Time to Scrap Performance Appraisals?
Josh Bersin
Josh Bersin
Global Industry Analyst, I study all aspects of HR, business leadership, corporate L&D, recruiting, and HR technology. ✨
Published May 4, 2013
+ Follow
Something big is going on in business today. More and more companies have decided to radically change their performance appraisal process.
Last week at our research conference we spoke with Adobe, Juniper, Kelly Services, and a variety of other companies who have decided to do away with traditional performance ratings and completely change the annual appraisal process.
Our research shows that this is a strong and positive trend.
Why the process must change.
Why do companies have annual reviews in the first place? Primarily they are an artifact from traditional top-down companies where we had to "weed out" the bottom performers every year. By forcing managers to rate people once per year we can have annual talent reviews and decide who gets more money, who to promote, and who to let go.
Coupled with the performance rating is the "potential" rating, which tries to capture an individual's potential to move up two levels in the organization (the traditional definition).
This approach is based on a philosophy that "we cant totally trust managers" so we're going to force them to fit people into these rating scales. And in many companies (around 20%) there are forced distributions.
The well publicized problems with this process abound. These include:
· Employees need and want regular feedback (daily, weekly), so a once-a-year review is not only too late but it's often a surprise.
· Managers cannot typically "judge" an entire year of work from an individual, so the annual review is awkward and uncomfortable for both manager and employee.
· The manager-employee link is not 1:1 like it used to be - we usually have many peers and managers we work with during the year, so one person cannot adequately rate you without lots of peer input.
· While some employees are a poor fit and likely are poor performers, these issues should be addressed immediately, not once per year.
· People are inspired and motivated by positive, constructive feedback - and the "appraisal" process almost always works against this.
· The most important part of an appraisal is the "development planning" conversation - what can one do to improve performance and engagement - and this is often left to a small box on the review form.
Of course companies are very nervous about eliminating this process because:
· We need a fair and validated way to distribute compensation increases (don't we?)
· We need a record of low performance when we let someone go
· We need to capture performance data in an employee's profile for future promotion and other talent reviews, development plans, and career migration
· We need a way to make sure managers are doing their jobs well.
Well I've probably discussed these issues with 100+ companies over the last five years and our research shows more and ...
Best practices in recruitment that every company should followKannan G S
Finding great candidates has always been a major challenge. If you are an employer struggling to fill your open job positions with suitable candidates, you’ve come to the right place. Here we discuss about best practices in recruitment that will help you find great candidates easier and faster.
Overall CommentsGood continuation from your first Assessment Kh.docxkarlhennesey
Overall Comments:
Good continuation from your first Assessment Khanh. This paper is moving towards a nicely structured, organized and written paper, with details and supporting examples.
Nice job in further clarifying the issues regarding hiring in a multicultural environment. Critical for this paper is to fulfill the key ambition of this Assignment--to Analyze, to Apply and to Assess! Examples and specifics help a lot. So would the use of key insights from your research. More readings and secondary research add depth. Most important was the connection back to the ethical dilemma/issue. It would be helpful to precede the review of the dilemma with a definition of the criteria for determining a dilemma.
Nice job identifying (room for more analysis, compare and contrasting) some of the five most common theoretical approaches (Justice/Fairness, Universalism, Utilitarianism, Rights and Virtue Ethics). I wish you had discussed more on Rawl's Theory of Justice. This was critical, especially to set the context early in the paper. And of course, you concluded, like others, I think, that none are perfect and that it is important to consider the "practical consequences" resulting from key actions. And yes, while there are a lot of similarities there are some key differences. As you implied, each situation is different too, lending itself often, to a different approach. Most important was your review of the different approaches, application of a Step Model and your rationale for reviewing and applying the different Approaches. Now I wonder which one, leads the ethical decision making--Fairness supported by Utilitarian Approach thinking or something different?!?
As with most papers it is helpful to see clear organization, with a beginning, middle and end. You could work on this in the second half of your paper. For example, generically speaking, an Introduction clarifying what will follow, Background for context, the Discussion and a Summary and/or Conclusion. These beginning and ending sections help a lot and should be sub-titled!
In summary your paper is succinct (too much so at times) and to the point--yet includes some helpful background and context. It is important to exhibit a clear progression from discussion to analysis to new insights. Moving from data acquisition to information to knowledge building to insightful wisdom continues to be important for the learning process this Term.
COMPETENCY: Evaluate the parameters for ethical decision making in 21st century multi-cultural business environments.CRITERION: Evaluate the parameters of various ethical decision-making approaches.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCEProficient
Evaluates the parameters of various ethical decision-making approaches.COMPETENCY: Evaluate organizational policy within the framework of ethical standards.CRITERION: Analyze an ethical dilemma using an ethical decision-making approach.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCEProficient
Analyzes an ethical ...
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
Best practices in recruitment that every company should followKannan G S
Finding great candidates has always been a major challenge. If you are an employer struggling to fill your open job positions with suitable candidates, you’ve come to the right place. Here we discuss about best practices in recruitment that will help you find great candidates easier and faster.
Overall CommentsGood continuation from your first Assessment Kh.docxkarlhennesey
Overall Comments:
Good continuation from your first Assessment Khanh. This paper is moving towards a nicely structured, organized and written paper, with details and supporting examples.
Nice job in further clarifying the issues regarding hiring in a multicultural environment. Critical for this paper is to fulfill the key ambition of this Assignment--to Analyze, to Apply and to Assess! Examples and specifics help a lot. So would the use of key insights from your research. More readings and secondary research add depth. Most important was the connection back to the ethical dilemma/issue. It would be helpful to precede the review of the dilemma with a definition of the criteria for determining a dilemma.
Nice job identifying (room for more analysis, compare and contrasting) some of the five most common theoretical approaches (Justice/Fairness, Universalism, Utilitarianism, Rights and Virtue Ethics). I wish you had discussed more on Rawl's Theory of Justice. This was critical, especially to set the context early in the paper. And of course, you concluded, like others, I think, that none are perfect and that it is important to consider the "practical consequences" resulting from key actions. And yes, while there are a lot of similarities there are some key differences. As you implied, each situation is different too, lending itself often, to a different approach. Most important was your review of the different approaches, application of a Step Model and your rationale for reviewing and applying the different Approaches. Now I wonder which one, leads the ethical decision making--Fairness supported by Utilitarian Approach thinking or something different?!?
As with most papers it is helpful to see clear organization, with a beginning, middle and end. You could work on this in the second half of your paper. For example, generically speaking, an Introduction clarifying what will follow, Background for context, the Discussion and a Summary and/or Conclusion. These beginning and ending sections help a lot and should be sub-titled!
In summary your paper is succinct (too much so at times) and to the point--yet includes some helpful background and context. It is important to exhibit a clear progression from discussion to analysis to new insights. Moving from data acquisition to information to knowledge building to insightful wisdom continues to be important for the learning process this Term.
COMPETENCY: Evaluate the parameters for ethical decision making in 21st century multi-cultural business environments.CRITERION: Evaluate the parameters of various ethical decision-making approaches.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCEProficient
Evaluates the parameters of various ethical decision-making approaches.COMPETENCY: Evaluate organizational policy within the framework of ethical standards.CRITERION: Analyze an ethical dilemma using an ethical decision-making approach.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCEProficient
Analyzes an ethical ...
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
Employee & Customer-Based Business Transformations Qualtrics
How can companies link Customer and Employee insights and turn data into sustainable Change Plans that raise NPS? It isn’t enough to show leaders data insights and give them a list of ‘things to do’. In this session, we show you how to take leaders through a highly interactive and developmental process that addresses the Why, What and How of Change, building new mindset, capabilities and behaviors – that drive lasting business impact.
NTHEMIND OF GREATCOMPANIESBy Scott BlanchardThe.docxhenrymartin15260
NTHE
MIND OF GREAT
COMPANIES?
By Scott Blanchard
T
he old saying, "money isn't
everything," rings hollow in
today's business world.
where rninute-by-minute
stock quotes scroll across
our computer monitors, and
careers are won or lost based
on Wall Street's analysis of a
company's perforniance. Throw in giob-
al competition, outdated products and
services, increased costs, corporate silos
and other business challenges, and it's
no wonder that tnatiy of today's compa-
nies focus solely on their bottom line,
ofteti at the expense of customer service
and employee satisfaction.
It need not be this way. Great compa
nies focus on more than one bottom
line when gauging their perforniance.
Ttiey choose to be not only the invest-
ment of choice, but also the provider of
choice for their products or services, as
well as the employer of choice for work-
ers in their industry. By looking beyond
immediate, short term results and focus-
ing on strategies to make their compa-
nies successful for the long-term, they
recognize challenges sooner, identify
solutions more quickly and deliver re-
sults ahead of their competitors. In short,
they learn to lead at a higher level.
A clear warning sign that your busi-
ness is trapped in a short-term mindset
is the presence of an "either/or" philoso-
phy. Managers either believe they can
achieve profitability or they can develop
a great workplace, but not both. These
leaders don't always take morale and job
satisfaction into consideration. Their
focus is only their financial bottom line.
From there, it's a short leap to the false
notion tlrat making money is the sole
reason to be in business.
A NEW APPROACH
Contrary to the either/or philosophy,
leading at a higher level requires man-
agers to embrace a "both/and" approach.
In great companies, the development of
people is of equal importance to finan-
cial performance. As a result, the focus
is on long-term results and human satis-
faction. Accordingly, great companies
begin by both creating and nurturing a
vision of the future, and then measuring
progress against that vision.
There are three questions to ask,
which represent the main components
of a corporate vision. By focusing on
these questions, companies are more
likely to ensure they don't lose sight of
their path to success. They are:
• What business are you in? This will
help you identify your company's signif-
icant purpose.
• What will the future look like if you
are successful?
• What guides your behavior and deci-
sions on a daily basis? This will help
you identify clear values.
Great companies keep al! three of
these ideas clearly in mind and make
necessary course corrections when they
realize they are off track.
