Presentation Stucture:

- 7~10 mins: Intro + Literature (Definition) + Reasons why this case is chosen we
choose this case (Interactive Questioning with the crowd/Surveys/Interesting
questions/Free dicussion)
- 5 mins: Case Summary/Highlights (Summary includes: Processes + Inputs + Outputs)
- 10 mins: Case Analysis (What was done right: Analyze why the process work/didn’t
work and why, which elements of this should be correct for it to work (This part shall not
already listed in the case summary)) + Crowd interaction (Asking for their opinions)
- 5~7 mins: Down-side of these types of Training/Eveluating Performance: drawbacks,
challenges. As a trainer/trainee/evaluator/worker, what can be done to encounter? (In
the selection process, development process,..)
- 2 mins: Short summary + Q&A

Short cases:

Training: Orgz Planned effort to help employees acquire job-related

knowledge, skills, abilities, behaviours, to apply.

Starbucks
Source: https://www.panopto.com/blog/how-starbucks-does-training-to-create-an-unforgettable-
customer-experience/

Starbucks has built an empire on more than just a cup of coffee.

A global brand with more than 28,000 stores in 76 countries, Starbucks serves more than 5
million customers a day an unforgettable experience, along with their lattes of course. From
clever seasonal drinks to a cozy atmosphere with free wi-fi, it’s clear that the company has
found the right formula to attract customers to their stores again and again.
Starbucks’ seamless omnichannel efforts across social media, their mobile app, and within the
stores themselves can be credited for much of their success building a massive and loyal
customer base, but the real heroes will always be the company’s frontline employees —
exceptionally well-trained baristas, or “partners,” who embody the Starbucks culture and make
each of those customer experiences personal and memorable.
A master of arming its partners with the training and knowledge they need to not only prepare
any drink order a customer can dream up (there are more than 87,000 possible drink
combinations) but also how to respond positively in difficult situations, Starbucks invests heavily
in training its frontline employees to create exceptional experiences that embody the corporate
culture, even going as far to close all of its stores to train employees.
How do they develop such skilled employees across so many locations?
L&D leaders at Starbucks have created a new hire training program that utilizes the 70/20/10
approach. This means that 70 percent of partner training happens through on-the-job
experience, 20 percent of training is acquired from feedback and mentorship from coaches, and
10 percent is learned through online e-learning modules.
New employees get their initial training from their store manager, as well as dedicated trainers
responsible for teaching the Starbucks Experience classes which cover the company history, its
legacy of social responsibility, and its culture. The Starbucks Experience is typically taught to
groups of new hires at regional training centers, or in-store in more remote markets. Each store
also has a learning coach — another partner who has shown a passion for training and teaching
— who guides new hires through the Barista Basics hands-on training program.
It’s a system that works — but could it be even better?
What truly sets brands up for success in the service industry is the consistency of the customer
experience throughout hundreds or even thousands of store locations. And the multilevel
approach to employee training that Starbucks and many other retailers use is not without its
disadvantages.
As everyone remembers from those childhood games of “Telephone,” communicating anything
down the chain through multiple people has the potential to get distorted through each
communication, leading to inconsistency in training from region to region and store to store. The
process of training the trainers, who then train the managers, who then train the employees,
who then train their peers introduces a great deal of unconscious bias into the training. It can
even mean that a new employee gets training that is flat out wrong in some cases.
What Could Make Starbucks’ Training Even Better?
One upgrade to its current training process for frontline employees could make Starbucks’
training not only more consistent across all of its store locations but also more efficient and cost-
effective: supporting instructor-led training and social learning with video.
Related Reading: Why Employee Training Fails

Apple
From: https://www.ere.net/talent-management-lessons-from-apple-a-case-study-of-the-worlds-
most-valuable-firm-part-1-of-3/

This past August Apple became the most valuable corporation in the world based on market
capitalization, surpassing every firm in the technology industry and every other industry! As a
consumer products company, its prolonged growth spurt is even more amazing because it has
continued through economic times when consumers are reluctant to spend what little they have.
Considering that Apple was near bankruptcy in 1997, its story is both extraordinary and
noteworthy.

The extraordinary valuation is not a result of 30+ years of stellar performance. Apple has failed
at many things. Its success isn’t the result of access to special equipment, manufacturing
capability, or a great location, but rather superior leadership, access to great talent, and unusual
talent management approaches.

Almost everyone in business is aware of Apple’s amazing product success and the
extraordinary leadership of Steve Jobs. Some authors have described the firm’s approach to
HR, but few have analyzed the firm close enough to identify why the approaches work. Visits to
the headquarters and interviews with HR leaders convinced me that there are lessons to be
learned from this company. After two decades of researching and analyzing Apple’s approach to
talent management, I have compiled a list of the key differentiators.

