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Beefsteak Culture.pptx
- 2. Current Company Culture ★ Authenticity ★ Innovation ★ Passion ★ Family ★ Organizational Responsibility
- 3. ★ Authenticity ★ Passion ★ Teamwork ★ Flexibility Recruitment Candidate Characteristics
- 4. ★ Training works to develop specific skills ★ Development facilitates holistic employee growth ★ Training happens in a broader context ★ Training can be used to instill specific cultural values ★ Employee development is directly influenced by organizational culture Job Training and Development
- 5. ★ Sense of purpose ★ Meaningful work ★ Goal alignment ★ Recognition ★ Community and belonging Employee Motivation
- 6. Employee Expectations of Development Programs ★ Career progression ★ Networking ★ Improved performance
- 7. Organizational Benefits of Talent Development ★ Helps to attract and retain good employees ★ Improves organizational capacity ★ Improves employee engagement ★ Helps in early profiling of organizational strengths and weaknesses
- 8. Importance of Employee Development ★ Skill profiling ★ Provides a ready talent pool for promotion ★ Improves organizational flexibility
- 9. Contemporary Human Capital Issues ★ Managerial changes ★ Compensation ★ Responding to market changes
- 10. Predictive Analysis ★ Multiple regression ★ Multiple cut-off ★ Multiple-Hurdle approach
- 11. Global Expansion Considerations ★ Compliance with local laws and regulations ★ Recruitment ★ Cultural diversity
- 12. Evaluating Effectiveness of Cultural Strategy ★ Behavioral KPIs ★ Business KPIs ★ Programme KPIs
- 13. Remediatory Measures ★ Enable two-way communication ★ Focus on critical few behaviors ★ Link cultural elements to business objectives ★ Secure the support of upper management
- 14. References Cascio, W. F., & Aguinis, H. (2018). Applied psychology in talent management. SAGE Publications. Cascio, W. F., & Boudreau, J. W. (2016). The search for global competence: From international HR to talent management. Journal of World Business, 51(1), 103-114. Hedayati Mehdiabadi, A., & Li, J. (2016). Understanding talent development and implications for human resource development: an integrative literature review. Human Resource Development Review, 15(3), 263- 294. Polo, F., Cervai, S. and Kantola, J. (2018), "Training culture: A new conceptualization to capture values and meanings of training in organizations", Journal of Workplace Learning, Vol. 30 No. 3, pp. 162-173. https://doi.org/10.1108/JWL-01-2018-0024 Rodriguez, J., & Walters, K. (2017). The importance of training and development in employee performance and evaluation. World Wide Journal of Multidisciplinary Research and Development, 3(10), 206-212. Sung, S. Y., & Choi, J. N. (2018). Effects of training and development on employee outcomes and firm innovative performance: Moderating roles of voluntary participation and evaluation. Human resource management, 57(6), 1339-1353.
Editor's Notes
- Beefsteak is a vegetable-focused fast-casual restaurant established by Award winning chef Jose Andres. Jose believes in changing the world through the power of food. Beefsteak’s current culture can be considered as horizontally collective as the key personnel agree on the organizational goals and objectives. The organization outlines its values as innovativeness, authenticity, and passion. On the authenticity trait, Jose considers his team of chefs as storytellers, “always seeking to share cultures with truth, compassion, and enthusiasm.” Due to the rising competition from domestic and international competitors, Beefsteak Inc. Must remain innovative as they push themselves daily to explore new cooking, serving, and sharing techniques. Beefsteak also collaborates with experts to develop new vegetable-oriented recipes that are both nutritious and tasty. The restaurants have to keep developing new recipes and phasing out old ones to keep customers and employees engaged. Since they are all experienced chefs, the team behind Beefsteak is passionate and driven by the desire to cook and become the best in industry. Beefsteak also demonstrates elements of organiztional responsibility by minimizing its environmental emissions. Having a vegetable heavy menu gives customer nutritious fare that is better fuel for their bodies than alternative fast food offerings.