The next step is to create a corporate
culture that both reflects and reinforces
the corporate vision. The culture con-
sists of the values, attitudes, beliefs,
behaviors and practices of the organiza-
tion's members. Culture is an organiza-
tion's personality, and it can help or hin-
.
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
Objective I am seeking employment with a company where I can us.docxcherishwinsland
Objective: I am seeking employment with a company where I can use my talents and skills to grow and expand the company. Also, I want to succeed in a stimulating and challenging environment, building the success of the company while I experience advancement opportunities.
Education & Qualifications: BSc Administration Management, May 2017
Western Kentucky University
· Fluent Arabic and English
Work History: Admin clerk, Aug 2010 – Jan 2011
Saudi Airlines - Riyadh
Personal Skills Strengths & Profile:
· Quick learner, keen to learn and improve skills
· Self-motivation and ability to take the initiative.
· Problem solving skills
· Ability to work well under pressure
DEVELOPING YOUR
PERSONAL CAREER PLAN
Deliverables:
1. Complete the Personal Career Plan Tools in the Appendix at the end of the document. You should copy and paste the tools into a separate word document. Name the document YourlastnameCareerPlanTools.doc. You will upload this document to the Assignments area in Blackboard.
2. Create a personal resume. Name the document YourlastnameResume.doc. You will upload this document to the Assignments area in Blackboard.
3. Write a 3-5 page reflection paper (12 point font, double spaced) addressing your personal experience in Career Planning. Address each component from the Six-stage Career Development model included in this packet. (See page 2.) What did you learn from this exercise? You may need think about activities you would like to do for Steps 5 and 6 to include in this assignment. This paper is based on your thoughts and supportive documentation is not required.
Objectives of the Personal Career Strategy Assignment
1. Identify characteristics/attributes in support of your personal career brand.
2. Explore personal and University of Louisville institutional assets that will enhance your education and job search process.
3. Package past activity and build clear future goals.
Developing Your Personal Career Strategy
Successful organizations create strategic plans to provide a long-term vision of what they aim to become. They also specify goals and related objectives and then strategic plans that will take them incrementally toward the realization of the vision. This process parallels as a useful paradigm for successful career management. This document can help you develop a personal career management strategy and plan. It gives an overview of the career development process and brief description of each stage and introduces exercises culminating in your own plan.
The 6 Stages of Career Development
The model below depicts the six stages of the career development cycle. In progressing through the stages, you will develop goals and strategies for pursuing a satisfying career. Over time, you will cycle through the process again as you evolve. Career decisions are not one-time events, but steps in a life-long career development process. Research indicates that, on average, people change jobs seven times and careers.
Essential Guide to Employee Onboarding SuccessAndrewCrebar
The Essential Guide to Employee Onboarding Success is for HR, People leaders and anyone looking to take their employee success to the next level.
It is a quick but detailed read on how you can use Employee Onboarding to Amplify your Employee Experience.
You'll learn:
1. What is 'EX' Management?
2. Why invest in 'EX'?
3. Why Onboarding is foundation of 'EX'?
4. What to consider in buying vs building a solution?
5. How to evaluate onboarding solutions?
Humans can often be complicated, thorny and messy - but those qualities make the magic happen.
By creating the right process and frameworks for getting your people confident, happy and productive - you can help build and support long-term employee success.
Skillscape helps organizations enhance the value of their human resource capital. Skillscape specializes in a spectrum of HR services ranging from need assessment for enhancing productivity and efficiency, to conceptualizing and developing various HR interventions.
Building Trust: A Strategic Approach to Employee ExperienceAggregage
Delivering a great employee experience is the key to a better customer experience, higher productivity, and greater profitability. Join Natasha Persad, CEO of The HRXperts, and learn the fundamentals of a great employee experience.
Unit 3 Assignment Instructions Your research paper should be 4–6 pag.docxTakishaPeck109
Unit 3 Assignment Instructions Your research paper should be 4–6 pages and should cover at a minimum:
·
The historical developments/events (a narrative timeline so to speak) that have influenced the court system’s move towards use technology for many different kinds of tasks and services,
·
A description of the specific types of technologies employed (e.g., case management software, eDiscovery®), and an explanation as to how these technologies are utilized in the courtroom.
·
The resulting effects of the new technology on courtroom procedures, presentation of evidence, juries, and verdicts.
In addition to fulfilling the specifics of the Assignment, a successful paper will meet the following criteria:
● Length should be 4-6 pages, excluding cover page and references page.
● Viewpoint and purpose should be clearly established and sustained.
● Assignment should follow the conventions of Standard American English (correct grammar,
punctuation, etc.).
● Writing should be well ordered, logical and unified, as well as original and insightful.
● Your work should display superior content, organization, style, and mechanics.
● Appropriate citation style should be followed.
.
Unit 1 Module 1 - M1 Assignment 3Assignment 3 Views on Diver.docxTakishaPeck109
Unit 1: Module 1 - M1 Assignment 3
Assignment 3: Views on Diversity
Pablo believes that diversity is the most important issue in our culture, and that it is greatly underemphasized. On the other hand, Ralph rarely thinks of diversity, except when it is mentioned in the workplace. Monica is sensitized to multicultural issues because her parents are immigrants who still struggle with discrimination after being here for 20 years.
To obtain a cross-section of what people think about diversity, conduct five-minute interviews with three individuals you don't know well, and assess their views on diversity. You have been provided an
Informed Consent
document for the respondents to sign along with verbally consenting to participate in this assignment. This is to enable that the respondents demonstrate a clear understanding of the meaning and purpose of this assignment. While you are expected to use the informed consent form in keeping with ethical practices for data collection, you do not need to submit it to the instructor as part of the assignment.
Ask the respondents the following questions and record their answers:
When you hear the word diversity mentioned in the workplace, in the media, or in casual conversation, what meaning do you assign this term?
Does a particular race, ethnic group, or other minority group come to mind when you think of diversity? Does one of these groups pertain to you?
Do you think the majority of people in our culture:
Respect cultural differences among groups of people.
Show indifference to cultural differences.
Lack respect for cultural differences. Explain each choice.
If you were to make a suggestion about how our culture should handle diversity over the next decade, what would it be?
Compile your responses and write a brief reflection paper (two pages) on your findings. Specifically address the following issues:
What did you discover was the general attitude toward diversity in our culture?
Is diversity more associated with one race, ethnic, or other minority group than with others? If so, explain why this might be the case.
Compare and contrast the respondent's views with your own. How would you answer the same questions?
Submit your response to the
M1: Assignment 3 Dropbox
by
Wednesday, July 22, 2015
. Your response should be at least two pages long. All written assignments and responses should follow APA rules for attributing sources.
Assignment 3 Grading Criteria
Maximum Points
Interviewed a cross-section of people and acquired the desired responses.
15
Summarized the respondent's attitude toward diversity in modern culture using appropriate terms and concepts.
25
Commented on whether the respondent believed diversity was associated with one particular race or ethnic group more so than others.
25
Provided contrasting views between the respondent's and your own views on the discussed subjects along with an explanation.
25
Wrote in a clear, concise, and organized manner; demonstrated ethical sch.
More Related Content
Similar to Time to Scrap Performance AppraisalsJosh BersinJosh BersinG
Employee & Customer-Based Business Transformations Qualtrics
How can companies link Customer and Employee insights and turn data into sustainable Change Plans that raise NPS? It isn’t enough to show leaders data insights and give them a list of ‘things to do’. In this session, we show you how to take leaders through a highly interactive and developmental process that addresses the Why, What and How of Change, building new mindset, capabilities and behaviors – that drive lasting business impact.
NTHEMIND OF GREATCOMPANIESBy Scott BlanchardThe.docxhenrymartin15260
NTHE
MIND OF GREAT
COMPANIES?
By Scott Blanchard
T
he old saying, "money isn't
everything," rings hollow in
today's business world.
where rninute-by-minute
stock quotes scroll across
our computer monitors, and
careers are won or lost based
on Wall Street's analysis of a
company's perforniance. Throw in giob-
al competition, outdated products and
services, increased costs, corporate silos
and other business challenges, and it's
no wonder that tnatiy of today's compa-
nies focus solely on their bottom line,
ofteti at the expense of customer service
and employee satisfaction.
It need not be this way. Great compa
nies focus on more than one bottom
line when gauging their perforniance.
Ttiey choose to be not only the invest-
ment of choice, but also the provider of
choice for their products or services, as
well as the employer of choice for work-
ers in their industry. By looking beyond
immediate, short term results and focus-
ing on strategies to make their compa-
nies successful for the long-term, they
recognize challenges sooner, identify
solutions more quickly and deliver re-
sults ahead of their competitors. In short,
they learn to lead at a higher level.
A clear warning sign that your busi-
ness is trapped in a short-term mindset
is the presence of an "either/or" philoso-
phy. Managers either believe they can
achieve profitability or they can develop
a great workplace, but not both. These
leaders don't always take morale and job
satisfaction into consideration. Their
focus is only their financial bottom line.
From there, it's a short leap to the false
notion tlrat making money is the sole
reason to be in business.
A NEW APPROACH
Contrary to the either/or philosophy,
leading at a higher level requires man-
agers to embrace a "both/and" approach.
In great companies, the development of
people is of equal importance to finan-
cial performance. As a result, the focus
is on long-term results and human satis-
faction. Accordingly, great companies
begin by both creating and nurturing a
vision of the future, and then measuring
progress against that vision.
There are three questions to ask,
which represent the main components
of a corporate vision. By focusing on
these questions, companies are more
likely to ensure they don't lose sight of
their path to success. They are:
• What business are you in? This will
help you identify your company's signif-
icant purpose.
• What will the future look like if you
are successful?
• What guides your behavior and deci-
sions on a daily basis? This will help
you identify clear values.
Great companies keep al! three of
these ideas clearly in mind and make
necessary course corrections when they
realize they are off track.
