‘SEMPER GUMBY’
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, POSITIVE IMPACT FOR OUR BUSINESS, EACH OTHER AND OUR WORLD.
our partners with life-changing, global experiences. Tese opportunities include our Global Month of Service [program], where partners volunteer in their com- munities in the month of April, [and] the Origin Experience, where partners travel to one of our coffee farms to learn how we’re building long-term relationships with farmers and their families. Coffee started in Ethiopia and has migrated into a lot of countries around the equator. It really is like a pilgrimage. It’s kind of a journey of understanding coffee and its holistic nature. It’s really cool. I’ve not been. I’ve seen a lot of pictures from oth- ers who have gone, and they’re absolutely moved by some of the places and people they meet.
And [then there’s] the Leadership Experi- ence, where store managers come together to build on their leadership skills.
Additionally, Starbucks is dedicated to helping our partners further their career at Starbucks or wherever they aspire to go by completing their education. Earlier this year, we announced the Starbucks College Achievement Plan, a significant partnership with Arizona State Univer- sity that will enable our U.S. partners to complete their bachelor’s degree with full tuition coverage. Our partners will have the ability to choose from more
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than 40 undergraduate degree programs. We believe that our partners will have a rewarding career at Starbucks, but we also recognize our partners have aspira- tions in other fields. Tat’s why we are not requiring partners to stay with Starbucks once they have completed their degrees.
Army AL&T: Te Army likes to “grow its own” acquisition experts, preferring to recruit out of college and grow into future program leaders. Does Starbucks follow that model and, if so, how do you maintain the career path from barista to corporate leader?
Tice: It is essential that all of our part- ners understand and embrace the culture that makes us successful. Tose partners who have the experience of working at the store level often have a more com- plete understanding of that culture, but we also work to provide that exposure to partners who join us from other organiza- tions. It is also important to Starbucks to stay at the forefront of innovation, from our mobile platform to our store designs to our customer service. Bringing in new talent from diverse backgrounds helps us to tap into the imagination of our teams.
Army AL&T: Do Starbucks people develop any of the equipment that Star- bucks uses or any of the merchandise that
Starbucks sells? If so, is there a Starbucks research and development function? If not, how does Starbucks acquire the tools of the trade?
Tice: Starbucks develops much of what we use on a daily basis in our stores. We have an in-house design team that drives the look and feel of our stores and merchan- dise. We do purchase some equipment, such as our Mastrena espresso machines, but we are constantly working toward new developments and technologies within the company, and are on the look- out for new technologies. We think that our in-house teams are well-equipped to develop new tools and processes because they know our culture and how impor- tant our customers are to the brand.
Army AL&T: What else can you tell us about Starbucks’ military recruitment program? What kind of a priority is it for the company?
Tice: Tis is a top priority for the company. Not only are veterans exceptionally well- trained, but they have strong work ethics and highly valued, transferable skills and leadership. We want to leverage this con- siderable amount of leadership, discipline and operations experience and give ample opportunity for veterans to transition from the military. Another opportunity are the 1.2 million active-duty military spouses. As a result of moving frequently, military spouses come from diverse backgrounds and bring with them many qualities and skills that would translate well
into a career at Starbucks. With
more than 21,000 stores in 65 countries, Starbucks would have the opportunity to retain military spouses when they move.
It’s an amazing honor to be a part of … making the connection between the mili- tary community and Starbucks.
Army AL&T Magazine
October–December 2014
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