Answer to question 1.1:
Human capital development process is considered as overall efforts for achieving cost effective performance of firms. One of the key element for achieving sustainable competitive advantage and increasing productivity of employees and asset of firms is human capital. Human capital relates to the process of acquiring, developing, executing, assessing and rewarding. This is done for increasing the level of abilities, knowledge, social assets, and skills of employees and this will lead to their increased satisfaction and performance. The competitiveness of organization is significantly enhanced by human resource input that will help in facilitating the creation of social, economic and personal well-being of employees. The component of human capital involves acquisition, development, reward, assessment and execution. Input to human capita development are structure of organization, system of management and strategic objectives (Appelbaum et al. 2015). Outcome relates to disposal, leakage and retention, capability value growth.
Acquisition of human resources is essential for development of human capital attained by creating an innovative, capable and adaptive workplace. One of the systematic acquisition in organization is training intended to improve on job performance of employees. Acquisition ensures right number of people at right place and at right time in organization. It involves selection and recruitment of right number of people. Reward is considered as a useful tool for facilitating high potential employee’s retention. On other hand, Development in human capital is the process of improving the performance, capabilities and resources of employees. Development refers to employees’ competencies for handling specific jobs (Ardichvili et al. 2016). It involves the process of employees training and development. It involves interpersonal development, management development and training.
The comprehensive human capital development would involve assisting employees and providing on job training. Development opportunities needs to be available to employees for enhancing their performance. Execution involves steps and actions that are required to execute the plans related to human capital. Successful execution in the development of human capital includes allocation of responsible resource, allocation of budget and setting the deadline for executing the plans for human capital. Assessment is done based on achievement of goals within the organization. It is done in the form of performance appraisal for understanding the improvement and capabilities of employees generated through training. All the above components are interrelated with one another. It can be explained in such way that development of employees is possible only after they have been acquired. Several plans related to development of human resource are executed. Performance of employees are assessed (Augusto et al. 2015).
Approach of human capital development deals with development of employees and other operational objectives and deals with essential system, practice and process. It consist of elements such as personal management, human resource management and organization management. Staffs of company is managed by its strategic approach. Such capital management is concerned with analyzing, obtaining and reporting on data informing strategic investment, operational decisions and giving direction on value adding people management at front line management and at corporate level. Such approach empathizes on strategic investment that will help in achieving completive advantage and regards employees as assets. Human resource management is considered is the vital component in the process of managing people in organization (Bassi and McMurrer 2016). It involves coherent and strategic approach to the most valued assets of organization. This approach focuses on some functional activities such as job analysis, human resource planning, performance appraisal, training and development, selection and recruitment along with maintaining employee relations.
The concept of human resource is beyond the day-to-day evaluation, creation and strategic alignment of process of managing people. Organizational objectives are aligned with human resource management and generates a belief that managing employees in their best form would give competitive advantage. Human resource is taken to next level and creates opportunities for identification and focusing on value creation activities (Bouckenooghe et al. 2015).
Human capital management is viewed as strategic, system based and organization wide system that is concerned with adding values. It is claimed that employees are treated as cost in human development approach. However, both approach treat employees as assets and there is more that just treating them as assets. The concept of human resource development is strengthen and complemented by components of human capital management. It is considered that HRM focuses more on compliance rather than commitment and HCM deals with managing employees in a more people centric way. It can be said that both approach deals with the department of human resource in an organization
Answer to question 2.1:
Leaders in Starbucks work as a team for decision-making and sharing responsibility and in order to build good relationship within the groups, they are treated equally for tolerating each other. For leading the team in a professional way while cooperating with partners. Leaders for motivating partners and enhancing their performance and productivity apply a combination of techniques. This is done through power delegation, engagement and empowerment. For implementing any changes in the human resource capital, team members and employees are provided guidance by emphasizing on operational tasks. There is merging of formal academic offerings and on the job training by the leaders for fueling partner engagement and personal development of human resource. Leadership approach at Starbucks involves collaboration of learning institutions and business for offering benefits to employees. Employees benefits budget are extended and stretched by forming strategic alliances and helps in serving professional, personal and development objectives of each employees (Collins and McClean 2017). Partner engagement is driven by deploying development and training for their human resource.
Some of the human resource related issues arises due to bureaucratic recruiting and it should tend to avoid high labor turnover. For choosing right candidate, branch managers needs to go through development and training. Inefficiency in the human resource department would be minimized by adopting appropriate recruitment procedures. It is required to create balance between process of selection and recruitment to satisfy requirement of Starbucks. Organization also strives to create value, inclusion and respects diversity and the core of leadership competencies has integration of diversity and inclusion. Inclusion is demonstrated in the practice behavior of leadership for leveraging diverse points such as talents, capabilities and views of employees. Starbucks has adopted collaborative style of leadership where managers tends to develop personal relationship with employees so that they feel an important part of organization’s success (Clarke 2013).