The next step is to create a corporate
culture that both reflects and reinforces
the corporate vision. The culture con-
sists of the values, attitudes, beliefs,
behaviors and practices of the organiza-
tion's members. Culture is an organiza-
tion's personality, and it can help or hin-
.
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
Objective I am seeking employment with a company where I can us.docxcherishwinsland
Objective: I am seeking employment with a company where I can use my talents and skills to grow and expand the company. Also, I want to succeed in a stimulating and challenging environment, building the success of the company while I experience advancement opportunities.
Education & Qualifications: BSc Administration Management, May 2017
Western Kentucky University
· Fluent Arabic and English
Work History: Admin clerk, Aug 2010 – Jan 2011
Saudi Airlines - Riyadh
Personal Skills Strengths & Profile:
· Quick learner, keen to learn and improve skills
· Self-motivation and ability to take the initiative.
· Problem solving skills
· Ability to work well under pressure
DEVELOPING YOUR
PERSONAL CAREER PLAN
Deliverables:
1. Complete the Personal Career Plan Tools in the Appendix at the end of the document. You should copy and paste the tools into a separate word document. Name the document YourlastnameCareerPlanTools.doc. You will upload this document to the Assignments area in Blackboard.
2. Create a personal resume. Name the document YourlastnameResume.doc. You will upload this document to the Assignments area in Blackboard.
3. Write a 3-5 page reflection paper (12 point font, double spaced) addressing your personal experience in Career Planning. Address each component from the Six-stage Career Development model included in this packet. (See page 2.) What did you learn from this exercise? You may need think about activities you would like to do for Steps 5 and 6 to include in this assignment. This paper is based on your thoughts and supportive documentation is not required.
Objectives of the Personal Career Strategy Assignment
1. Identify characteristics/attributes in support of your personal career brand.
2. Explore personal and University of Louisville institutional assets that will enhance your education and job search process.
3. Package past activity and build clear future goals.
Developing Your Personal Career Strategy
Successful organizations create strategic plans to provide a long-term vision of what they aim to become. They also specify goals and related objectives and then strategic plans that will take them incrementally toward the realization of the vision. This process parallels as a useful paradigm for successful career management. This document can help you develop a personal career management strategy and plan. It gives an overview of the career development process and brief description of each stage and introduces exercises culminating in your own plan.
The 6 Stages of Career Development
The model below depicts the six stages of the career development cycle. In progressing through the stages, you will develop goals and strategies for pursuing a satisfying career. Over time, you will cycle through the process again as you evolve. Career decisions are not one-time events, but steps in a life-long career development process. Research indicates that, on average, people change jobs seven times and careers.
Essential Guide to Employee Onboarding SuccessAndrewCrebar
The Essential Guide to Employee Onboarding Success is for HR, People leaders and anyone looking to take their employee success to the next level.
It is a quick but detailed read on how you can use Employee Onboarding to Amplify your Employee Experience.
You'll learn:
1. What is 'EX' Management?
2. Why invest in 'EX'?
3. Why Onboarding is foundation of 'EX'?
4. What to consider in buying vs building a solution?
5. How to evaluate onboarding solutions?
Humans can often be complicated, thorny and messy - but those qualities make the magic happen.
By creating the right process and frameworks for getting your people confident, happy and productive - you can help build and support long-term employee success.
Skillscape helps organizations enhance the value of their human resource capital. Skillscape specializes in a spectrum of HR services ranging from need assessment for enhancing productivity and efficiency, to conceptualizing and developing various HR interventions.
Building Trust: A Strategic Approach to Employee ExperienceAggregage
Delivering a great employee experience is the key to a better customer experience, higher productivity, and greater profitability. Join Natasha Persad, CEO of The HRXperts, and learn the fundamentals of a great employee experience.
Unit 3 Assignment Instructions Your research paper should be 4–6 pag.docxTakishaPeck109
Unit 3 Assignment Instructions Your research paper should be 4–6 pages and should cover at a minimum:
·
The historical developments/events (a narrative timeline so to speak) that have influenced the court system’s move towards use technology for many different kinds of tasks and services,
·
A description of the specific types of technologies employed (e.g., case management software, eDiscovery®), and an explanation as to how these technologies are utilized in the courtroom.
·
The resulting effects of the new technology on courtroom procedures, presentation of evidence, juries, and verdicts.
In addition to fulfilling the specifics of the Assignment, a successful paper will meet the following criteria:
● Length should be 4-6 pages, excluding cover page and references page.
● Viewpoint and purpose should be clearly established and sustained.
● Assignment should follow the conventions of Standard American English (correct grammar,
punctuation, etc.).
● Writing should be well ordered, logical and unified, as well as original and insightful.
● Your work should display superior content, organization, style, and mechanics.
● Appropriate citation style should be followed.
.
Unit 1 Module 1 - M1 Assignment 3Assignment 3 Views on Diver.docxTakishaPeck109
Unit 1: Module 1 - M1 Assignment 3
Assignment 3: Views on Diversity
Pablo believes that diversity is the most important issue in our culture, and that it is greatly underemphasized. On the other hand, Ralph rarely thinks of diversity, except when it is mentioned in the workplace. Monica is sensitized to multicultural issues because her parents are immigrants who still struggle with discrimination after being here for 20 years.
To obtain a cross-section of what people think about diversity, conduct five-minute interviews with three individuals you don't know well, and assess their views on diversity. You have been provided an
Informed Consent
document for the respondents to sign along with verbally consenting to participate in this assignment. This is to enable that the respondents demonstrate a clear understanding of the meaning and purpose of this assignment. While you are expected to use the informed consent form in keeping with ethical practices for data collection, you do not need to submit it to the instructor as part of the assignment.
Ask the respondents the following questions and record their answers:
When you hear the word diversity mentioned in the workplace, in the media, or in casual conversation, what meaning do you assign this term?
Does a particular race, ethnic group, or other minority group come to mind when you think of diversity? Does one of these groups pertain to you?
Do you think the majority of people in our culture:
Respect cultural differences among groups of people.
Show indifference to cultural differences.
Lack respect for cultural differences. Explain each choice.
If you were to make a suggestion about how our culture should handle diversity over the next decade, what would it be?
Compile your responses and write a brief reflection paper (two pages) on your findings. Specifically address the following issues:
What did you discover was the general attitude toward diversity in our culture?
Is diversity more associated with one race, ethnic, or other minority group than with others? If so, explain why this might be the case.
Compare and contrast the respondent's views with your own. How would you answer the same questions?
Submit your response to the
M1: Assignment 3 Dropbox
by
Wednesday, July 22, 2015
. Your response should be at least two pages long. All written assignments and responses should follow APA rules for attributing sources.
Assignment 3 Grading Criteria
Maximum Points
Interviewed a cross-section of people and acquired the desired responses.
15
Summarized the respondent's attitude toward diversity in modern culture using appropriate terms and concepts.
25
Commented on whether the respondent believed diversity was associated with one particular race or ethnic group more so than others.
25
Provided contrasting views between the respondent's and your own views on the discussed subjects along with an explanation.
25
Wrote in a clear, concise, and organized manner; demonstrated ethical sch.
Unit 1 Learning ActivityTo complete this Learning Activity, firs.docxTakishaPeck109
Unit 1 Learning Activity
To complete this Learning Activity, first interview 3 people by asking them the following questions:
a)
What is mental illness?
b)
Can people with mental illness be helped?
c)
Are people with mental illness dangerous to society?
d)
Can people with mental illness “snap out” of it?
Next, in 2 to 3 paragraphs, summarize your findings of their responses.
Last, referring to the assigned reading, explain in 1 to 2 paragraphs whether you believe that the interviewees’ attitudes represent what the greater society believes about mental illness. Students are to use APA writing style. When completed, submit the Unit 1 Learning Activity Template to the Unit 1 Learning Activity Dropbox.
References
.
Unit 1 - Individual ProjectType Individual ProjectDue Date Mon.docxTakishaPeck109
Unit 1 - Individual Project
Type: Individual Project
Due Date: Mon, 10/10/15
Points Possible: 150
Deliverable Length: 1,000–1,250 words + Excel spreadsheet
Description:
Weekly tasks or assignments (Individual or Group Projects) will be due
by
Monday and late submissions will be assigned a late penalty in accordance with the late penalty policy found in the syllabus. NOTE: All submission posting times are based on midnight Central Time.
A financial team has been properly selected and charged to proceed with its analysis of EEV's financial statements. In the course of its evaluation, it will be assessing the firm's operating performance, benchmarking its competitors, and looking at the industry using financial ratios as its source of measurement.
The income statement measures the firm's profitability over a period of time: 1 month, 1 quarter, or 1 year. The statement focuses on the operations of the firm and explains what was produced and sold. In essence, it summarizes revenues generated and the results.
Tony understands that managing profitability involves overseeing 3 interrelated factors: volume, cost, and price. He has given you the job of conducting an in-depth analysis of EEV's operating performance. You will analyze the following factors:
Sales volume, cost, and price of each specific product
Each product's contribution to sales in terms of profit
The relationship between sales and supportive employment
Tony has made it clear that he expects you to initiate a constructive discussion by describing your findings both in narrative form and through an organized numeric presentation.
Click
here
to view the EEV income statement, and then complete the following in your paper:
Review the sales volume, cost, and price of each specific product.
Review each product's contribution to sales in terms of profit.
Describe the relationship between sales and supportive employment.
Provide an Excel spreadsheet that depicts your findings along with your analysis.
Please submit your assignment.
For assistance with your assignment, please use your text, Web resources, and all course materials.
Objectives:
Describe the components of financial statements and their related footnotes.
Utilize appropriate tools and procedures in analyzing financial data to determine the company’s financial position, operating results, and resource flows.
.
Unit 1 Understanding the Tourism and Hospitality Industry with Work.docxTakishaPeck109
Unit 1: Understanding the Tourism and Hospitality Industry with Work Placement
Introduction
To be assessed on this unit you need to undertake and
SUBMIT
a 2,000 word assignment, clearly following relevant
instructions
on content, word count and referencing procedures.
