Reese, Ricky - OGL 481 Pro-Seminar I:

PCA-Human Resource Frame Worksheet

Worksheet Objectives:
1. Describe the human resource frame
2. Apply the human resource frame to your personal case situation

Complete the following making sure to support your ideas and cite from the textbook and other
course materials per APA guidelines. After the peer review, you have a chance to update this and
format for your Electronic Portfolio due in Module 6.

1) Briefly restate your situation from Module 1 and your role.

My situation describes my fear and processes throughout the time that I was transferring
to a new and busier Starbucks location. I was hired at a moderately paced location that
was not built for a drive-thru, also known as a café store. The store is at the center of a
large outdoor shopping center in a small town adjacent to San Jose, CA. We rarely dealt
with ‘call-outs’ because it was slow enough to manage our tasks promptly and just about
busy enough to keep us engaged in our work. It seemed like the perfect mixture for my
work-life. After a little over a year into my role as a barista, I found that my days became
monotonous and I put my interest in being promoted to supervisor for my location.

Week after week, I waited patiently for an opening but discovered that my best chance at
a promotion would be to transfer out. The only other store that had an opportunity for me
was the drive-thru location that more than tripled our earnings in a day. The pattern of
stories I have heard about this store was their excessive and appalling partner turn-over
rate and call-outs. I promptly fastened my fear and anxiety and attempted to change that
feeling into excitement for something new and challenging. Fast-forwarding my situation
as a new supervisor for this new location, I had learned that the stories were unfortunately

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 true. My team grew from 2-4 partners at a time to 6-9 partners. What seemed like every
other day, I would receive a call from a partner that would explain to me why they could
not make their shift that day. Nothing was ever done to hold the partners accountable.

It was not until we received a new manager that structure, cohesiveness, synergy, and
accountability were applied. My new and current manager worked closely with me to
help change the atmosphere and culture of the store. We discussed and aligned our vision
to provide support and encouragement for our partners. We changed how we operated
almost completely while still fostering an environment that was being built on trust,
inspiration, and passion. We did end up letting go of a very few partners that could not
adjust from the old habit of calling out of their shifts minutes to hours before they started.
In Chapter 2 of Reframing Organizations, it quotes, “Targeting individuals while
ignoring larger system failures oversimplifies the problem and does little to prevent its
recurrence.” (Bolman, L. & Deal, T., pg. 28). What worked was reframing the store
almost completely and although it took time, a ton of planning, and hard work, we found
our way. At our highest point throughout this process, we managed to have the quickest
drive-thru time in California.

2) Describe how the human resources of the organization influenced the situation.

In this situation, it is extremely reflective of the framework of human resources. Coming

into the new store location and figuring out that the rumors about their turnover and calls-
out situations were true, there was indeed a lack of proper human capital. Because the
first manager allowed for the situation to be swept under the rug without accountability,
the partners knew that they could get away with anything they wanted. There was no
trust, no teamwork, no autonomy. And most of all, the manager was not held
accountable for his continuous indiscretion.

Because of the poor use of human resources as a valuable tool in this situation, it made it
very difficult to reframe the entire shift in culture once we got the new manager. The
root of the issue had developed into a culture of sluggishness and negligence. Once the
new manager and I began trying to reframe our store atmosphere, the emphasis on
investing in our partners, supporting, and empowering them started to create the

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 foundation that we stand on today. It aided in our ability to develop our teamwork,
synergy, and trust altogether.

3) Recommend how you would use the human resources for an alternative course of
action regarding your case.

Initiating human resource applications into this situation has ultimately benefited the
store in various examples. Although from the start, I would have wanted more instances
from the manager to be more empathetic in how the team was being treated. The stress
of providing extra work when someone does not show up to their shift at an extremely
consistently busy location did not seem fair. Because of this, the overwhelmed unhappy
partners eventually quit; the turnover rate at this location was very high.

My approach has a higher focus on partner relations or human resources. I believe that
emotional intelligence is a very important factor in leading people. It helps guide me to
coach when I need to coach or stand back when they just need to work.
Investing in their skills will give them the confidence to show up every shift and believe
that they can be great at something. My approach is to build great teamwork, skill,
initiative, and autonomy to make work not just the place you make money, but a place
where you can thrive. Learning from this experience has provided great insight into
future examples following this situation. For one, I should have stood up sooner for my
partners when I noticed the lack of human resources in the store. Because I haven’t
spoken up about it more, I believe that it lasted longer than it needed to and lost partners
in the process because I did not have the confidence I needed to become a new supervisor
in a new store. I now understand that confidence in myself is likely the start of
reframing.

4) Reflect on what you would do or not do differently given what you have learned
about this frame.

Learning from this experience has provided great insight into future examples following
this situation. For one, I should have stood up sooner for my partners when I noticed the
lack of human resources in the store. Because I haven’t spoken up about it more, I

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 believe that it lasted longer than it needed to and lost partners in the process because I did
not have the confidence I needed to become a new supervisor in a new store. I now
understand that confidence in myself is likely the start of reframing.

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 Reference or References

BOLMAN, L. G., & DEAL, T. E. (2017). REFRAMING ORGANIZATIONS. Place of publication

not identified: JOHN WILEY & Sons.