Developing Expertise at the Workplace: Starbucks Corporation - Case Study Example

DEVELOPING EXPERTISE AT THE WORKPLACE Table of Contents Table of Contents 1 1.0Introduction 2 2.0 Starbucks Corporation 3 2.1 Its main purpose, no. and type of employees and their consideration of expertise 3 2.0Developing expertise at Starbucks Corporation 4 3.0An expert Human resource Manager 5 4.1 Comprehensive selection and recruitment processes 6 4.2 On-job training 7 4.3 Organizing fairs, seminars and conferences to develop expertise 8 4.4 Internship and apprenticeship for management trainees 9 4.5 Performance appraisal 9 5.0 Discussion of affordances that foster expertise development at Starbucks Corporation 10 5.1 Favorable organizational culture and values 10 5.2 Team work and effective communication 11 5.3 Adequate resources 11 6.0 Conclusion 12 6.1 Strengths 12 6.2 Weaknesses 13 7.0 References 15 1.0 Introduction It is the mission and intent of modern firms and institutions, small and large those in the public and private sector to attract and retain expertise in its varied divisions and units to help them in acquiring sustainable competitive advantage, to produce and deliver quality products, to develop inimitable mechanisms and plans to mitigate risks and they are able to effectively and efficiently satisfy the changing needs, tastes, preferences and expectations of customers. Through expertise, modern firms are able to completely and adequately able to counter turbulent market environments that are characterized by changing political, social, cultural, technological, legal, financial and environmental forces as noted by (Burger et al., 2010). Expertise can be defined as the art of having high level of skills and proficiencies in a particular area or subject. An expert has unique and unmatchable skills that separate them from ordinary individuals involved in the same area of subject, which offers them the ability to offer fair, just and wise counsel and advice (Anders & Towne, 2010). Expertise is gained through experience, research, education and professional training. Expertise does not necessarily have to be acquired through formal training since; an individual can have a prolonged exposure to the subject matter, which helps them in learning hidden knowledge about the subject. This is especially vital in identifying problems as quickly as possible and through expertise they have, they are able to develop and implement effective solutions. For instance, a neurosurgeon is an expert medical personnel that has medical specialty and expertise training in prevention, diagnosis, treatment and management of disorders related to nervous systems that encompasses the brain and the spinal cord among others. On the other hand, a dairy farmer with more than forty years of experience nurturing dairy cows can be perceived as an expert with adequate expertise in how to cater and tend to cows without necessarily having formal training, whose advice might be sought on effective ways of caring for dairy animals. Regardless of how expertise is gained, its significance to enhancing work performance and employee productivity cannot be overemphasized as emphasized by (Stevenson, 2003). This report will in depth, discuss the extent to which expertise is needed for effective performance to be developed at Starbucks Corporation. In addition, the report will identify factors that foster or hinder development of expertise at the Starbucks Corporation. 2.0 Starbucks Corporation 2.1 Its main purpose, no. and type of employees and their consideration of expertise Starbucks Corporation is an international firm that specializes in roasting and retailing coffee and other related products and services such as hot and cold drinks, espresso-based beverages, salads, coffee beans, pastries and sandwiches among others (Starbucks, 2011). The firm is the largest of its kind in the coffee retailing industry with 2010 records showing a workforce capacity of 137,000 employees (Starbucks, 2011). The firm employs both temporary and permanently employed labor forces who are remunerated and compensated based on the terms and conditions of their signed contracts. Starbucks Corporation’s mission and main purpose is to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time (Starbucks, 2011). The report will be carried out in three major sections namely defining expertise and how Starbucks defines it, how Starbucks develops expertise of its human resource managers, discussion of affordances that foster or hinder expertise development at Starbucks Corporation and discussion of the strengths and weaknesses of expertise development used at Starbucks. 2.0 Developing expertise at Starbucks Corporation There are varied forms of knowledge needed to ensure efficient and effective performance of operational and work processes. These include propositional, procedural and dispositional knowledge which are founded on two spheres (Stevenson, 2003). First domain entails knowledge that is needed for specific work that is required of any person practicing that profession to understand and be able to practice. This knowledge is more likely, tied within professional standards of practice as mentioned by (Burger et al., 2010). For instance, skills each professional in a specific field is expected to have in order to practice. The second domain comprises of needs for performance in a specific setting. Although knowledge in this domain is applied in its theoretical, procedural and dispositional structure, they do not correspond in meeting the needs of the places and situations in which they are performed but influenced by specific situations of the practice as suggested by (Stevenson, 2003). For instance, physiotherapist handling athletes have an extremely dissimilar practice and requirements in comparison to a physiotherapists working with the elderly. For this case, expertise varies based on requirements of the practice. Starbucks Corporation has invested immensely in attracting and retaining expertise required in its diverse departments. There are varied professional services that Starbucks requires from its employees and the firm goes to great lengths to acquire them. Expertise required at Starbucks is in retail management, finance, Information Technology, Sales and Marketing, Human