The assignment is designed to cover the learning outcomes of the unit and help you obtain a clear understanding of the subject area via the research, reading and relevant work experience (if
APPLICABLE
) undertaken during your studies.
You may already be working in the industry and studying OTHM on a part-time basis or perhaps an individual who wishes to
ENTER
the industry or
upgrade
skills through study and work placement.
Some Issues to Consider
Historically, Great Britain played a major role in developing the tourism infrastructure used today, starting with the first tour operator and leading to the development of railway networks and travel by ocean liner – enabling visitors to travel both nationally and internationally.
Modern tourism is a major source of
FOREX
to many developing economies and is often the main industry in an economy. An increase in disposable
income
and the growth of mass air, coach and rail travel has also had a major impact (sometimes negative as well as positive) on a region or economy.
Tourism and hospitality is the world’s largest
EMPLOYER
and an understanding of the industry will enable you to progress further with the other specialist areas of the
diploma
.
Researching the Tourism and Hospitality
The assignment has been designed to encourage you to research the industry, considering the main factors driving the development and demand within the industry. Your assignment should also allow you to gain a clear understanding of the supply chain within the tourism and hospitality industry.
You are required to choose a number of case examples that include
TRAVEL AGENTS
/ tour operators,
carriers
, accommodation and relevant ancillary services. Examples may include major industry players of SMEs that you are familiar with.
2 18 /02/2014
Part I: Assignment Brief
100% of Unit Grade (2,000 words) – Learning Outcomes 1, 2, 3 and 4
Brief:
Your assignment structure and case examples will be
CONFIRMED
by your course tutor via a series of five meetings. Your tutor will be expected to
complete
the ‘tracking sheet’ which also needs to be signed by you – prior to the submission of your assignment.
In order to attempt the assignment you should be studying the topics linked to the learning outcomes and assessment criteria of unit 1: ‘Understanding the Tourism and Hospitality Industry’ as well as undertaking primary research – within and also out of the workplace.
.............................................
SUBMISSION
FORM
(AMG00)
Student to
Complete
For Office Use Only
Marking of Part I: Word count: 2,000 (excluding any appendices, e.g. statistics, models) Maximum word count for appendices: 1,000 Ple.
Unit 2 Assignment Creating an Effective PresentationPresentatio.docxTakishaPeck109
Unit 2 Assignment: Creating an Effective Presentation
Presentation skills are essential in business. This assignment focuses on creating an effective presentation that includes relevant visual aids to develop your topic, as well as a strong hook and delivery.See the attached document for complete instructions and grading rubric.
.
Unit 1 Assignment Computer ComponentsHere is a video introducti.docxTakishaPeck109
Unit 1 Assignment: Computer Components
Here is a
video introduction
to the Assignment. Be sure to adjust your audio settings. Closed captioning is available in the video.
Click the icon below to view the complete Assignment instructions and grading rubric.
Please see attached rubric for guidance.
.
Unethical Situations in the Workplace Recall a time when .docxTakishaPeck109
"Unethical Situations in the Workplace"
Recall a time when you experienced an unethical situation at a work place. What events led up to this situation? Do you think it could have been avoided? Did the company take the right action?
NEEDS TO BE 120 WORDS: DUE DATE: TUES OCT 6
Business Ethics
.
Unifying separate countries offers varied unique opportunities for g.docxTakishaPeck109
Unifying separate countries offers varied unique opportunities for growth but also gives way to complex challenges. For this module, write a one-page paper explaining why the unification of Germany into one country (combining East and West Germany) proved to be more of a burden to the German people than expected. APA format.
Unification Issue.
1.Government-To prevents another Adolph Hilter leader, West Germany adopted incremental policy procedures.
2. Economy-Unification slowed the Germany economy for more than a generation.
3. Resentment- "Wall of the Mind", Some of the West resented having to share their resources with the east.
.
Understanding the Value of Qualitative ResearchAn important part.docxTakishaPeck109
Understanding the Value of Qualitative Research
An important part of both analyzing other’s research approaches and reflecting on your own includes understanding the positive and negative aspects of varied forms of social research and how they can influence a researcher’s stance and tone. While quantitative data can provide a general overview of the impacts of public policy and systems which manage society, qualitative data can provide specific and important information regarding the causes of this impact, such as the how, why, and who. Therefore, qualitative research can provide beneficial information to aid public policy in regards to social problems. This is especially important to know when public policy and systems create negative impacts, such as profiling, inequality, limited access, and social exclusion. It is also important to be able to recognize the stance or informed viewpoint of the researcher reporting on this information.
One of the more immersive forms of social research methods available is one of the qualitative methods: ethnography. Ethnography allows a researcher to experience the impacts through living amongst the citizens who have to engage with public policy and its systems in their daily lives. The most intriguing aspects of this type of research is how the researcher maintains an ethical and neutral stance during and after the process of research and how the experience can impact their stance or underlying tone.
In this assignment, you will present the benefits of ethnographical research in terms of informing public policy, as well as understanding the researcher’s role in performing and reporting on ethnographic research. You will do this through your own research of immersive ethnographical approaches (including the course text), and also through analyzing Dr. Alice Goffman’s work on inner city people of color in Philadelphia. You will be provided with reporting and reviews of her work to help fuel your own analysis of Dr. Goffman’s approach. This will help you become better at discerning what useful research is in order to appropriately inform decision-making in society.
In your paper, you must address the following:
Explain the researcher’s role in qualitative research. Discuss the unique issues that researchers should be concerned about in regards to their role in research, and explain how this is specifically a challenge in ethnographical research. Discuss specific actions researchers can take to ensure they retain their ethical and neutral stance in performing qualitative research and reporting their qualitative research results.
Regarding Alice Goffman’s recent ethnographical work in inner-city Philadelphia, and based on what you know from the text and your own research on ethnographic immersion, determine whether or not Goffman maintained an ethical and neutral stance, and provide justification of the approach Goffman chose to take. Based on what you have been able to ascertain from Goffman’s work, discuss th.
Understanding cultural phenomena is essential to the completion of a.docxTakishaPeck109
Understanding cultural phenomena is essential to the completion of an accurate and holistic health assessment. Please review a cultural group from Table 2-3 (p. 25) from your text and describe the cultural differences pertinent to that group (you may have to do some additional searching). Remember, the table may not include all cultural groups. Let’s try to include all the countries within the groups listed in the discussion, so please do not choose a group that has already been done. To expedite this, please use the group name in the title of your post.
One-two paragraphs needed
.
Understanding the role that coding information plays in health care .docxTakishaPeck109
Understanding the role that coding information plays in health care organizations for claim generation is crucial. The process begins with the collection of information about the patient, the services provided, and the data from the encounter (including medical documentation and charge capture).
List the steps involved in that process, and write a brief explanation for each step.
Note:
Be sure to include a description of the chargemaster or charge description master (CDM) and the revenue cycle management process.
.
Understanding Property RightsExplain a landlord’s legal authorit.docxTakishaPeck109
Understanding Property Rights
Explain a landlord’s legal authority when tenants engage in criminal activity. Do you agree or disagree with the authority afforded to a landlord under the law?
Guided Response:
Discuss your agreement or disagreement with such authority. Discuss when or if an entire family should be evicted from a rental property when one member of the family commits a crime within the apartment or housing complex in which the family resides.
Liabilities of Property Owners and Associations
Discuss the liability of unit owners and their association for the following incidents:
A postal employee slipping and falling over a sprinkler
A unit owner slipping and falling over a sprinkler
A unit owner’s guest slipping and falling over a sprinkler
.
Understanding Others’ Cultural PracticesALL WORK MUST BE ORIGI.docxTakishaPeck109
Understanding Others’ Cultural Practices
ALL WORK MUST BE ORIGINAL AS IT GOES THROUGH A TURNITIN PROGRAM MUST HAVE AT LEAST 3
REFRENCES
By
Saturday, January 16, 2016
, respond to the assigned discussion question. Submit your responses to the appropriate
Discussion Area
.. All written assignments and responses should follow APA rules for attributing sources
Kesha has invited her friend Carrie to go home with her over the school’s short holiday break. Kesha, like many African Americans, has a rich spiritual tradition that permeates most areas of her life. In addition, Kesha is close to her immediate and extended family. Carrie, on the other hand, comes from a predominantly Caucasian Presbyterian background, is an only child, and rarely sees any of her extended family.
During her visit, Carrie is noticeably uncomfortable with the vastly different dynamics of Kesha’s family. Carrie is rethinking her friendship with Kesha and wants to withdraw from her.
How will you help Carrie understand the cultural values inherent in the African American culture and how these might be affecting her?
Suggest ways in which Kesha could build a bridge to help Carrie understand the African American culture.
.
UNDERSTANDING HEALTHCARE FINANCIAL MANAGEMENT
Chapter 13 -- Financial Condition Analysis
PROBLEM 4
Consider the following financial statements for BestCare HMO, a not-for-profit managed care plan:
BestCare HMO
Statement of Operations and Change in Net Assets
Year Ended June 30, 2XXX
(in thousands)
Revenue:
Premiums earned
$26,682
Coinsurance
$1,689
Interest and other income
$242
Total revenue
$28,613
Expenses:
Salaries and benefits
$15,154
Medical supplies and drugs
$7,507
Insurance
$3,963
Provision for bad debts
$19
Depreciation
$367
Interest
$385
Total expenses
$27,395
Net income
$1,218
Net assets, beginning of year
$900
Net assets, end of year
$2,118
BestCare HMO
Balance Sheet
Year Ended June 30, 2XXX
(in thousands)
Assets
Cash and cash equivalents
$2,737
Net premiums receivable
$821
Supplies
$387
Total current assets
$3,945
Net property and equipment
$5,924
Total assets
$9,869
Liabilities and Net Assets
Accounts payable - medical services
$2,145
Accrued expenses
$929
Notes payable
$141
Current portion of long-term debt
$241
Total current liabilities
$3,456
Long-term debt
$4,295
Total liabilities
$7,751
Net assets (equity)
$2,118
Total liabilities and net assets
$9,869
a. Perform a Du Pont analysis on BestCare. Assume that the industry average ratios are as follows:
Total margin
3.8%
Total asset turnover
2.1
Equity multiplier
3.2
Return on equity (ROE)
25.5%
b. Calculate and interpret the following ratios for BestCare:
Industry average
Return on assets (ROA)
8.0%
Current ratio
1.3
Days cash on hand
41 days
Average collection period
7 days
Debt ratio
69%
Debt-to-equity ratio
2.2
Times interest earned (TIE) ratio
2.8
Fixed asset turnover ratio
5.2
.