Some of the employee development methods that can be utilized by global firms are as follows:
Coaching and mentoring- Employees having credentials and qualifications to make themselves aware with their job entails requires some sort of training. Development of employees at company can happen by little briefing in the form of coaching and mentoring.
Technical training methods- Development and technology are being used synonymously in the modern world and for using modern technology, employees are required to provide training. In order to get the job done at faster pace without any form of trouble, it is vital for organization to have technical employee training programs (Luthans et al. 2014).
Offering refresher course to employees on regular basis- Apart from providing technical training , it is essential for global firms to keep their employees regularly updated about their working methods and new advancement. This can be done by offering refresher course despite of the experience of workers. Old and obsolete learning methods would keep employees lagging behind and refresher course is needed to upgrade them.
Task rotation for acquainting employees with new aspects- Development does not only means making employees better in their job, rather making themselves acquainted with other jobs out of expertise that is being handled by other employees. Global firms are always looking for flexible employees willing to adapt themselves in different situations. Employees’ reputation are enhanced by individual attributes of being multi-talented and multi-dimensional (Heitor et al. 2013).
Starbucks experienced a phenomenal growth and they align their leadership training programs with the management styles and their unique culture. Leadership programs provide an insight of developed capabilities and foundational knowledge. Such program was intended to drive enrolment by creating excitement and was offered to district managers, retail leaders and store managers. It is believed by global organization such as Starbucks that success of organization is dependent on their employees and training is considered as an integral part of their strategy. Employee training is one of the initiative for employee’s development at Starbucks. The employee training intends to create positive customer service, is focused on imparting coffee knowledge to their employees, and staffs (Snell et al. 2017). It is ensured that training is consistent all over the stores by store managers working along with training specialists. There is frequent updating of training courses and there is availability of diversity, computer and leadership training.
Another development method involves immersion training that requires employees to learn the business while working in Starbucks store while interacting with customers and making beverages. This will help in ensuring that served coffee to customers meet high quality standards.
Barista basics training program- New hired barista are provided training on essential knowledge and skills required for running Starbuck coffee company. Skills are taught to employees through one to one delivery and on job training by making use of intuitive and simple tools and techniques. For a new barista, this training imparts highly effective learning experience that enhances the competence and confidence in making customer delivery service efficient.
Shift supervisor-training program- This programs intends to shift responsibilities of supervisor by making them acquire with additional responsibilities for running store and supporting store managers. It focuses on training new partners, cash controller responsibilities, supervisory skills that would ensure consistent Starbuck experience. Supervisor training programs involves method of in store and classroom training.
Retail management training program- A combined delivery of application, classroom and in store training is provided to employees for upgrading their skills and knowledge. This program contains information on management practices that are efficient and relates to delegation, motivation, performance improvement, delegation and profit maximization and thereby managing the experience at Starbucks (Vance and Breen 2016).
Answer to question 3.1:
Diversity is considered as one of the defining characteristics in the knowledge economies. In the era of global mergers and acquisition, global organizations have employees from multiple countries having unique, language, culture and customs of doing business. One of the integral feature of workplace is diversity due to demographic changes and shift to knowledge-based economy from industrial based has made it a valuable source. Organizations at global level are able to respond to some of their key challenges resulting from changing market place (Sparrow et al. 2016). Some of importance of diversity management can be listed down below:
Workforce inclusion and diversity helps in improving the market share of organization and helps in acquiring new market in global business environment. Workforce in 21st century has become global and diverse workplace is center to every business in today’s relevant and global market place. The reason is attributable to features of workplace in 21st century that is highly global, tech savvy, high connected and faces greater global management challenges. Service economy has the tendency of interacting with customers and suppliers and this calls for need on part of employees to read their expectations and needs along with responding accordingly.
With relevance to information provided in the case study, it can be seen that Mac Donald’s business has two-way engagement. There is a number of methods of horizontal and vertical engagement and ease of engagement helps in breaking down various barriers at workplace. Relevance strategy of organization is based on value proposition of employees and flexibility is one of the components of pillar. In terms of work, employees are provided with full flexibility so that they can easily maintain work life balance (Mirvis 2015). Workforce diversity in organizations have become an important issue in modern era.
Workforce and human capital is controlled by adopting different approaches by different organization. Control is an important factor in human capital that is achieved through recruitment. At Mac Donald, emotional labor in interactive service work is considered to be important. Control strategies of organization encourage workers to take an instrumental palisade towards other people in addition to their own personalities.