If you are a manager at another organization and you want to duplicate its results, this case
study will give you direction.

Apple Talent Management Approaches to Emulate

This three-part case study covers the many talent management factors that contributed to
Apple’s extraordinary success in workforce productivity and innovation. It does not focus on the
many important things that Steve Jobs did at Apple, because such things are not easily copied
by others. It also focuses primarily on the approaches used within Apple’s corporate facilities
versus those of Apple’s retail operations.

Agility Allows for Innovation into Completely New Areas

Many firms develop the capability to dominate their industry. Procter & Gamble, Intel, and
Toyota are excellent examples. Apple is in a different league, however, because it has
demonstrated the ability to shift into and dominate completely new industries every few years.
For most of its history, Apple was a computer company (and its name used to be Apple
Computer), but in the last decade Apple tackled the music industry with the iPod device and
iTunes distribution channel. Next Apple conquered and dominated the smartphone industry with
the iPhone and “App Store.” Most recently Apple challenged the PC as we know it and is in the
process of disrupting the publishing industry. This ability to successfully shift from one industry
to another in a few short years is known as agility. In my book, even wildly successful firms like
Google, Facebook, Toyota, or Procter & Gamble can’t come close to matching Apple’s agility
track record.

A great deal of Apple’s agility comes from the direction and vision of its senior leadership and its
corporate culture, which reinforces the need to get ready for “the next big thing.” While Apple
looks for agility in talent, the real key to Apple’s agility occurs post onboarding. At Apple, there is
a cultural expectation that after succeeding in one task, you will immediately move on to
something completely different. You know that you will have to retool and learn quickly. The
expectation of radical change eliminates resistance and sends a message that employees can’t
rest on their laurels. That means that they must mentally prepare for (and even look forward to)
the next extraordinary challenge, even though you will get almost no “career path” help in
determining which is the next best challenge for you. Apple employees work in numerous
disconnected team silos, competing against one another with little or no foresight into the
purpose or intended use date of their work.
The rapidly shifting work load means than an employee bored with their work won’t be for long
because the work and the focus will change, a major attraction factor that brings in recruits
desiring the challenge of radical change. Looking at the big picture, Apple’s ability to move into
and dominate completely unrelated industries is only possible because of its extraordinary
talent, the way that it manages it, and its approach to building an image that attracts the new
skills needed to successfully move into completely new product areas.

A “Lean” Talent Management Approach Contributes to Extraordinary Productivity

Most firms strive to have a productive workforce. One of the best ways to measure workforce
productivity is revenue per employee. Apple produces what can only be considered
extraordinary revenue per employee; $2 million. A second measure of workforce productivity is
profit per employee: nearly $478,000 for Apple (unbelievable considering it has a retail
workforce).

If you are familiar with the concept of lean management, then you’ll understand the prime
drivers for Apple’s extraordinary employee productivity. For years, the leadership of Apple has
followed the philosophy that having less is more, meaning that by purposely understaffing and
operating with reduced funding, you can make the team more productive and innovative.

Innovation at most firms is expensive because you must pay for a lot of trial and error. The lean
approach, however, can improve innovation because with everything being tried, there simply
isn’t enough time or money for major misses and re-do’s. “Unrealistic deadlines” at Apple mean
that you have to get project problems solved early on, because there isn’t time to redo things
over and over. Being lean forces the team to be more cohesive. Even providing a lean schedule
forces everyone to be productive because they know there is no room for slippage. At Apple,
the lean approach means that even with its huge cash resources, every employee must adopt
the mentality of leanness. If you understand the lean concept and its advantages, you shouldn’t
be surprised that numerous innovations have been developed in “garages,” the ultimate lean
environment.

Build and Reinforce a Performance Culture

Any business analysis of Apple will reveal its laser focus on producing industry-leading results.
While some feel the performance emphasis comes solely from Steve Jobs, the “performance
culture” is continually reinforced by operational processes and practices. For example, having
stock as a primary motivator forces employees to focus on the performance of the company and
its stock. The rewards and recognition programs at Apple don’t include a component for effort or
trying — only final results. Rather than celebrating numerous product milestones, only the final
product unveiling is worthy of a major celebration.

A performance culture requires significant differentiation based on performance, and it’s clear
that in this culture, the top performers and those who are working on mission-critical products
are treated significantly differently. In fact, current and former employees frequently complained
about the special treatment given to those designated as the “top 100 most important
employees.”

Treating top performers differently may cause some employees to be disgruntled, but treating all
employees exactly the same will frustrate your high-impact top performers and cause them to
leave. Functions receive different funding also, based on their potential impact. Overhead
functions that don’t directly produce product (i.e. HR) are often underfunded compared to
product producing functions like engineering and product design.