Understanding international compensation begins with the recognition.docxTakishaPeck109
Understanding international compensation begins with the recognition of differences and similarities, along with figuring out how to best manage them. How people get paid around the world depends on variations. There are five contextual factors believed to be relevant in international compensation. Identify and discuss these factors and variations.
both responses should be at least 200 words in length.
2. Although there has been a decline in union memberships, unions are still prevalent in public and private organizations. Based on the reading in this unit, unions have an impact on wage determination. Discuss the four specific areas in which unions have an impact on wage determination?
.
Understanding and Analyzing Arguments Please respond to the follow.docxTakishaPeck109
Understanding and Analyzing Arguments" Please respond to the following:
Use the Internet to find an example of an argument that is misleading. A good place to start might be advertisements or political debate. Explain your position. What
exactly
makes the argument misleading? Challenge your classmates! Let's make sure we explain our positions
.
Understand the role of the counselor and community.Understand cris.docxTakishaPeck109
Understand the role of the counselor and community.
Understand crisis response in the workplace.'
Identify what groups and individuals fall into higher risk categories to become victims of crimes and acts of violence.
Understand what increases the risk within different high-risk groups.
I have 4 presentations for you to watch along with two books
.
Under the common law, from the 1500s until today, the law has allow.docxTakishaPeck109
Under the common law, from the 1500's until today, the law has allowed past property owners to place limitations on the uses of real property in the future through the use of covenants (promises) as set forth in real property deeds as well as use of the fee defeasable estates (i.e. "To John Doe, so long as the property is used as a tobacco farm") and the evolution of zoning statutes and practice. Thomas Jefferson argued vehemently that no past owner of real property (dead or alive) should be allowed to restrict a future owner of real property concerning its present use; however, the Virginia State Legislature disagreed with him and land use limitation continues today. Jefferson described this practice as "Allowing the dead to control the lands of the living."
Was Jefferson right, or should we maintain the practice of allowing past property owners to place land use limitations in deeds of lands sold or gifted? Further, should the government be allowed to determine how a private property owner uses his/her respective land?
.
UMUC CMIT 265 Fundamentals of NetworkingHello there! I have am lo.docxTakishaPeck109
UMUC CMIT 265 Fundamentals of Networking
Hello there! I have am lost. My rough draft is due Sunday, December 13. I'm not looking for a stellar proposal to be written but help on
what
Computer Components to use
and why
and
where
they should be placed (see diagram)
and why
. Same thing for the IP/subnetting, and Network devices. I really need to see the setup of the devices and wiring schematics. If you have time to write a design proposal by Saturday, that would be a bonus.
Here are the assignment details. There are two attachments: one includes what you see below plus a diagram of the building design and the template we are to use for the paper.
ASSIGNMENT SCENARIO:
You have been hired as part of the networking team at UMUC. After completing orientation and training in your first week, your manager calls you into a meeting to discuss your first project.
The university has recently leased a building in Adelphi, Maryland. The building will house some offices, classrooms, a library, and computer labs. Security is very important for UMUC, as the university must protect students’ and employees’ data, as well as any intellectual property that UMUC has on its servers and computers. As a result, IT management would like to take the time to review some proposals on how best to move forward. As a network engineer, you have been asked to prepare a network proposal on how to set up a secure network infrastructure in this new building to support university operations.
After speaking to your manager, you are excited about the project, but you realize you will have a busy schedule. As you write your proposal, you will also have to prepare for the Network+ Certification exam. One of the conditions of your employment at this company is that you obtain this certification within 60 days of being hired. You will have to manage your time wisely, because you will have to take a practice certification test just as you are completing your final project.
To get started, follow the steps below.
OVERVIEW
You will provide detailed network design proposal. Your task is to design the network for this new building with the following criteria:
·
Student-accessed computers should be on separate network from the staff-accessed computers. Computers for public use should be on a separate network.
·
There must be a minimum of 40 Mbps Internet connection, with a backup line capable of at least 20Mbps. Cable, DSL, or FIOS should not be used for primary Internet service.
·
The network should use physical cable, not wireless. But do provide wireless access in the Student Lobby area (second-floor hallway). Set the maximum simultaneous wireless users to 254.
·
The network has been assigned the 10.11.12.0/23 network address for all computers and devices
Your proposal should have three major sections:
1.
Physical Network Design
2.
Network Addressing
3.
Network Services Design
To learn how you will be assessed on this assignment, please take a.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
The Art Pastor's Guide to Sabbath | Steve Thomason
Time to Scrap Performance AppraisalsJosh BersinJosh BersinG
1. Time to Scrap Performance Appraisals?
Josh Bersin
Josh Bersin
Global Industry Analyst, I study all aspects of HR, business
leadership, corporate L&D, recruiting, and HR technology. ✨
Published May 4, 2013
+ Follow
Something big is going on in business today. More and more
companies have decided to radically change their performance
appraisal process.
Last week at our research conference we spoke with Adobe,
Juniper, Kelly Services, and a variety of other companies who
have decided to do away with traditional performance ratings
and completely change the annual appraisal process.
Our research shows that this is a strong and positive trend.
Why the process must change.
Why do companies have annual reviews in the first place?
Primarily they are an artifact from traditional top-down
companies where we had to "weed out" the bottom performers
every year. By forcing managers to rate people once per year we
can have annual talent reviews and decide who gets more
money, who to promote, and who to let go.
Coupled with the performance rating is the "potential" rating,
which tries to capture an individual's potential to move up two
levels in the organization (the traditional definition).
This approach is based on a philosophy that "we cant totally
trust managers" so we're going to force them to fit people into
these rating scales. And in many companies (around 20%) there
are forced distributions.
The well publicized problems with this process abound. These
include:
· Employees need and want regular feedback (daily, weekly), so
a once-a-year review is not only too late but it's often a
2. surprise.
· Managers cannot typically "judge" an entire year of work from
an individual, so the annual review is awkward and
uncomfortable for both manager and employee.
· The manager-employee link is not 1:1 like it used to be - we
usually have many peers and managers we work with during the
year, so one person cannot adequately rate you without lots of
peer input.
· While some employees are a poor fit and likely are poor
performers, these issues should be addressed immediately, not
once per year.
· People are inspired and motivated by positive, constructive
feedback - and the "appraisal" process almost always works
against this.
· The most important part of an appraisal is the "development
planning" conversation - what can one do to improve
performance and engagement - and this is often left to a small
box on the review form.
Of course companies are very nervous about eliminating this
process because:
· We need a fair and validated way to distribute compensation
increases (don't we?)
· We need a record of low performance when we let someone go
· We need to capture performance data in an employee's profile
for future promotion and other talent reviews, development
plans, and career migration
· We need a way to make sure managers are doing their jobs
well.
Well I've probably discussed these issues with 100+ companies
over the last five years and our research shows more and more
that we can live without this dreaded annual review.
What companies have found is a few keys to success:
· Develop a "feedback-rich" culture and set of tools (often
online, sometimes formal, often informal) that encourages all
employees to give each other feedback. Tools from companies
like Achievers, Globoforce, and most HR software vendors now
3. enable and make this easy.
· Separate the discussions about performance from discussions
about potential and future career plans. Yes we need to evaluate
people when raise time comes, but that can be a totally different
conversation from.
· Assume that employees already know something about their
own performance, and force them to self-assess. People tend to
have a pretty good idea of their own strengths and weaknesses -
give them an open and positive opportunity to share it with you.
That starts the dialogue about expectations and the match
between their self-assessment and that of the organization.
· Enable managers to assess performance more regularly.
Software teams now use Agile tools which evaluate code on a
weekly basis. You as a manager should be giving your people
feedback regularly on their work. If you learn to do this on a
regular basis it will get easier and employees will learn to
appreciate it.
· Focus managers on hiring the best, so they build a team with
100% high performers. This is never possible of course, but
rather than assuming that 20% of your employees will perform
poorly, spend more time on assessment, culture, and fit to make
sure very few low performers make it into the organization in
the first place.
· Assume that everyone wants to succeed, so if they aren't
performing well it's not necessarily their fault - the organization
should take responsibility for helping them find a better fit if
possible.
· Set and evaluate goals frequently. Companies that set
performance goals quarterly generate 31% greater returns from
their performance process than those who do it annually, and
4. those who do it monthly get even better results. This means
employees get feedback on a continuous basis (most sales
organizations work this way). Read our research for more
details.
· Beware of pay for performance plans. While many companies
(particularly investment banking, sales) have large pay for
performance plans, much research shows that these can create
perverse behavior. People focus on their own goals at the
expense of the organization. In sales related roles this process
works well - when you move to customer service, engineering,
and other "builder" roles they can create problems.
· Give your leaders a strong cultural framework and set of
values to work from. Companies like Juniper and Deckers (Uggs
shoes) focus very heavily on corporate values, forcing managers
to hire and manage to these values. This makes selection easier
and enables us to evaluate and coach people against higher level
frameworks.
· Invest in leadership development. Being a manager is a tough
job. Managers at all levels struggle with selection, hiring,
training, coaching, and evaluation. Give them time and tools to
learn, a framework for feedback, and a continuous development
process so they learn how to become better.