- Beefsteak’s recruiters should seek employees that exhibit passion, authenticity, teamwork, and flexibility. Authenticity is where employees perceive their colleagues or superiors as being honest about the business and themselves. In Beefsteak’s case, authenticity is essential as they aim to promote authentic cuisine to thier customers worldwide. Working as a chef or other positions in a restaurant is challenging and requires the passion and dedication to persevere. The low wages, especially for entry-level positions demotivate some employees leading to reduced productivity. Since new employees would join an existing organization with established processes, teamwork is an essential skill that would allow new employees to collaborate effectively with their peers in the workplace. Moreover, the dynamic environment of fast-casual restaurants mean that employees must be flexibl enough to adapt as conditions change.
- Job training refers to activities aimed at acquiring knowledge, skills, and attitudes with an immediate or near-term application such as the introduction of a new process. In contrast, development refers to the acquisition of traits or competencies that may lack an immediate application but improve an employee's overall competency. From a cultural standpoint, training works to equip employees with specific skills such as communication and presentation skills. In contrast, development aims towards long-term employee growth and incorporates multiple training and orientation programs. It is important to note that training happens in the broader context of an organization’s culture which means there may be correlation between the two. Moreover, employee development practices are directly influenced by organizational culture as the latter determines managerial attitudes towards talent development and retention.
- Employees prefer roles where they can make significant contributions through being involved in a cause that has lasting impact. They must perceive their efforts to have meaning and making a difference in their customer's lives. For Beefsteak, the purpose is to change the world through the power of food. By having vegetable-focused dishes, they can help to change the negative connotations of vegetable consumption while improving the nutrition of fast casual. Employees also gain higher-level motivation when they can align their specific roles to the organization's larger goals. It creates ownership over their output and helps them share input into common values and goals. Employee roles at Beefsteak should directly tie into the broader organizational culture which requires careful job analysis before creating roles. People are also motivated when they receive recognition for their contributions. Regular employee praise has the effect of raising morale, customer service quality, encouraging autonomous decision-making, and decreasing turnover intent. The particular form of recognition used depends on individual employee preferences. Finally, employees can remain motivated when they find a community that provides them with a sense of belonging. Welcoming workplaces enhance psychological safety and employee productivity.
- The primary employee expectation regarding development programs is the increased potential for career progression. Development programs equip employees with the technical and soft skills required for success in their jobs. Jobs with well-defined roles have relatively standard technical and soft skill requirements which can be met through continued employee development programs. The new skills increase the propensity for promotion within the organization or a better position in another organization. Development programs also provide employees with opportunities for networking with others in their organization or industry. These networks are useful in an employee’s career progression. Employees that undergo training and development programs have the knowledge and confidence to perform their duties as expected which can improve long-term performance. These expectations indicate that the BeefSteak HR team should consider each employee’s career goals when creating individualized development programs to enhance engagement. Moreover, they can let the employees take ownership over their career development which would align personal and organizational goals.
- The greatest organizational benefit of talent management is the increased success of attracting and retaining good employees. Decades of research have identified attractive employee development programs as differentiating factors in a candidate’s choice of employer. Effective development programs increase employee engagement and reduce turnover intent as the employee feels that the company is invested in their future. Moreover, talent development helps to improve an organization’s skills capacity as existing employees are trained for possible future promotion from the lowest to highest levels. Additionally, it allows management to identify which employees have the aptitude for promotions. Iterative talent management programs can help in profilign organizational strengths and weaknesses which is crucial when planning organizational expansion. Beefsteak should implement effective employee development programs for all workers from the low-level chefs to managerial training. It would help to improve long-term employee retention and reduce training costs. Considering their perpetual need for skilled chefs familiar with authentic cultural cuisine, employee development programs would ease their international expansion.
- Since Jose Andres aims to expand BeefSteak internationally, it is critical for them to think about employee development at this early stage. The creation of effective employee development programs would facilitate continued skill profiling based on expected needs. Beefsteak can begin considering the kind of leadership needed, future customer requirements, and expected industry changes and which existing employees can fill these roles. Moreover, international expansion will require a huge recruitment push as they will have to hire employees from multiple countries with diverse cultures and expectations. Rather than seeking talent for such positions externally, BeefSteak can develop the required competencies among current employees which would reduce the eventual expansion and training costs. Employee development programs also establish trust in the organization’s leadership which leads to improved organizational flexibility. Engaged workers are more innovative which would allow BeefSteak to respond quickly to changing operational environments. Considering the high variance in international markets and consumer tastes, adaptability would be a useful asset to BeefSteak expansion.
