However, here is an alternative view (and one that I think is probably more in line with the real purpose behind the move). Some consider the move more of a marketing stunt than a real concentrated effort to improve the performance of employees.
Anyone who's spent any time wasting away in 15-minute lines for coffee, watching in horror at the collective incompetence, inefficiency and, often, rudeness of the baristas will know that that training session alone won't do much to fix things.
Wearing my Human Performance Improvement hat, this certainly has the appearance of a marketing stunt used to generate free press. First, I haven't heard of any type of performance analysis done by SBUX, but that doesn't mean it didn't happen. The bigger issue is why the only solution seems to be the 3 hours of training. When dealing with a performance issue (which SBUX has certainly acknowledged one exists), training is rarely the only intervention needed. Will this generate a quick turnaround for SBUX's fortunes...perhaps in the short term. Will this generate the long-term improvement that SBUX needs...unlikely.
3 comments:
Interestingly, there is one particular branch of Starbucks in our local shopping centre where the baristas are always friendly and cheerful. There is a young, upbeat guy who works there over the weekends and during his university holidays, who I reckon is responsible for this fact. He has been there since he was 15, and he is now 21. He is the most affable, personable guys you can imagine. I met him through our church before he started working there, so we know him on a personal level, and he is one of those rare individuals in whose presence everyone seems unable to be miserable for long.
The reason I mention this is that the affective is the most difficult to reach with training. You can teach people new skills. You can provide them with new information and knowledge. But they have to address their own attitudes. No matter that you say or don't say, demonstrate or don't demonstrate, motivate or threaten. It has to start with their own desire to do better and be different.
Our culture is one of entitlement, of offering ways out of the consequences of one's actions. This does not provide a suitable backdrop for service mentality, where one must take ownership of one's own attitudes and recognise and deal with the consequences of one's own choices and behaviours.
Karyn,
You bring up some great points, and I agree that the affective domain is the hardest to impact. What you are touching on is the intervention of recruiting and interviewing. Usually it will take an organization longer to find the right individual, but it is worth it in the long-term (I also realize this is difficult in the service business, but it is possible if the organization is interested in getting and retaining the right people).
Ben
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