Although there is certainly politics at Apple (where marketing seems to rule), having a degree
from a prestigious school or past success on other products won’t get you far in the highly
competitive culture at Apple. Jobs has no degree at all. The internal competition is fierce (even
though they don’t know what other teams are doing) to develop or contribute to the most-talked
about feature for the next WOW product.

Rather Than a Work/Life Balance, Emphasize the Work

Numerous HR functions proudly and prominently push work/life balance. Like them, Apple is
proud of its long-established culture. You won’t find the term “balance” anywhere on the career
site; instead, Apple makes it clear it is looking for extremely hard-working and committed
individuals. On the website, for example, it proudly states: “This isn’t your cushy corporate nine-
to-fiver.” It reinforces the “hard work” message several times, including “Making it all happen
can be hard work. And you could probably find an easier job someplace else. But that’s not the
point, is it?

And: “We also have a shared obsession with getting every last detail right. So leave your
neckties, bring your ideas.”

If you don’t care about getting every precise detail perfect, great work, and a lot of it, Apple
makes it crystal clear that this is not the place for you.

Google:
Google: G2G (Googler-to-Googler) Training Method
At Google, 80% of all tracked trainings are run through an employee-to-employee network
called “g2g” (Googler-to-Googler).
The “g2g” learning program is created to offer first-hand knowledge in different fields, from
employees to employees. What makes the program so successful? Summed up in one
sentence, it promotes a culture that values learning.
First, Google acknowledges the employees’ right to learn. Second, it gives them an opportunity
to grow with an on-the-job-training and allows them to give back to other employees by
participating in the program.
Finally, with the g2g program, the company trusts its employees “to be smart, capable and
motivated and have the capacity to grow the organization’s learning culture.”
So, even if the program is of a “voluntary nature,” employees care for the value it provides both
to them and the organization as a whole, and support its nurturing power.
Microlearning (the Whisper Course) and Nudges for a Better Organization
According to Google, “your own employees are perhaps the most qualified instructors available
to you.” The role of the managers in establishing a “healthy team culture” for group employee
learning is immense.
Google’s bite-sized lessons, part of the so-called “Whisper course” were created to make
messages “stick.”
The microlearning method was used to remind managers “of the importance of regularly
showing genuine and explicit appreciation for their team members.” A survey showed that
because of its positive effect, 95% of the participants would recommend the whisper course to
fellow Googlers.
Google still uses microlearning to nudge managers “to take action when they receive their
survey results on how they are doing as a manager.”
An internal analysis showed that “Google managers who received a whisper lesson improved
on that behavior in the next survey by 22–40 percentage points.”
Nudges are, “simple interventions that change behavior in a predictable way.” Based on
behavioral economics, which studies why people sometimes make decisions against what
seems rational or logical, nudges can improve work experience in organizations. But only if they
are transparent and don’t limit choice.

4 LESSONS IN EMPLOYEE EMPOWERMENT, COURTESY OF CHICK-

FIL-A
https://www.csp.com/chick-fil-a/#.XIVCeigza00
Supporting Vids: https://www.youtube.com/watch?v=5kNZhz_KQ1Q
Most consumer-facing businesses could stand to learn a few things about customer experience
and employee engagement from Chick-fil-A. I recently connected with a friend and colleague of
mine, T.J. Hammond, who works in learning and development at Chick-fil-A. I’ve enjoyed a
knowledge-sharing relationship with T.J. for several years based on our shared beliefs in what
makes a superior customer experience, especially as it relates to a company’s culture.

So I was thrilled when he arranged for me to take a few tours behind the scenes of their Support
Center operation and share with me the strategies this quick-service restaurant (QSR) has in
place to support their franchisees. To say I was impressed by what I learned would be an
understatement. If I were going to get into the QSR business, I’d seriously consider Chick-fil-A,
because of their attention to detail. No wonder this brand often gets referred to as an example of
great customer service. They leave nothing to chance.

Here are just a few things Chick-fil-A gets right about employee engagement and customer
experience:

1 – They Put Control of the Experience in the Owners’ Hands

Chick-fil-A franchise owners are responsible for everything that happens under their roof,
including the service climate unique to that restaurant. Owners hire and train their employees
and are in charge of their engagement. And most importantly, each owner has the freedom to
do different things for their own staff to make sure they’re engaged and motivated. Instead of
“we can’t/don’t do this or that because it’s not Our Way,” Chick-fil-A Corporate asks their
franchisees, “What do you think will work, and how can we support you?” Figuring out how to
address your own challenges is part of their culture.

Chick-fil-A trusts the people on the ground doing the work, and empowers them to make
decisions and try new things based on their own observations. For example, some owners offer
tuition assistance as an employee benefit, to help attract the best hires. It’s not an
organizational mandate, or even a suggestion from on high; it originates with the owners, and
the organization makes it happen.