- As an organization matures, its structure, strategies, and internal processes evolve along with it. However, some employees may have problems coping with multiple changes. Many organizations experience decreased productivity and morale during periods of significant change. To reduce the friction in such changes, Beefsteak should focus on communicating how the change benefits employees and the organization as a whole. Moreover, promotion of existing employees to open managerial positions can eliminate training costs as the employee is already familiar with the business’ operations. Rapid technological development means that businesses must adapt quickly or risk losing their competitive edge. However, as a quick service restaurant, Beefsteak may have challenges in convincing employees to learn new technologies. For example, the rise of mobile app ordering and home deliveries means that Beefsteak would need to adjust their preparation and packaging processes to serve the evolving customer needs. With the industry reputation of chronically low wages, Beefsteak is probably struggling with the optimal compensation structure for employees in all store locations. They have to compete with other companies with large payroll budgets or comprehensive benefits packages. Beefsteak can differentiate themselves from competitors by having an excellent performance recognition and reward system. Additionally, profit-sharing programs can work as additional incentive for skilled chefs in new stores.
- Beefsteak can employ multiple predictive analysis techniques to improve the efficacy of their recruitment and training programs. The multiple regression approach adopts a linear approach to modelling the relationship between a scalar response and one or more explanatory variables. In this case, the scalar response is an employee’s long-term job performance while the explanatory variables include education, career experience, personality, cultural fit, compensation, e.t.c. The multiple cutoff approach is suitable where some minimal level of proficiency on one or more variables is crucial for job success and when no substitution is allowed. In Beefsteak case, chefs must possess adequate food preparation and cooking skills to meet customer expectations. In practice, this would manifest as selecting an applicant based on their desirability in specific areas such as cooking, teamwork, or innovation. In multiple hurdle approach, cutoff scores on some predictor may be used to make investigatory decisions. The organization then accepts candidates provisionally and performs tests to determine whether to accept them permanently. These evaluations may proceed through multiple stages before a final decision is made.
- When operating internationally, BeefSteak will have to become cognizant of the way employees from different cultures work and how such practices can affect organizational performance. For example, while employees in the US have been socialized to question their superiors on controversial decisions, Indian culture favors listening to your superiors even when one is aware they are wrong. Similarly, urgency expectations are different between UK and Philipine workers with the latter having reduced urgency. These cultural differences may cause miscommunication when an expatriate supervisor cannot resolve them effectively. Nevertheless, hiring a diverse workforce will help to minimize the cultural differences and miscommunications. BeefSteak will also have to deal with the added burden of compliance with local laws and regulations. International expansion would require Beefsteak to establish new supply chains that comply with country-specific regulations. For example, expansion in Europe would have to comply with the EU food and transport regulations. Operations in Europe would also need to comply with the General Data Protection Regulation. These compliance issues can be resolved by retaining local counsel familiar with restaurant and commercial laws. Another issue to consider is the international recruitment and talent development strategy. Since each country has a different culture and customer expectations, local recruitment would offer the best returns for Beefsteak compared to exporting their American talent.
- Behavioral KPIs are metrics designed to track how behaviors spread over time. In BeefSteak's case, they should track specific actions as proxies for desired vior. For example, in encouraging innovation, they could track the number of new ideas generated in a given month, and frequency of recipe proposals. Business KPIs are tied directly into the business’ performance and are directly affected by the spread of behaviors in a company. For example, to improve customer centricity, Beefsteak can implement an customer feedback program that rates their experiences at Beefsteak locations. The effectiveness would be evaluated by the number of positive/negative comments, volume of in-store traffic, and profitability. Programme KPIs are those related to particular organizational initiatives such as leader development programs. Possible metrics for Beefsteak include enrollment, dropout, and completion numbers which can help to determine relevance of program content to employee goals.
- Enabling two-way communication between employees and HR would enable continued monitoring of the cultural change efforts which would aid in early identification of its efficacy, or lack thereof. Moreover, focusing on a few critical behaviors that have the largest potential for change. Beefsteak could identify practices that would have the largest impact on business performance, and codify them into processes. In such measures, it is essential to secure emotional commitment from the employees to ensure long-term engagement.