Mac Donald’s adopts various approach for handling their human capital. Schemes adopted by restaurant has been successfully engaged and motivate employees. Performance and productivity of employees are boosted by aligning the reward programs with their business strategy. The transformation of business at Mac Donald was facilitated by focusing staffs toward employee engagement based on five principles (Bouckenooghe et al. 2015).
Motivation is the key focus within the restaurant and it supports and incentivizes preferred behaviors by introducing bonus schemes. The business objective is aligned with bonus strategy that has resulted in achieving sales growth and increase in sales in year 2014. Communication in organization has become relevant by its reward structure. Employees have been able to understand the benefits of offers made by restaurant by introduction of Ourlounge employee portal. This has improved the satisfaction of employees as they have benefitted with 74% of employees satisfied in year 2015 (Seibert et al. 2014).
Motivation of employees are done by adopting proper communication channel and managers concentrate on responsibility, achievement, motivators, recognition and growth. Workers are encouraged to take on responsibility and strive for promotion. Employees does not have long-term interest in the company and marginalized and weak sector of market provides advantage to organization. There is a complete spectrum of controls for managing employee relationship and this range from direct, simple and bureaucratic control to subjectivity management. The policies and programs at Mac Donald is tailored to suit different employee’s age group (Quinones and Leon 2016).
Organization such as Mac Donald has number of methods of vertical and horizontal engagement. This can be explained with the help of example, there is social network called Ketchup for younger employees. The application of Facebook style helps employees to communicate with their senior management, peers and human resource department. Such platform enables the younger employees’ voice in company as it helps in breaking down the job level barriers and shyness.
Mac Donald’s considered age of employee as an important factor and it is of the most importance to understand the concerns of employees of different age groups. Organization takes initiatives based on relevance of age groups. The common workplace scenarios is cut down b recognition of different age groups of employees and staying relevant. Moreover, for engaging employees, empowerment is considered as powerful tool. Working environment of employees is dynamic and there are various benefits of schemes of employee engagement. Approach adopted for dealing with human capital intends to reward employees, create lifelong skills, health working environment, and leader’s development with different experiences and background in the workplace (Starr 2017).
Answer to question 4.1:
The diagram depicts seven human capital traits that comprise of leadership, engagement, development, transformation, awareness, coaching and emotional intelligence.
Leadership- Leadership is one of the vital components of human capital and culture of organization is heavily dependent on style of leadership followed within the organization. There are various leadership styles followed by leaders in organization and this involves transformational, bureaucratic style, participative, autocratic, democratic style and charismatic style.
Engagement- Employee engagement intends to build relationship with employees within organization. Engaged employees tends to serve the organization in their best form through their loyalty and dedication. Producing engaged employees helps in creating culture within organization that is emotionally supportive and rational. Engagement will lead to motivation of employees and the outcome of their effort would support growth and business goals (Tan 2014).
Development- Development is one of the key management function since the strategically reality of all organization is products and organizational system. There is need to create balance between developing talent of individual and adding value to organization. It is considered as one of the essential component of development of human capital that emphasizes on improvement and continuous learning. Development requires commitment from all managers, employees and different parties that forms a part of stakeholders. It take forms of integration of talent management elements into an inclusive system deals with the identification of potential talent gaps by monitoring the wide talent system (Sundaramurthy et al. 2015). Furthermore, it involves talent development and managing performance by excelling in recruiting.
Transformation- Transformation is an ongoing process in organization and it is more rampant for global organizations. It is enabled by variety of processes and it is required by human resource department in organization to embrace transformation so that it can effectively solve and meet business problems and problems. In order to create sustainable value, an organization should have transformation.
Awareness- There can be different types of awareness within an organization and this involves self-awareness and social awareness. Interpersonal components relates to awareness of individual by aligning with the organizational strategy. This involves employees’ awareness about strategic goals, values and vision of organization along with diversity and inclusion.
Coaching- Coaching is a type of on job training that is provided to employees for upgrading their skills and knowledge. Such training helps in weak areas identification and working on them. However, the existing practice and style of providing training is perpetrated by adopting coaching. It intends to focus on development of employee’s attitude and involves one to one interaction.
Emotional intelligence- Emotional intelligence is the capability of monitoring emotions of one self and others for creating distinction among them and guiding the actions using the information generated. It can be referred to as the way of understanding, choosing and recognizing the way one thinks that helps in creating understanding and shaping interactions. The theory of emotional intelligence comprise of for element and this involves social awareness, self-awareness, social skills and self-management.
All the above traits of human capital are interrelated to the extent that each component has direct or indirect impact on each other. Employees’ awareness would help in their development and learning experiences. Development is also dependent on emotional intelligence and various problems in organization is fixed by taking the initiatives of development. One of the valuable component of human resource practice is organizational development. Therefore, all the seven traits of human capital are interrelated to each other.
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