2 – They Encourage Collaboration & Transparency between Franchisees

Chick-fil-A is very transparent with their customer experience data – which they track, across
multiple channels, on a daily basis. Rather than pit stores against each other to encourage
competition, Chick-fil-A wants its franchisees to feel as though they are all on the same team.
They’re more than willing to support those efforts with data and enable owners to learn from
each other.

For example, let’s say a store in one part of the country is struggling with breakfast sales and
unsure of how to turn the tide. Chick-fil-A will gladly fly one of its top breakfast performers out to
that location to give the owners face time and allow them to coach each other. They’ll invest in
these mentor/mentee relationships because they know they’ll see a return.

3 – They Have the Training Chops to Support Employee Excellence

Chick-fil-A’s employee training is thorough, customizable, and designed around the behaviors
and operational aspects that really matter to customers. Individual owners are encouraged to
put their own touches on how they train their teams. At the same time, the materials, resources,
and methods supplied by the organization are top notch. For example, they hire actors and run
simulations of all kinds of different customer scenarios and challenges. Their employees are
ready for anything, from cleaning the coffee filter to building the perfect sandwich to handling
customer grievances. They also have an excellent New Employee Onboarding process, as well
as supporting new franchise owners with a “grand opening” team for weeks to help them get off
the ground.

4 – They Value Their Employees

Unusual perks like tuition assistance are just one way that Chick-fil-A treats their employees like
people, not just worker bees. One of the most striking things I noticed during my tour is
something I’m not even sure Chick-fil-A realizes is so powerful. Rather than calling people
“managers” and “customer service representatives” and other generic job titles, they use titles
like Leader, Influencer, and Stakeholder. These aren’t just empty titles handed down through a
memo: their practices demonstrate that they really believe in these titles and take them
seriously.

What Banks (and Others) Can Learn from the Chick-fil-A Model
Chick-fil-A clearly understands the connection between building a customer-centric culture and
what that takes from a support standpoint. What can you do today to be more like them?

Empower your branch leaders to innovate. There is a time and a place for brand consistency.
That ends when policies and procedures become so inflexible that branch managers feel their
hands are tied, or like they can’t make suggestions for improvement or change. You’ll see a
return on innovation if you actively support your managers to think for themselves.
Encourage collaboration over competition. Pool your resources – there’s more than enough to
go around. Whether within a particular branch or between branches, managers and employees
can all stand to benefit from mutual coaching and mentor/mentee relationships.
Keep your training engaging and current. Don’t be afraid to stray from the typical corporate
training models. Be bold, be memorable, try new things. Be proactive, not reactive, and update
your materials and resources regularly. Let employees make suggestions and lead initiatives
instead of always handing things down from the top.
Give your employees what they want and deserve. There’s more to employee engagement than
health insurance and retirement plans. Much more. If you want to attract and retain the top
talent, and not just fill empty positions, go above and beyond the bare minimum that employees
expect to find anywhere.
Not coincidentally, these are many of the same values and strategies we endorse at CSP.
We’re proud to support our clients in creating and fostering a superior customer experience
based on comprehensive, current customer data. Change isn’t easy, but it doesn’t have to be
hard, either, with the right support and resources.

Recipe for service at chick-fil-a

The backbone is the “Core Four.” 1. Create eye contact. 2. Share a smile. 3. Speak with an
enthusiastic tone. 4. Stay connected to make it personal. Chick-fil-A sends representatives to
locations for self-scouting purposes, and they’re on the lookout to see if the Core Four are being
adhered to by employees. If you operate a Chick-fil-A franchise, you are obligated to use the
recipes for food and the recipe for service.
As hard as it is to believe, Chick-fil-A has more how-to-engage-guests-in-conversation options
than sauce options. Orientation material lists 14 fond farewell options, nine phone etiquette
options, 15 options for anticipating customer requests and four options for warmly welcoming
guests. Greetings like “hi,” “hello” and “howdy” are not recommended. The goal is to be
conversational.
Every restaurant would like to be 100 percent accurate. When a mistake occurs, or even if the
guest is under the impression a mistake has occurred, Greeno wants to make it right by way of
the “LAST” (listen, apologize, solve, thank) method. Never mind that he is the owner-operator,
he has taken it upon himself to get in his car and deliver food to guests who said their order was
incorrect. One of these journeys took him so far out of town that he was seeing cows other than
the one in Chick-fil-A ads.
Performance Eveluating:

Google:
Very detailed PDF file:
https://static1.squarespace.com/static/55267b52e4b0410f3276af04/t/57619b6886db43eabc909
c99/1466015827664/google.pdf