· Reward talent "production" not talent "hoarding." Remember
that if you pay your managers to "produce output," they will
focus heavily on talent performance and evaluation. This may
be a good thing, but ultimately companies thrive by building
skills - so in addition to encouraging managers to produce good
work, incent them to produce good talent as well. Many of our
clients now have "talent production" metrics they use to
evaluate leadership, forcing the appraisal process to move
toward coaching and development.
I've had the opportunity to study HR and performance
6. of about three stores a day, although the company cut
back on expansion in recent years. The company serves
approximately 85 million customers per week and has
an annual revenue of over $24 billion. The firm is the
largest coffeehouse company in the world.
Starbucks locates their retail stores in high-traffic,
high-visibility locations. The stores are designed to
provide an inviting coffee bar environment that is an
important part of the Starbucks product and experience.
It was the intention of Howard Schulz to make Starbucks
into “the third place” for consumers to frequent, after
home and work. Because the company is flexible regard-
ing store size and format, many of their locations are i n
or near a variety of settings, including office buildings,
bookstores, and university campuses. Retail stores are
also situated in select rural and off-highway locations to
serve a broader array of customers outside major metro-
politan markets and to further expand brand awareness.
In addition to selling products through retail outlets,
Starbucks sells coffee and tea products and licenses
their trademark through other channels and partners.
For instance, their Frappuccino coffee drinks, Starbucks
Doubleshot espresso drinks, iced espresso drinks, almond
milk Frappuccino coffee drinks, and VIA coffees can be
purchased in grocery stores and through retailers like
Walmart and Target.
A common criticism of Starbucks is their strategy
for location and expansion. The company’s “clustering”
strategy—placing a Starbucks on nearly every corner in
some areas of operation—forced many smaller coffee
shops out of business. This strategy dominated for most
of the 1990s and 2000s, and Starbucks became the source
of parodies and pop culture jokes. Many people began to
7. wonder whether two Starbucks directly across the street
from each other were really needed. The Great Recession
brought a change in policy, however. Starbucks pulled
back on expansion, closed hundreds of stores around
the United States, and focused more on international
markets. In the years following the recession, Starbucks
began increasing U.S. expansion once more. However, in
response to criticism from consumers about their “clus-
tering” strategy, the company closed stores that were
perhaps redundant. In June 2018, Starbucks announced
the closing of 150 store locations, which is three times
the number of stores the corporation typically closes in a
year. The affected stores were in densely populated urban
areas that already had multiple Starbucks locations.
At the end of 2014, Starbucks opened a 15,000
square-foot Starbucks Reserve Roastery and Tasting
Room in Seattle, a place where coffee is roasted, bagged,
sold, and shipped internationally. Equipped with a
Coffee Library and Coffee Experience Bar, the roastery
is intended to redefine the coffee retail experience for
customers. The roastery sells 28 to 30 different coffees
and gets 1,000 to 2,000 customers daily. Starbucks
has also added local Mora ice cream to the product
line at the roastery so consumers can create Affogato-
style beverages (espresso poured over ice cream). The
Starbucks Reserve Roastery in Shanghai has been called
the “biggest Starbucks in the world.” Starbucks also has
roasteries in Milan, Tokyo, Manhattan, and Chicago.
While the roasteries have been extremely successful,
CEO Kevin Johnson is slow to continue further expan-
sion due to a desire to perfect the existing roasteries first.
New Product Offerings
Starbucks introduced a number of new products over the
8. years to remain competitive. In 2008, Starbucks decided
to return to the essentials with the introduction of their
Pike Place Blend. The company hoped that the blend
would return Starbucks to their roots of distinctive,
expertly blended coffee. In order to perfect the flavor,
Starbucks enlisted the inputs of 1,000 customers over
1,500 hours. To kick off the new offering, Starbucks
held the largest nationwide coffee tasting in history.
To make the brew even more appealing, Starbucks
joined forces with Conservation International to ensure
the beans were sustainably harvested. After feedback
revealed many of their customers desired a lighter blend,
Starbucks introduced the Blonde Roast blend in 2011. In
2015, the company commercialized the Flat White based
Starbucks Takes on Coffee Culture
CASE 9
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Case 9 Starbucks Takes on Coffee Culture 469
on a latte drink popular in Australia. Unlike previous
new offerings, the company did not perform limited-
market testing but instead introduced it nationwide in
an attempt to remain competitive with rivals. In 2018,
Starbucks and Nestlé partnered under a global coffee
alliance. This alliance has produced Starbucks Creamer
as a new product with a variety of flavors.
Not only does Starbucks have a variety of coffees,
bakery items, and breakfast and lunch options, they also
9. have six different sizes of drinks for patrons to choose
from: short (8 fl. oz.), tall (12 fl. oz.), grande (16 fl. oz.),
venti hot (20 fl. oz.), venti cold (24 fl. oz.), and trenta
(31 fl. oz.). Trenta, Starbucks’ largest drink size, was first
introduced in 2011. Starbucks has developed multiple
ways to stay competitive, and in a society that values
choice, having six different size options is yet another
way the company appeals to consumers.
The Starbucks Reserve Roasteries in Europe, Asia,
and the United States also sell alcoholic beverages such
as beer and wine. A unique aspect of the alcoholic drinks
is that many of them are mixed with the company’s
famous coffee. Starbucks aims to give customers an
experience they cannot get anywhere else, and the
roasteries have proven to be valuable in this endeavor.
Additionally, Starbucks fosters brand loyalty by
increasing repeat business. One of the ways they
accomplish this is through the Starbucks Card, a
reloadable card introduced in 2001. For the tech-savvy
visitor, Starbucks also introduced the Starbucks Reward
Mobile app. With the app, customers are able to order
or pre-order their coffee and merely scan their phone
for payment. Today, the Starbucks Rewards mobile app
has 44 million active users—making it the fourth most
popular digital payment app in the country. Howard
Schultz believed that the future is digital, and, thus,
Starbucks is placing more emphasis on digital market-
ing strategies.
Starbucks Culture
In 1990, the Starbucks’ senior executive team created a
mission statement that specified the guiding principles
for the company. They hoped the principles included in
the mission statement would assist partners in determin-
10. ing the appropriateness of later decisions and actions.
After drafting the mission statement, the executive team
asked all Starbucks partners to review and comment
on the document. Based on their feedback, the final
statement put forth the mantra of “people first and
profits last.” In fact, the number one guiding principle in
the Starbucks’ mission statement is to create a great and
respectable work environment for its employees.
Starbucks has done three things to keep the mission
and guiding principles alive over the decades. First, they
distribute the mission statement and comment cards
for feedback during orientation to all new partners.
Second, Starbucks continually relates company decisions
back to the guiding principle or principles they support.
These principles focus on coffee, partners, customers,
stores, neighborhoods, and shareholders. And finally, the
company formed a “Mission Review” system so partners
can comment on a decision or action relative to its
consistency with one of the six principles. These guiding
principles and values have become the cornerstone of
a strong ethical culture of predominately young and
educated workers.
Former Starbucks founder and CEO Howard Schultz
has long been a public advocate for increased awareness
of ethics in business. In a 2007 speech at Notre Dame,
he spoke to students about the importance of balancing
“profitability and social consciousness.” Schultz is a
true believer that ethical companies do better in the
long run, something that has been backed by research.
According to the Ethisphere Institute, ethical companies
perform better and have higher shareholder returns.
Schultz maintains that, while it can be difficult to do the
right thing at all times, in the long term, it is better for a
11. company to take short-term losses than to lose sight of
their core values.
The care a company shows their employees is a
large part of what sets them apart from other firms.
Starbucks offers all employees who work more than 20
hours per week a comprehensive benefits package that
includes stock options as well as medical, dental, and
vision benefits. In another effort to benefit employees,
Starbucks partners with Arizona State University (ASU)
to offer tuition assistance to those who want to earn a
degree from the university’s online program.
Another key part of the Starbucks image involves
their commitment to ethics and sustainability. Social
responsibility, transparency, and sustainability are all
important values of Starbucks. In an effort to become
more transparent about ethical harvesting, as well as to
build trust in the company among consumers, Starbucks
partnered with Microsoft in 2019 to use blockchain
technology to allow customers to trace where and how
their coffee came to be.
With an eye toward reducing the company’s nega-
tive impact on climate change and waste, Starbucks has
also created plastic drinkable lids to replace their plastic
straws. While the lids are still made of a type of plastic,
they are recyclable and, thus, safer for the environment.
Considering that about half of Starbucks drink orders
are now cold drinks, this change could make a significant
impact on the company’s sustainability practices. Straws
will still be available, particularly for Frappuccinos;
however, these will be made out of a material that can
be recycled. In addition to helping the environment,
Starbucks is hoping that the move from plastic straws
to sustainable materials will drive more business from
12. younger generations. According to a Nielsen poll, 73
percent of Millennials are willing to spend more money
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470 Case 9 Starbucks Takes on Coffee Culture
for sustainable goods. Starbucks, a company already
popular with both generations, may be able to increase
their sales even more among young people with a simple
change to their straws.
Despite these efforts to be more environmentally
conscious, there is some controversy among environ-
mental groups about the positive results of the switch.
Questions remain about other ecological issues, such
as the company’s cup waste. In order to stay ahead,
Starbucks will have to continue to innovate and meet the
demands of sustainability-minded consumers.
Starbucks actively partners with nonprofits around
the globe and is one of the largest buyers of Fair Trade
Certified as well as certified organic coffee. Conservati on
International joined with Starbucks in 1998 to promote
sustainable agricultural practices, namely shade-grown
coffee, and to help prevent deforestation in endangered
regions around the globe. The results of the partnership
proved to be positive for both the environment and the
farmers. For example, in Chiapas, Mexico, shade-grown
coffee acreage (that reduces the need to cut down trees
for coffee plantations) increased well over 220 percent,
while farmers receive a price premium above the market
13. price. Starbucks and Oprah, two of the biggest global
brands, also joined forces to create the limited edition
Oprah Chai Tea in 2014.