Resource management, Research and development, Learning and development, Procurement, Operations, Supply chains management, Operations, Communications, Engineering, Administrative and support services, Design and Business development (Starbucks, 2011). In addition, legal and corporate affairs, project management, customer care, quality assurance and corporate social responsibility. This illustrates the important role expertise plays in success of Starbucks. Starbucks defines expertise as the proficiencies; skills and knowledge that employees ought to have in order to execute their assigned duties competently, generate creativity and innovativeness, efficiently and effectively solve problems and make coherent and productive decisions. The firm understands expertise as a means of acquiring and developing organizational resources that are unique, inimitable, un-substitutable, rare and valuable imperative for meeting all the demands and needs of the customer as supported by (Farrar & Troley, 2008). In addition, expertise to Starbucks is a means to enhance its competitive edge, develop strategic and feasible processes and systems that enhance operational efficiencies core to achieving anticipated outcomes. This report will discuss expertise development for Human resource managers at Starbucks headquarters, which has an average of five HR personnel led by the HR manager. 3.0 An expert Human resource Manager The human resource manager at the Starbucks Corporations carries varied functions that includes selection and recruitment of employees, training and developing the labor forces, performance management and appraisals, administration of remunerations, incentives and benefits, administration of compensations, rewarding performance, organizational planning, communicating the mission, vision, goals and objectives of the firm to the labor forces. Any human resource manager has to have academic qualifications with several years of experience. In addition, they should have great communication skills, employee relations, and experience in labor laws and safety. They are able to communicate orders from the management and communicate the policies, mission and goals of the firm to the workforce and manage recruitment processes as indicated by (Starbucks. 2011). For expert human resource managers however, they have special skills, knowledge and abilities in aligning the human resource goals and objectives with the corporate strategic goals and objectives, they are able to effectively strike a balance of being a part of the employees and being a part of the management and they are able to identify the specific needs of all employees and identifying appropriate motivational tools and training programs to meet the specific needs. They have pertinent proficiency in organizational planning and development and they are able to foster teamwork, communication flow, commitment and accountability within, across and along organizational structures. In addition, they are able to select, recruit, orient, train, develop and retain the right employees, for the right job position, at the right time and at the right cost. At Starbucks, expertise development for human resource manager is achieved in a number of ways that includes 4.1 Comprehensive selection and recruitment processes For a human resource manager to qualify into Starbucks, they are taken through a thorough, comprehensive selection and training process that not only analyses their academic qualifications, but also, their cognitive abilities. A human resource manager at Starbucks Corporation should have a minimum of a Bachelor’s degree in Human resource or Business management with a minimum work related experience of five years in the same position (Starbucks, 2011). They need specialized training in labor law, employee relations, organizational planning and development, workplace safety and employee training and development. In addition, they should have active connection with suitable HR networks and have continuous community engagement. They have to qualify in a three hundred, two psychometric test that assesses their communication skills, interaction capacities, problem solving and decision making processes. 4.2 On-job training Starbucks has training programs and short courses that are meant to develop the expertise of its labor forces. On job training is a significant tool in developing the skills, abilities and knowledge of employees in equipping them with the capacity to exploit fully their potential, learn and develop new ways and techniques of handling the ever changing business environments and enhancing their creativity and innovativeness (Burger, et al., 2010). Among training programs offered to employees to advance their expertise at Starbucks Corporation are supervisor programs that help individuals such as HR managers in stepping up in their leadership responsibilities and Career advancement programs that help an employee advance their expertise (Starbucks, 2011). For HR managers to qualify for career advancement, they must have retained their present job position for a minimum of one year. They must have met set standards or surpassed expectations by the time of the application of career advancement and finally, the managers must have not have been on PIP (performance improvement plans) in the prior last six months of career advancement application (Starbucks, 2011). An expert hr manager as described by Starbucks is one who is not only able to effectively manage people, but also, one who understand what the company they work for is about, the industry the company operates and knows expertly the operations, systems, practices and structures of the company. For this reason, managers including the HR managers at Starbucks are taken through orientation courses on coffee history, coffee roasting and brewing such as the ‘Brewing the perfect cup’ four hour workshops, four hour program on coffee knowledge, customer care and the Coffee Master Programs among others (Starbucks, 2011). Training meant to advance employee expertise is facilitated through job learning, learning through listening and observing others (experts and experienced employees) and through formal training, which are acquired through computer based learning or on-job training. Employees at Starbucks are encouraged to learn from each other by developing effective communication networks and teamwork especially across and along organizational structures and between experienced and learning employees. It is important to note that, employees develop their expertise much better and easily by getting support from their experience co-workers (Anders & Towne, 2010). 