netrashetty
Netra Shetty
Human Resource Management of Starbucks : Starbucks Corporation (NASDAQ: SBUX) is an international coffee and coffeehouse chain based in Seattle, Washington.
Starbucks is the largest coffeehouse company in the world,[2] with over 16,858 stores in 50 countries, including over 11,000 in the United States, over 1000 in Canada, and over 700 in the UK.[3][1]
Starbucks sells drip brewed coffee, espresso-based hot drinks, other hot and cold drinks, coffee beans, salads, hot and cold sandwiches and panini, pastries, snacks, and items such as mugs and tumblers.
Through the Starbucks Entertainment division and Hear Music brand, the company also markets books, music, and film. Many of the company's products are seasonal or specific to the locality of the store. Starbucks-brand ice cream and coffee are also offered at grocery stores.
From Starbucks' founding in later forms in Seattle as a local coffee bean roaster and retailer, the company has expanded rapidly. In the 1990s, Starbucks was opening a new store every workday, a pace that continued into the 2000s. The first store outside the United States or Canada opened in the mid-'90s, and overseas stores now constitute almost one third of Starbucks' stores.[4] The company planned to open a net of 900 new stores outside of the United States in 2009,[5] but has announced 900 store closures in the United States since 2008.
Starbucks has been a target of protests on issues such as fair-trade policies, labor relations, environmental impact, political views, and anti-competitive practices.
Human Resource Planning is the process of anticipating and carrying out the movement of people into within and out of the organization. Human resources planning is done to achieve the optimum use of human resources and to have the correct number and types of employees needed to meet organizational goals.
Uses of HRP
- Improve the utilization of human resources.
- Match human resource related activities and future organizations objectives effectively.
- Achieve economies in hiring new workers.
- Coordination between various HR programs such a employment equity plan and hiring needs.
Importance of HRP
- Ensures optimum use of manpower. (Woman, too nowadays?)
- Forecast future requirements.
- Help determine recruitment/ induction level.
- To anticipate redundancies/ surpluses
- To determine training levels and works.
- Know the cost of manpower if there is a new project is being taken up.
HR planning and analysis activities have several facets. Through HR planning,managers attempt to anticipate forces that will influence the future supply of and demand for employees. Having adequate human resource information systems (HRIS) to provide accurate and timely information for HR planning is crucial.The importance of human resources in organizational competitiveness must be addressed as well. As part of maintaining organizational competitiveness, HR analysis and assessment of HR effectiveness must occur. The internationalization of organizations has resulted in greater emphasis on global HR management.
HR Planning Process
DEVELOPING THE HR PLAN
In planning for human resources, an organization must consider the allocation of people to jobs over long periods of time—not just for the next month or even the next year. This allocation requires knowledge of any foreseen expansions or reductions in operations and any technological changes that may affect the organization. On the basis of such analyses, plans can be made for shifting employees within the organization, laying off or otherwise cutting back the number of employees, or retraining present employees. Factors to consider include the current level of employee knowledge, skills, and abilities in an organization and the expected vacancies resulting from retirement, promotion, transfer, sick leave,
or discharge.
In summary, the HR plan provides a road map for the future, identifying
where employees are likely to be obtained, when employees will be needed, and what training and development employees must have.
Hence, In simple sence, the different HR activities must be aligned with the general business strategy, as well as the overall HR strategy, in order to support business goals.
EVALUATING HR PLANNING
If HR planning is done well, the following benefits
should result:
l Upper management has a better view of the human resource dimensions of
business decisions.
l HR costs may be lower because management can anticipate imbalances before they become unmanageable and expensive.
l More time is available to locate talent because needs are anticipated and identified before the actual staffing is required.
l Better opportunities exist to include women and minority groups in future
growth plans.
l Development of managers can be better planned.
1. Scanning the External Environment
At the heart of strategic planning is the knowledge gained from scanning the external environment for changes. Environmental scanning is the process of studying the environment of the organization to pinpoint opportunities and threats. Scanning especially affects HR planning because each organization must draw from the same labor market that supplies all other employers. Indeed, one measure of organizational effectiveness is the ability of an organization to compete for a sufficient supply of human resources with the appropriate capabilities.
2. Government Influences
A major element that affects labor supply is the government. Today, managers are confronted with an expanding and often bewildering array of government rules as regulation of HR activities has steadily increased. As a result, HR planning must be done by individuals who understand the legal requirements of various government regulations.
Hence, Government trade policies and restrictions can affect HR planning.