Starbucks works with many other organizations
as well, including the African Wildlife Foundation and
Business for Social Responsibility. The company’s efforts
at transparency, the treatment of their workers, and their
philanthropic commitments demonstrate how genuine
Starbucks is in their mission to be an ethical and socially
responsible company.
Corporate Social Mission
Although Starbucks supported responsible business
practices virtually since their inception, as the company
has grown, so has the importance of defending their
image. At the end of 1999, Starbucks created a Corporate
Social Responsibility department, now known as the
Global Responsibility Department. Global Responsibility
releases an annual report in order for shareholders to
keep track of the company’s performance.
Environment
In 1992, long before it became trendy to be “green,”
Starbucks developed an environmental mission state-
ment to articulate the company’s environmental priori-
ties and goals. This initiative created the Environmental
Starbucks Coffee Company Affairs team, the purpose
of which was to develop environmentally responsible
policies and minimize the company’s “footprint.” As
part of this effort, Starbucks began using environmental
purchasing guidelines to reduce waste through recycling,
conserving energy, and educating partners through
the company’s “Green Team” initiatives. Concerned
stakeholders can now track the company’s progress
14. through their website where there is a clear outline of
Starbucks’ environmental goals and how the company
fares in living up to those goals. Starbucks also began
offering a $1 plastic cup for purchase that is good for a
recommended 30 uses. In addition, the company has set
a goal to reach 10,000 “greener stores” by 2025.
Employees
Growing up poor with a father whose life was nearly
ruined by an unsympathetic employer who did not offer
health benefits, Howard Schultz always considered the
creation of a good work environment a top priority. He
believed companies should value their workers. When
forming Starbucks, he decided to build a company
that provided opportunities his father did not have.
The result is one of the best healthcare programs in
the coffee shop industry. Schultz’s key to maintaining a
strong business was developing a shared vision among
employees as well as an environment to which they can
actively contribute. Understanding how vital employees
are, Schultz is the first to admit his company centers on
personal interactions: “We are not in the coffee business
serving people, but in the people business serving coffee.”
Starbucks is known for their diversity, and 46 percent of
their baristas are ethnic minorities.
However, being a great employer does take its toll
on the company. In 2008, Starbucks closed 10 percent
of stores in order to continue to provide employees with
health insurance. This decision, based on their guiding
principle of “people first, profits last,” shows how much
the company values their employees.
As a way to improve employee health, Starbucks
established a program for employees called “Thrive
Wellness” that offers various resources aimed at assisting
15. employees in incorporating wellness into their lives. The
program offers resources to assist with smoking cessa-
tion, weight loss, and exercise. Starbucks also estimates
that 70 percent of employees are either currently in
college or desire to earn a degree. The aforementioned
partnership with ASU provides this opportunity as
students can choose from 80 online programs with
no obligation to remain a Starbucks employee while
receiving or achieving their degree. More than 2,000
employees applied to the program when it was initially
launched. The rising cost of education is an important
issue that former CEO Howard Schultz wanted to help
alleviate. By 2025, Starbucks hopes to have 25,000
graduates among their employees.
Along with educational opportunities, employees
have an opportunity to join Starbuck’s stock-sharing
program called Bean Stock. Starbucks has generated over
$1 billion in financial gains through stock options. After
receiving a tax cut in 2018, Starbucks used their saved
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Case 9 Starbucks Takes on Coffee Culture 471
money to raise employee pay and provide $500 grants to
workers.
Suppliers
Even though they are one of the largest coffee brands
in the world, Starbucks maintains a good reputation for
social responsibility and business ethics throughout the
16. international community of coffee growers. They build
positive relationships with small coffee suppliers while
also working with governments and nonprofits wherever
they operate. Starbucks practices conservation as well as
Starbucks Coffee and Farmer Equity Practices (C.A.F.E.),
a set of socially responsible coffee buying guidelines that
ensure preferential buying status for participants who
receive high scores in best practices. Starbucks pays
coffee farmers premium prices to help them make profits
and support their families. Starbucks is close to their goal
of 100 percent of total coffee purchases being C.A.F.E.
verified. The company is currently at 99 percent.
The company is also involved in social development
programs, investing in programs to build schools and
health clinics, as well as other projects that benefit coffee-
growing communities. Starbucks collaborates directly
with some of its growers through Farmer Support
Centers, located in Costa Rica, Rwanda, Tanzania,
South America, Ethiopia, Indonesia, Mexico, and China.
Farmer Support Centers provide technical support and
training to ensure high-quality coffee into the future. The
company is a major purchaser of Fair Trade Certified,
shade-grown, and certified organic beans that further
support environmental and economic efforts. In 2018,
Starbucks welcomed the public into the coffee process
and experience through their new Visitor Center in
Costa Rica. Again, the goal is transparency and educat-
ing the public on how coffee beans go from the fields to
the stores.
Customers
Starbucks is focused more on quality coffee, the atmo-
sphere of their stores, and the overall Starbucks experi -
ence rather than the rapid expansion of stores after the
company began missing same-store sales targets in 2016.
17. Additionally, strengthening their brand and customer
satisfaction is more important than ever as Starbucks
seeks to regroup after the latest recession forced the
company to rethink their strategy. Starbucks refocused
the brand by upgrading their coffee-brewing machines,
introducing new food and drink items for health and
budget-conscious consumers, and refocusing on their
core product. Recognizing the concern over the obesity
epidemic, Starbucks ensures that their grab-and-go
lunch items are under 500 calories and is involved in
two sodium reduction programs: the National Salt and
Sugar Reduction Initiative in New York and the UK
Food Standards Agency’s salt campaign. Conscious of
dairy allergies, Starbucks also offers milk alternatives
such as almond, soy, and coconut milk for the majority
of drinks.
Communities
Starbucks coffee shops have long sought to become an
“instant gathering spot” and a “place that draws people
together.” The company established “community stores,”
which not only serve as a meeting place for community
programs and trainings but also as a source of funding
to solve issues specific to the local community. There
are currently twelve such locations, including one in
Thailand.
Schultz used the advance and ongoing royalties
from his book, Pour Your Heart Into It, to create
the Starbucks Foundation, which provides opportunity
grants to nonprofit literacy groups, sponsors young
writers’ programs, and partners with Jumpstart, an
organization helping children prepare developmentally
for school. The company also announced their intention
to hire 10,000 veterans by 2018. In 2018, Starbucks
18. proudly confirmed that they had not only reached that
goal but had more than doubled it for a total of 21,000
veteran hires.
Additionally, Starbucks takes a proactive approach
to addressing employment opportunities and job train-
ing. The company has joined other firms to support the
“100,000 Opportunities Initiative,” with the goal of
creating 100,000 employment and internship opportuni-
ties for lower-income youth between 16 and 24 years
of age. Former CEO Howard Schultz helped spearhead
the initiative and announced plans to hire 10,000
young workers over a three-year period. Achieving this
goal early, Starbucks now has 75,000 young workers.
Starbucks also announced that they were building 15
new store locations in lower-income, predominately
minority neighborhoods in an attempt to improve com-
munities through employment, education, and training.
For instance, their location in Ferguson, Missouri, acts as
a coffee shop as well as a job training facility for com-
munity members. Starbucks also plans to partner with
local organizations to sell their products in local stores.
Brand Evolution
Although Starbucks achieved massive success in the last
four decades, the company realized they had to modify
their brand to appeal to changing consumer tastes. All
established companies, no matter how successful, must
learn to adapt their products and image to appeal to the
shifting demands of their target markets. Starbucks is
no exception. The company is associated with premium
coffee beverages, an association that has served them
well over the years. However, as competition in specialty
coffee drinks increased, Starbucks recognized the need to
expand their brand in the eyes of consumers.
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472 Case 9 Starbucks Takes on Coffee Culture
With brand expansion in mind, the company has
begun to adopt more products. In addition to coffee,
Starbucks stores sell coffee accessories, teas, muffins,
water, grab-and-go products, upscale food items, hand-
crafted sodas called Fizzios, as well as wine and beer
in select locations. Food sales make up 20 percent of
Starbucks’ revenue. CEO Kevin Johnson stated that the
company plans to double that in the near future. The rise
in coffee prices has created an opportunity for expan-
sion into consumer packaged goods that will protect
Starbucks against the risks of relying solely on coffee. In
order to remain competitive, Starbucks made a series of
acquisitions to increase the value of its brand, including
Bay Bread (a small artisan bakery), La Boulange (a
bakery brand), Evolution Fresh (a juice brand), and
Teavana (a tea brand). This allows Starbucks to offer
high-quality breakfast sandwiches as well as Paninis and
wraps for lunch.
To symbolize this shift into the consumer packaged
goods business, Starbucks gave their logo a new look.
Previously, the company’s circular logo featured a
mermaid with the words “Starbucks Coffee” encircling
it. In 2011, Starbucks removed the words and enlarged
the mermaid to signal to consumers that Starbucks is
more than just the average coffee retailer.
Innovation
20. In September 2018, Starbucks announced their plans for
an organizational “shake-up.” This shake-up included
corporate layoffs at top levels. Starbucks explained the
reasoning was to innovate the company as well as to
combat stagnant sales and spark investor and customer
interest. In the years leading up to 2018, Starbucks
faced lagging U.S. sales for several quarters, and sales
growth was not up to investors’ expectations. Kevin
Johnson sent an email to employees stating his plan
was “to make significant changes to how we work as
leaders in all areas of the company.” According to the
CEO, approximately 5 percent of the company’s global
corporate workforce would be cut, including about 350
employees in marketing, creative, product, technology,
and store development areas of the company. Johnson
said that while the decision was very difficult, the
positions affected were related to work that has been
eliminated or deprioritized as the company streamlined
their business over time.