4.3 Organizing fairs, seminars and conferences to develop expertise By interacting and discussing with professional specialized in a certain field offers experts ample opportunities to develop new insights, skills and knowledge and perspectives essential in advancing and sharpening their proficiencies (Burger et al., 2010). For Starbuck’s labor force, they are encouraged to attend seminars, fairs, exhibitions and conferences meant to advance their expertise in their field of practice which in turn helps them in learning new updates on the subject and generating new ideas through stimulation of their creative and innovative minds (Starbucks, 2011). 4.4 Internship and apprenticeship for management trainees Modern firms identify fresh ideas and insights from fresh graduates out of colleges and universities. It is no different at Starbucks Corporation that offers limited positions to management trainees who go through eight to twelve weeks training (Starbucks, 2011). They not only learn important facts and details of coffee brewing and roasting history and industry, but they are trained on other areas of effective management of people, operations, firm’s practices and procedures as contained in the firm’s operations manual and information systems. This does not only sharpen the skills and know-how of the management trainees but embed in them the ideals, guiding principles and culture of the firm, which is vital in helping the firm realize and accomplish their anticipated business outcomes (Starbucks, 2011). Management trainees who surpass expectations and those who show impeccable skills, knowledge and the ability to function optimally even under pressure are offered first priority in filling in vacant management job positions. This does not only cut the firm’s costs of training new recruits but it also, assures Starbucks that it has hired an individual who has the expertise, understands what the company is all about and above all, qualified employees that are easy to integrate into existing working groups/ teams. 4.5 Performance appraisal Performance appraisals refer to systems of verifying the performance and productivity of individual employees by assessing their strengths and weaknesses in executing their assigned roles. Feedbacks from performance appraisal exercises are crucial in helping experts learn when and where they have excelled and where and when they are limited as highlighted by (Stevenson, 2003). By so doing, they learn and identify how they can take advantage of their strengths and opportunities and ameliorate their weaknesses to enhance their capacities and competencies, which in turn advance their performance when practicing. At Starbucks Corporation, the HR manager is able to facilitate performance appraisal processes and from the feedback, they are able to reflect on their performance and identify their training needs that need meeting to enhance their expertise as HR managers (Starbucks, 2011). 5.0 Discussion of affordances that foster expertise development at Starbucks Corporation 5.1 Favorable organizational culture and values Developing expertise at work makes the workplace a learning organization as discussed by (Farrar & Troley, 2008). The main affordances that enhances expertise development at Starbucks Corporation includes among others an accommodating organizational culture and favorable values whose core principles entails Starbucks becoming a continuous learning organization that sees each stakeholder as a partner whose skills, abilities, knowledge and experience are key to the success of the company. Starbucks organizational culture and values are which that perceives developing expertise through employee training and development not as a cost but as an asset for the firm. The culture and the values that operate at Starbucks Corporation encourage employees to exploit their fullest potentials and skills through continuous learning either through formal on-job learning (Starbucks, 2011). The existing organizational culture and values makes development of expertise not to be one time thing, but a practice embedded in the operations, policies and systems of the firm. This ensures each employee is offered equal opportunities to advance their expertise by attending Starbucks short courses, seminars and other training programs. In addition, it makes it easy to effectively and adequately allocate sufficient resources required in developing expertise at the workplace. 5.2 Team work and effective communication According to (Farrar & Troley, 2008), employees cannot effectively develop their expertise in a working environment that has disjointed team spirit and disintegrated communication networks. This is because both (team spirit and communication) are fundamental in advancing the skills, knowledge and abilities of employees as they help in motivating employees to do so and help them gaining more insights by listening and observing other employees’ experiences and being given advice and counsel by expert employees and also experienced ones. At Starbucks, guiding principles of teamwork and smooth flow of communication has helped facilitate development of expertise as experienced employees and experts within the firm share hidden knowledge, insights and perspectives that not only develop the expertise of experts themselves but advances the know-how of the learning employees (Starbucks, 2011). Employees are more likely to gain deeper understanding of issues when supported and guided by experts and experienced co-workers (Farrar & Troley, 2008). 