMMUNITIES.
ASC.ARMY.MIL
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CRITICAL THINKING
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