3. Economic Conditions
The general business cycle of recessions and booms also affects HR planning. Such factors as interest rates, inflation, and economic growth help determine the availability of workers and figure into organizational plans and objectives. Decisions on wages, overtime, and hiring or laying off workers all hinge on economic
conditions.
4. Geographic and Competitive Concerns
Employers must consider the following geographic and competitive concerns in making HR plans:
l Net migration into the area
l Other employers in the area
l Employee resistance to geographic relocation
l Direct competitors in the area
l Impact of international competition on the area
5. Workforce Composition and Work Patterns
Changes in the composition of the workforce, combined with the use of varied work patterns, have created workplaces and organizations that are very different from those of a decade ago. As noted in Chapter 1, demographic shifts have resulted in greater workforce diversity. Many organizations are addressing concerns about having sufficient workers with the necessary capabilities, and have turned to such sources as welfare-to-work programs. The use of outsourcing and contingent workers also must be considered as part of human resource planning.
ALTERNATIVE WORK SCHEDULES
The traditional work schedule, in which employees work full time, 8 hours a day, 5 days a week at the employer’s place of operations, is in transition.
Organizations have been experimenting with many different possibilities for change: the 4-day, 40-hour week; the 4-day, 32-hour week; the 3-day week; and flexible scheduling.
Many employers have adopted some flexibility in work schedules and locations. Changes of this nature must be considered in HR planning.
These alternative work schedules allow organizations to make better use of workers by matching work demands to work hours.
Workers also are better able to balance their work and family responsibilities. One type of schedule redesign is flextime, in which employees work a setnumber of hours per day but vary starting and ending times.
ALTERNATIVE WORK ARRANGEMENTS
A growing number of employers are allowing workers to use widely different working arrangements. Some employees work partly at home and partly at an office, and share office space with other “office nomads.”
The shift to such arrangements means that work is done anywhere, anytime,
and that people are judged more on results than on “putting in time.” Greater
trust, less direct supervision, and more self-scheduling are all job characteristics of those with virtual offices and other less traditional arrangements.
COMPONENTS OF ORGANIZATIONAL CAPABILITIES INVENTORY
This inventory of organizational capabilities often consists of:
l Individual employee demographics (age, length of service in the organization, time in present job)
l Individual career progression (jobs held, time in each job, promotions or other job changes, pay rates)
l Individual performance data (work accomplishment, growth in skills)
These three types of information can be expanded to include:
l Education and training
Starbucks is the largest coffeehouse company in the world,[2] with over 16,858 stores in 50 countries, including over 11,000 in the United States, over 1000 in Canada, and over 700 in the UK.[3][1]
Starbucks sells drip brewed coffee, espresso-based hot drinks, other hot and cold drinks, coffee beans, salads, hot and cold sandwiches and panini, pastries, snacks, and items such as mugs and tumblers.
Through the Starbucks Entertainment division and Hear Music brand, the company also markets books, music, and film. Many of the company's products are seasonal or specific to the locality of the store. Starbucks-brand ice cream and coffee are also offered at grocery stores.
From Starbucks' founding in later forms in Seattle as a local coffee bean roaster and retailer, the company has expanded rapidly. In the 1990s, Starbucks was opening a new store every workday, a pace that continued into the 2000s. The first store outside the United States or Canada opened in the mid-'90s, and overseas stores now constitute almost one third of Starbucks' stores.[4] The company planned to open a net of 900 new stores outside of the United States in 2009,[5] but has announced 900 store closures in the United States since 2008.
Starbucks has been a target of protests on issues such as fair-trade policies, labor relations, environmental impact, political views, and anti-competitive practices.
Human Resource Planning is the process of anticipating and carrying out the movement of people into within and out of the organization. Human resources planning is done to achieve the optimum use of human resources and to have the correct number and types of employees needed to meet organizational goals.
Uses of HRP
- Improve the utilization of human resources.
- Match human resource related activities and future organizations objectives effectively.
- Achieve economies in hiring new workers.
- Coordination between various HR programs such a employment equity plan and hiring needs.
Importance of HRP
- Ensures optimum use of manpower. (Woman, too nowadays?)
- Forecast future requirements.
- Help determine recruitment/ induction level.
- To anticipate redundancies/ surpluses
- To determine training levels and works.
- Know the cost of manpower if there is a new project is being taken up.
HR planning and analysis activities have several facets. Through HR planning,managers attempt to anticipate forces that will influence the future supply of and demand for employees. Having adequate human resource information systems (HRIS) to provide accurate and timely information for HR planning is crucial.The importance of human resources in organizational competitiveness must be addressed as well. As part of maintaining organizational competitiveness, HR analysis and assessment of HR effectiveness must occur. The internationalization of organizations has resulted in greater emphasis on global HR management.