5.3 Adequate resources Substantial amounts of resources in terms of finances, energy and time are required in developing expertise at the workplace (Evans & Kersh, 2004). Starbucks Corporation understands the importance of developing expertise within its workplace and therefore, the firm invest considerable amount of resources to meet all needs that arises with developing expertise such as training costs, costs of designing training programs, salaries for trainers, training facilities, materials and equipments among others (Starbucks, 2011). Despite the broad extent of developing expertise at Starbucks, not all employees at Starbucks have become experts. This is because different employees have different motivational levels to advance their skills and continually learn. Some employees put more efforts, commitment accountability and hard work than others and that’s what separates ordinary employees from expert employees at Starbucks. Due to situational, social and physical factors, learning activities may impact on different employees in different ways. For this reason, not all employees are able to become experts despite similar exposure to on-job training. 6.0 Conclusion 6.1 Strengths Billett (2001) suggests that authentic activities that generate goal-oriented activities do develop the skills and the proficiencies needed for executing expert performance. The author adds that proximal support by co-workers is of great significance to learning employees that helps them in developing tentative solutions to performance tasks and securing solutions to problems. Support from experienced employees at Starbucks is a strength that has offered employees a chance to develop effective systems, processes and frameworks that enhance performance and operational efficiencies as they have a chance to experiment, test and modify until they acquire the best anticipated outcomes. This opportunity for employees to freely, test an exploit their abilities in a bid to develop their expertise however, has the ability to produce errors that can cost the firm as implied by (Stevenson, 2003). Since employees at Starbucks are assigned tasks in their area of expertise, they are able to grow accustomed to performing the tasks proficiently, identifying errors quickly whenever and wherever they occur and generating applicable solutions accordingly. Another strength of on-job training, performance appraisal and learning from others practiced at Starbucks is that contact with experts and experienced employees help learning employees in making the right choices to perform tasks and attaining set goals, which would otherwise take more time or be impossible to attain if learning employees were on their own. (Billett, 2001) mention that employees develop their expertise more in theorizing and approximating workplace roles when they listen and observe other employees. 6.2 Weaknesses Workplaces such as Starbucks are weighed down by organizational values linked to organizational goals and objectives and goals of employees, which influence the nature, access and the form of activities that determines cognitive development vital in developing expertise. It is important to mention that not all activities in the workplace initiates advancement of suitable knowledge as negative attitudes and values may emerge if such values are overlooked or rewarded (Billett, 2001). For instance, majority of senior positions at Starbucks Corporation are dominated by men. A weakness of on-job workplace learning to develop expertise is that such learning happens where correlations between parties are imbalanced and the ideals entrenched in workplaces are more liable to influences the type of knowledge developed, which may develop into destructive learning outcomes (Stevenson, 2003). For example, a workplace where rewards are not offered based on merit and productivity but on favoritism may result in employees generating low productivity since; doing otherwise adds no value to them. Not every employee is likely to access authentic activities to help them develop their skills either due to time constraints and lack of adequate qualifications and abilities to develop enter training programs meant to develop their expertise. Another limitation of learning through others and learning from experts is that the experts may be unwilling to share their knowledge for fear of being displaced by employees they have trained. In addition, there may be inadequate experts to support and guide employees developing their expertise thus limiting the process of advancing their expertise. According to (Evans & Kersh, 2004), workplace development of expertise limit advancement in all types of knowledge, that is, it may foster procedural knowledge and limit propositional knowledge and conceptual knowledge. Nevertheless, Starbucks has to a great extent developed a workplace that fosters and enhances development of expertise. Developing expertise is not only vital, but also a must do practice for modern firms that seeks to remain relevant and economically feasible (Billett, 2001). Through developing expertise, firms such as Starbucks develop the skills; abilities and knowledge of its workforce essential in helping them develop innovative ideas of producing quality products and services that meet the changing needs of customers. Moreover, they are able to empower, motivate and develop a human resource that is valuable, inimitable, unique and un-substitutable critical in enhancing a company’s sustainable competitive advantage, enhancing quality, increasing productivity and operational efficiencies. 7.0 References Anders E.K., & Towne, T.J. (2010). Expertise. Wiley interdisciplinary Reviews: cognitive science, 1:404-416. doi: 10,1002 Billett, S. (2001). Learning in the workplace: strategies for effective practice. New South Wales: Allen & Unwin. Burger, J., Parker K. L., Hauck, S., Kaetzel, D., O’Nan, C. & White A. (2010). Responses to work complexity: the novice to expert effect. Western Journal of Nursing Research, 32(4), 497-510. DOI: 1177/0193945909355149. Evans, K., & Kersh, N. (2004). Recognition of tacit skills and knowledge: Sustaining learning outcomes in workplace environments. Journal of Workplace Learning, 16(1/2), 63-74. doi: 10.1108/13665620410521521. Farrar, N., & Troley, G. (2008). Maxims, tacit knowledge and learning: developing expertise in dry stone walling. Journal of Vocational Education and Training, 60(1), 35-48. doi: 10.1080/13636820701828812. Starbucks. (2011). Starbucks Corporation. Retrieved from Starbucks.com. Accessed on the 26th May 2011. Stevenson, J. (2003). Developing vocational expertise: principles and issues in vocational education. New South Wales: Allen & Unwin. Read More