Starbucks’ goal is to speed the arrival of new menu
items at their cafes and push innovation. One way they
want to push innovation is through the automation
of their back-of-store inventory system. They want to
implement a waste reduction function which will allow
employees to spend more time and energy in customer
service. The company began to implement these orga-
nizational changes just weeks after they were initially
announced. Starbucks even added new menu options,
such as a non-dairy, plant-based cold-brew drink, and
implemented a grab-and-go sandwich and salad line to
reduce afternoon traffic in stores.
In 2018, Starbucks and Alibaba, one of the world’s
largest online retailers, formed a partnership to provide
21. an online Starbucks store for customers in China. China
is Starbucks’ largest growth market. Utilizing Alibaba’s
technology, Starbucks products are ordered online and
delivered to customers directly. While the delivery system
benefits Starbucks company, Alibaba will also benefit by
carrying Starbucks drinks in their popular supermarkets,
called Hema, via “Starbucks Delivery Kitchens.” Since
partnering with Alibaba in China, Starbucks has formed
two additional partnerships in the United States, with
Brightloom and Uber Eats, in 2019, with a focus again
on virtual deliveries and expansion of the company
through technology. The idea behind the partnership
with Uber Eats came from the success of the Alibaba
delivery program in China, which caters to 2,000 stores
in over 30 cities. Starbucks’ goal was to reach a quarter
of their U.S. stores with delivery through Uber Eats by
the end of the second quarter of 2019. Capitalizing
on the fact that digital and mobile orders, especially
through delivery services, often result in higher checks,
Starbucks hopes to lure customers into spending more
money via their delivery system.
Additionally, in 2018, Starbucks noticed a 3 percent
decline in Frappuccino sales, a signature drink of their
brand. Starbucks attributed the decrease to customers
becoming more health-conscious and moving away from
sugary drinks. As a result, Starbucks will continue to
develop more health-conscious drinks, such as low-sugar
iced tea, to cater to customers’ changing preferences.
In an effort to ramp up innovation, Starbucks
created the Tryer Center in 2018 at their headquarters
in Seattle, a 20,000-square-foot facility where employees
test new beverages using rapid prototyping. Product
development can traditionally take companies months,
and sometimes years, to perfect an idea, and this is a way
22. that Starbucks is attempting to accelerate the process. At
the center, employees can quickly test new concepts. For
example, a new single-cup brewing prototype was able
to go through 10 versions in a month’s time using the
lab’s 3D printer. Another month later, the final product
made it into Starbucks locations. From the more-than
130 projects that have been tested to date, approximately
30 percent are currently in Starbucks cafes. Starbucks
partners from every level of the business are invited to
submit ideas, helping foster a sense of community among
team members. The creation of this innovation lab will
make Starbucks more agile in developing, testing, and
releasing new products and systems.
Starbucks is also investing in innovation with
technology. The company teamed up with Microsoft to
enhance the Starbucks app, using reinforcement learning
technology to provide users with a personalized ordering
experience. This technology uses artificial intelligence
(AI) to give users custom food and drink suggestions
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based on factors such as previous order history, weather,
time of day, and inventory at the user’s local Starbucks.
Starbucks believes this use of machine learning builds
on the Starbucks experience of customer connection.
Additionally, with the rise of connected internet of things
(IoT) devices, Starbucks, with the help of Microsoft, has
put the right technology in place to accommodate cloud-
23. connected store equipment. This type of connectivity
provides Starbucks with data points on equipment per-
formance such as coffee temperature and water quality,
so baristas can focus less on machine maintenance. The
company is able to send new coffee recipes directly to
the machines instead of having store partners manually
loading them from flash drives, saving time and money.
The data-driven system allows Starbucks to have a
predictive rather than reactive approach.
Success and Challenges
Starbucks is the most prominent brand of high-end coffee
in the world but also one of the defining brands of our
time. In most large cities, it is impossible to walk more
than a few blocks without seeing the familiar mermaid
logo. In the past few decades, Starbucks achieved
amazing levels of growth, creating financial success for
shareholders. Starbucks’ reputation is built on product
quality, stakeholder concern, and a balanced approach
to all of their business activities. Of course, Starbucks
does receive criticism for putting other coffee shops out
of business and for creating a uniform retail culture in
many cities. Yet, the company excels in relationship-
building with their employees and is a role model for
the fast-food industry in employee benefits. In addition,
in an age of shifts in supply chain power, Starbucks is as
concerned about their suppliers and meeting their needs
as they are about any other primary stakeholder.
In spite of Starbucks’ efforts to support sustain-
ability and maintain high ethical standards, the company
garnered harsh criticism in the past on issues such as
a lack of fair trade coffee, hormone-added milk, and
Howard Schultz’s alleged financial links to the Israeli
government. In an attempt to counter these criticisms,
in 2002, Starbucks began offering Fair Trade Certified
24. coffee, a menu item that was quickly made permanent.
As of 2015, approximately 99 percent of their coffee in
the United States is ethically sourced.
Starting in late 2008, Starbucks had something new
to worry about. A global recession caused the market to
bottom out for expensive coffee drinks. The company
responded by slowing their global growth plans after
years of expanding at a nonstop pace and instead refo-
cused on strengthening their brand, satisfying customers,
and building consumer loyalty. After Starbucks stock
started to plummet, Howard Schultz returned as CEO to
bring the company back to their former glory.
Schultz was successful, and Starbucks rebounded
from the effects of the recession. The company is once again
looking toward possibilities in international markets. This
represents both new opportunities and challenges. When
attempting to break into the U.K. market, for instance,
Starbucks was met with serious resistance. Realizing the
homogenization of their stores did not work as well in
the United Kingdom, Starbucks began to remodel their
stores so they took on a more local feel. At the end of
2012, Starbucks came under public scrutiny for allegedly
not paying taxes for the last 14 of the 15 years they were
established in the United Kingdom. A protest group called
UK Uncut began “sitting in” at the stores, encouraging
coffee drinkers to buy their coffee elsewhere. Starbucks
claims they did not pay taxes because they did not make a
profit. However, the company said they would stop using
certain accounting techniques that showed their profits
overseas. Starbucks also agreed to pay 20 million pounds
over the next two years, whether or not they made a
profit.
25. Starbucks is rapidly expanding in China and is the
number one market for the company. When Starbucks
first entered the country in 1999, coffee was not nearly
as popular as tea. Starbucks positioned themselves in
highly trafficked areas to gain awareness and crafted
beverages using local ingredients, such as green tea, to
create appealing drinks. Additionally, Starbucks strategi -
cally partnered with various coffee companies around
China that provided local expertise to help Starbucks
expand quickly. Starbucks effectively overcame obstacles
in tapping into the Chinese market and adapted their
strategy to attract Chinese consumers. For example, after
the 2007 closure of the retail operation in the Forbidden
City, resulting from cultural concerns of the presence
of a Western staple in a sacred area, Starbucks became
more sensitive to the specific needs and nuances of the
country.
Starbucks faced a major setback in customer trust
in 2018 after two black men were refused access to
the bathroom at a Philadelphia location. A video that
was recorded of the incident was shared to Twitter and
viewed more than 11.5 million times. After the incident,
Starbucks closed all of its stores for a one-day anti-bias
training for employees. Starbucks publicly apologized
and acknowledged the need to make changes to prevent
racial bias. This one-time training was costly due to mil-
lions in lost profits but showed the company was willing
to right their wrong. Additionally, the two men received
an apology along with a financial settlement.
Another challenge Starbucks must address
is sustainability. Despite the company’s emphasis on
becoming more environmentally conscious, billions
of disposable Starbucks cups continue to be thrown
into landfills each year. Although Starbucks has taken
26. initiatives to make the cups more eco-friendly, such as
changing from polyethylene No. 1 to the more eco-friendly
polypropylene No. 5, the cup represents a serious waste
problem for Starbucks. Starbucks encourages consumers
to bring in reusable cups (such as the Starbucks tumblers
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474 Case 9 Starbucks Takes on Coffee Culture
they sell) for a 10-cent rebate, yet these account for less
than 2 percent of drinks served. The company hopes
to achieve less cup waste with their $1 reusable cup. It
remains to be seen whether Starbucks will achieve their
goal of total recyclability in the short term.
Conclusion
Despite the setbacks experienced during the Great
Recession, the future looks bright for Starbucks. In
2015, the company underwent a 2-for-1 stock split as
their way of addressing record highs in the company’s
stock history. It is estimated that Starbucks shares have
quadrupled four times over the past five years. The
company continues to expand globally into markets
such as Bangalore, India; San Jose, Costa Rica; Oslo,
Norway; and Ho Chi Minh City, Vietnam. With new
roasteries, the innovation lab, and implementing IoT,
the company hopes that their innovation will continue
to spread the brand name and the distribution of their
coffee globally. The challenges the company experienced
and will continue to experience in the future have
convinced the firm to focus on their strengths and
27. emphasize community involvement, outreach work, and
their overall image and offerings.
Questions for Discussion
1. What impact do you think recyclable plastic lids
and straws will have on the sustainability goals of
Starbucks?
2. Is Starbucks unique in being able to provide a high
level of benefits and college tuition reimbursement to
their employees?
3. Do you think Starbucks has grown because of their
mission to put people ahead of profits or because
of innovative ideas like online ordering and global
roasteries?
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3-1 Discussion: Performance Reviews: Improve the Process to
Make It Meaningful
Discussion Topic
31. An important part of being an effective manager is the
performance evaluation process. Read Time to Scrap
Performance Appraisals?, which explains some of the problems
with the performance evaluation process and offers some
suggestions on how to make this process more meaningful and
effective. After reading the article, think about your last
performance evaluation (or a school-related evaluation). In your
initial post, describe this evaluation. How did you feel walking
out of that meeting with your manager or professor? Was it
meaningful and effective? Did you have a clear understanding
of your performance? Did you understand your goals and
objectives?
Next, consider the "new keys to success" discussed in the
article. Address the following additional questions in your
initial post: Could your evaluation have been made clearer to
you? Which "keys to success" would have assisted in your
situation? Why?