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Building & Sustaining a Culture of Trust The Starbucks Story

Dave Pace EVP, Partner Resources Starbucks Coffee Company October 3, 2006. Building & Sustaining a Culture of Trust The Starbucks Story. Discussion Framework The Crisis of Trust The Starbucks Story The Evolving Role of HR Q&A / Discussion. Overview

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Building & Sustaining a Culture of Trust The Starbucks Story

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  1. Dave Pace EVP, Partner Resources Starbucks Coffee Company October 3, 2006 Building & Sustaining a Culture of TrustThe Starbucks Story

  2. Discussion Framework • The Crisis of Trust • The Starbucks Story • The Evolving Role of HR • Q&A / Discussion 2

  3. Overview • Institutions are facing a crisis of trust • Business • Government • Sports • Religion 3

  4. Overview • However, trust is at the foundation of exceptional performance • Risk-Taking • Accountability • Service • Creativity • Continuity 4

  5. The Challenge • How can organizations build and leverage trust as a competitive advantage? • What is the role of Human Resources in supporting this movement? 5

  6. The Starbucks Story • Founded in 1971 / In current form since 1986 • Fiscal year 2005 revenues - $6.4 billion (+20%) • 36 countries • 11,000+ stores / opening 5 per day • Over 130,000 partners / Hiring more than 200 per day • Stock has grown 6,500% since going public in 1992 6

  7. The Starbucks Story • Our business is multi-faceted • Retail – the Starbucks you know • Manufacturing – 4 roasting plants around the world • Consumer Products • Grocery • Ice Cream • Ready-to-Drink • Liqueurs • Entertainment • Music • Film 7

  8. The Starbucks Story • Our Work Environment • Fortune Most Admired Companies • Fortune 100 Best Places to Work • World Class engagement as measured by Hewitt & Gallup • Astonishing employee involvement in communications • Broad based support for our partners • Healthcare • Stock Options • 401K Match • Tuition Reimbursement • ESPP Discounts • Partner Connection Clubs • CUP Fund 8

  9. The Starbucks Philosophy • We don’t do these things for our partners because we are a successful company … • We are a successful company because we do these things for our partners 9

  10. How do we bring it to life? • Define what you stand for - Our Mission and Guiding Principles • Communicate it broadly and often - Leadership Conferences • Use it as a decision filter - What you don’t do is as powerful as what you do • Allow your organization to hold you accountable - Mission Review • Measure your progress - Partner View Surveys 10

  11. Making It Global • Trust travels • Values travel • Defining a Best Place To Work • Flex on the tactics, not on the values 11

  12. Fragility • Trust is an easily violated relationship • Actions must be consistent with words • Labor Hours • Apron Pockets • Facility Maintenance • Recovery is not impossible, but it • takes a long time 12

  13. The Evolving Role of Human Resources • The function is overly fixated on being a “Strategic Partner” • Many in the function stop there • Must be equally balanced with “Employee Advocate” • Once at the table, advocacy is more critical • Focus on enabling, not controlling 13

  14. Summary • Trust is possible, but it’s hard • It requires you to be humble and stay humble • The benefits are substantial 14

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