Human Resource Matrics of Starbucks-Free-Samples for Students

Question: Discuss about the Human resource matrics of Starbucks. Answer: Introduction Starbucks Company is the largest coffeehouse company of the globe. The company opened its first outlet in the year 1971 in the state of Washington, USA. The company has grown in leaps and bounds since then. The management of the company declared itself to be the globes leading dealer and brand of special coffee with more than 13,000 outlets in a sum total of 39 different nations. The company is largely dependent on its Human Resource Management to gain a competitive advantage in the market and also maintain a proper relationship with the customers and establish a long standing trust with each of them (Kerzner Kerzner, 2017). The mentioned company also offers benefits to the employees and the stakeholders that include health insurance, medical benefits, financial incentives, festival bonuses and many more as such. This helps the organization to offer friendly and uninterrupted services to the customers of the coffee shop and help them in case of any types of doubt or other queries re garding coffee. The high amount o customer satisfaction enables the firm to attract more and more customers. Human Resource Linkage The linkage map provided by the researcher analyzes the external as well as the internal environment of the organization and helps to determine the workplace conditions present within the company. The most important part of the linkage has been to provide the employees with the proper policies and benefits that help them to work in the perfect way and increase the organizational performance (Marchington et al. 2016). The business unit strategy helps to create job interference and helps in the proper understanding of the employees within the organization. The performance of the workers is measured in the exact way by planning the Human Resources management properly. The determination of the strengths, weaknesses and other factors related to the employees helps the employers to allocate the perfect work to the people according to their level of skills and understanding. HR Scorecard A HR Scorecard is a particular process for Human Resources that help it to structure itself as a strategic partner with the executives and managers of a company. The HR Department of Starbucks has formulated its own set of scorecard that helps it to attain a certain level of profitability for the firm (Becker, Huselid Ulrich, 2001). Implementation of the total process The particular processes by which the business can implement the following set of policies are; Identification of the critical deliverables that are needed for human Resources in Starbucks The proper and efficient identification of the HR customers of the business Conducting a proper cost benefit analysis of the activities that provides deliverables Definition of the HR activities that provide the different critical deliverables However it is also necessary to answer the right questions to determine whether the HR is providing the proper and suitable deliverables. Some of the main questions that arise as a result are as follows; What is the number of exceptional candidates that the management of Starbucks recruits and also retains for each of the strategic job openings? What is the exact difference in the merit payment between the high-performers and the low-performers? How much hour of result oriented training do the new employees receives in a year? The HR forms an undisputed champion behind the success of Starbucks. There is no denial to the fact that the organization relies heavily on the proper strategy formulation of the HR department. The formulation, integration and implementation of the proper set of strategies is utmost essential to the success of the business organization. The smoother is the integration process, the more success the company can attain in the market. Implementation Process The proper tracking and monitoring of the Human Resource functions in Starbucks typically involves the creation of a scorecard or report that lists the KPIs such as the costs of benefit as a percentage of the operating expenses of the company. The alignment of the HR strategic goals with that of the organizational goals the HR professionals of Starbucks helps to ensure the profitability of the business. The scorecard is usually a spreadsheet of data that helps the managers and the supervisors to prove that effective use of HR strategies helps to attain a competitive advantage in the market and allows for cost savings and cost avoidance which in turn helps to earn profits. The main processes by which the management of Starbucks can implement the following process are as follows; Definition of the Business Strategy- The effective HR professionals of the mentioned chain of caf formulates precise, measureable, achievable and realistic goals that are to be achieved within a specific time limit (Bamberger, Biron Meshoulam, 2014). If the management of Starbucks decides to reduce the annual health benefits of the employees, they must take into consideration the price of the different employee benefits and then must define some particular ways to reduce the amount of the employee benefits and then define the specific ways of reducing the different costs. The management might opt for multiple ways to reduce the cost whichever they feel to be better. Business Indicators should be specified- The indicators of the business is one and only data or information. The information helps the business to smoothly carry out its operations. The number of permits, sales figures, growth data and many more such different information helps the HR department as well as the other departments of the organization to take the correct decision (Stone et al. 2015). The recent trend that has been a hit with the HR professionals of the mentioned organization is the preparation of a proper set of strategies that helps to hire, retain the correct set of employees and also measure their performance through key performance indicators. HR Measurement System- The creation of a proper measurement system to determine the performance level of the HR management is a must for organization like Starbucks as marinating a performance indicator in the form of spreadsheets or data can help in the growth of the organization. Conclusion The researcher has been able to provide the exact details regarding the implementation of the HR policies and strategies. He has also thrown light onto the effective implementation of the Key Performance Indicators. The thorough analysis of the following report will help the readers to have a clear idea on the work of the HR professionals of Starbucks and their key responsibility in the success of the organization by strict implementation of the different policies and performance indicators to be followed by the employees to attain considerable success to the organization. References Bamberger, P. A., Biron, M., Meshoulam, I. (2014).Human resource strategy: Formulation, implementation, and impact. Routledge. Becker, B., Huselid, M. A., Ulrich, D. (2001). The HR scorecard: Linking people, strategy, and performance. Boston, MA: Harvard Business School Press. Brewster, C., Houldsworth, E., Sparrow, P., Vernon, G. (2016).International human resource management. Kogan Page Publishers. Gunasekaran, A., Irani, Z., Choy, K. L., Filippi, L., Papadopoulos, T. (2015). Performance measures and metrics in outsourcing decisions: A review for research and applications.International Journal of Production Economics,161, 153-166. Kavanagh, M. J., Johnson, R. D. (Eds.). (2017).Human resource information systems: Basics, applications, and future directions. Sage Publications. Kerzner, H., Kerzner, H. R. (2017).Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Marchington, M., Wilkinson, A., Donnelly, R., Kynighou, A. (2016).Human resource management at work. Kogan Page Publishers. Stone, D. L., Deadrick, D. L., Lukaszewski, K. M., Johnson, R. (2015). The influence of technology on the future of human resource management.Human Resource Management Review,25(2), 216-231.