HR Planning Process
DEVELOPING THE HR PLAN
In planning for human resources, an organization must consider the allocation of people to jobs over long periods of time—not just for the next month or even the next year. This allocation requires knowledge of any foreseen expansions or reductions in operations and any technological changes that may affect the organization. On the basis of such analyses, plans can be made for shifting employees within the organization, laying off or otherwise cutting back the number of employees, or retraining present employees. Factors to consider include the current level of employee knowledge, skills, and abilities in an organization and the expected vacancies resulting from retirement, promotion, transfer, sick leave,
or discharge.
In summary, the HR plan provides a road map for the future, identifying
where employees are likely to be obtained, when employees will be needed, and what training and development employees must have.
Hence, In simple sence, the different HR activities must be aligned with the general business strategy, as well as the overall HR strategy, in order to support business goals.
EVALUATING HR PLANNING
If HR planning is done well, the following benefits
should result:
l Upper management has a better view of the human resource dimensions of
business decisions.
l HR costs may be lower because management can anticipate imbalances before they become unmanageable and expensive.
l More time is available to locate talent because needs are anticipated and identified before the actual staffing is required.
l Better opportunities exist to include women and minority groups in future
growth plans.
l Development of managers can be better planned.
1. Scanning the External Environment
At the heart of strategic planning is the knowledge gained from scanning the external environment for changes. Environmental scanning is the process of studying the environment of the organization to pinpoint opportunities and threats. Scanning especially affects HR planning because each organization must draw from the same labor market that supplies all other employers. Indeed, one measure of organizational effectiveness is the ability of an organization to compete for a sufficient supply of human resources with the appropriate capabilities.
2. Government Influences
A major element that affects labor supply is the government. Today, managers are confronted with an expanding and often bewildering array of government rules as regulation of HR activities has steadily increased. As a result, HR planning must be done by individuals who understand the legal requirements of various government regulations.
Hence, Government trade policies and restrictions can affect HR planning.
3. Economic Conditions
The general business cycle of recessions and booms also affects HR planning. Such factors as interest rates, inflation, and economic growth help determine the availability of workers and figure into organizational plans and objectives. Decisions on wages, overtime, and hiring or laying off workers all hinge on economic
conditions.
4. Geographic and Competitive Concerns
Employers must consider the following geographic and competitive concerns in making HR plans:
l Net migration into the area
l Other employers in the area
l Employee resistance to geographic relocation
l Direct competitors in the area
l Impact of international competition on the area
5. Workforce Composition and Work Patterns
Changes in the composition of the workforce, combined with the use of varied work patterns, have created workplaces and organizations that are very different from those of a decade ago. As noted in Chapter 1, demographic shifts have resulted in greater workforce diversity. Many organizations are addressing concerns about having sufficient workers with the necessary capabilities, and have turned to such sources as welfare-to-work programs. The use of outsourcing and contingent workers also must be considered as part of human resource planning.
ALTERNATIVE WORK SCHEDULES
The traditional work schedule, in which employees work full time, 8 hours a day, 5 days a week at the employer’s place of operations, is in transition.
Organizations have been experimenting with many different possibilities for change: the 4-day, 40-hour week; the 4-day, 32-hour week; the 3-day week; and flexible scheduling.
Many employers have adopted some flexibility in work schedules and locations. Changes of this nature must be considered in HR planning.
These alternative work schedules allow organizations to make better use of workers by matching work demands to work hours.
Workers also are better able to balance their work and family responsibilities. One type of schedule redesign is flextime, in which employees work a setnumber of hours per day but vary starting and ending times.
ALTERNATIVE WORK ARRANGEMENTS
A growing number of employers are allowing workers to use widely different working arrangements. Some employees work partly at home and partly at an office, and share office space with other “office nomads.”
The shift to such arrangements means that work is done anywhere, anytime,
and that people are judged more on results than on “putting in time.” Greater
trust, less direct supervision, and more self-scheduling are all job characteristics of those with virtual offices and other less traditional arrangements.
COMPONENTS OF ORGANIZATIONAL CAPABILITIES INVENTORY
This inventory of organizational capabilities often consists of:
l Individual employee demographics (age, length of service in the organization, time in present job)
l Individual career progression (jobs held, time in each job, promotions or other job changes, pay rates)
l Individual performance data (work accomplishment, growth in skills)
These three types of information can be expanded to include:
l Education and training
Last edited by a moderator:
