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.

I have been with Starbucks for ten years and am currently in role as a shift
supervisor. I have stayed with the company despite an array of changes as the benefits are
uniquely competitive. Back in 2014, there was a very obvious first-come-first serve basis
that simplified our work as baristas. Today, the majority of our customers skip the line
and use their app to mobile order their items. There is a limitless capacity of orders that
can come in during any thirty-minute period with no cap-off algorithm. Asking for
mobiles off is like pulling teeth- there is almost always pushback. From the machine-
mentality instilled in each of us to muster through the dehumanizing 6+ hour peaks, to
lack of senior pay, to the lack of safeguards in place when call-outs happen- it is no
wonder Starbucks partners are pushing to unionize. The question is, why is Starbucks
fighting it?

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

Starbucks operates under the guise of human connection; moreover, there is a

people over profit mantra that “drives” their edge. There is much irony to be noted here
in the human resources frame and for good measure- there are substantial issues within
this frame that act as a driving factor in the push to unionize. Starbucks offers an array of
benefits that make it an attractive company to work for. Aside from competitive
health/dental packages, there are many other benefits that make Starbucks a force to be
reckoned with. These benefits include (not limited to): free Spotify (music app), stock
options, 401k, free therapy, fitness reimbursement, and tuition reimbursement. If such
alluring benefits exist then why are partners unionizing? Are they not grateful for what
they have? This mentality can be seen in a statement that the company released in
relation to union representation: “we [Starbucks] firmly believe that our work
environment, coupled with our outstanding compensation and benefits, make unions
unnecessary at Starbucks. We respect our partners' right to organize, but believe that they
would not find it necessary given our pro-partner environment” (Starbucks Stories &

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 News, 2006). There is something innately wrong with this argument as benefits alone are
not an accurate depiction of job fulfillment. So, why then are partners unionizing?

While our benefits might be on par with this “pro-partner” mantra- there are holes
in the system that are deep enough to wreak havoc in our daily affairs as baristas. For
starters, there is a no fraternization policy in play that prevents supervisors from forming
unprofessional relationships with their subordinates. Ironically, there are little to no
opportunities for supervisors to engage with other supervisors in the district. This means
that many shift leads ignore the policy and fraternize anyways- causing unprofessional
ties in the workplace and favoritism. In addition, many people are under the impression
that Starbucks is a stepping stone job because corporate makes it that way. Making it a
career is simply not sustainable and can be seen in how senior employees are
compensated. Partners with tenure make only a smidge more than those who were hired
yesterday. Sure, our wages might be “better” than our competitors, but what difference
does it make if we are not guaranteed hours? Labor shortages have been a severe issue as
of lately, forcing many partners to take on a second job- in some cases even a third- to
provide for themselves. Labor issues also spread partners extremely thin as they are
expected to pick up the extra slack without question. "When basic needs for security and
trust are unfulfilled, people withdraw from an organization, join unions, go on strike,
sabotage, or quit" (Bolman & Deal, 2021). While our benefits are an alluring factor in
hiring- the lack of high-involvement strategies present make it difficult to retain a loyal
workforce. Starbucks should consider how their human resource practices can be
improved in order to prevent the spread of union-hype.

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

In an effort to discourage partners from unionizing, I would invest in human

resource practices that are in touch with the realities of the job. Starbucks has an
impressive credo, that is, to nurture the human spirit and promote connection. “Most
organizations lack a philosophy, or they ignore the one they claim to have. A philosophy
provides direction; practices make it real” (Bolman & Deal, 2021). While the company’s
mission provides a clear direction, the practices in play miss the mark. Claiming to have a
pro-partner environment yet failing to negotiate with those who have pro-union views is
problematic to say the least. You cannot be pro-partner and anti-union; it does not make
any sense. “When the fit between people and organizations is poor, one or both suffer:
individuals may feel neglected or oppressed, and organizations sputter because
individuals withdraw their efforts or even work against organizational purposes” (Bolman
& Deal, 2021). The rise of union efforts has warranted more pushback from corporate; it
is clear that the “fit” between partners and the organization is poor. I do believe that with
small changes and revised human resource practices, the “fit” between partners and the
organization could be seamless.

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 I would first focus my attention on labor shortages and devise a plan to ensure
partners are guaranteed a baseline of hours each week. In an effort to encourage partners
open their availability, I would start with making weekends more appealing. To do this, I
would ensure weekends are adequately staffed to support business needs and to support
partners should someone call out. I would make sure that the tips earned on the weekends
are only distributed to the partners who worked the weekend. When call-outs happen, I
would make it policy that mobiles be turned off to prevent partner burn out. If this is not
feasible, then I would offer the partners working with a call-out(s) bonus pay to
compensate them for their flexibility. On the subject of pay, I would also give seasoned
partners yearly pay increases that reflect their commitment and hard work with the
company. Longevity needs to be nurtured and the best way to do so is to fairly
compensate the talent and energy of those working the frontlines.
Starbucks might market themselves as being people-over-profit, but partners are
beginning to reach a point of exhaustion like never before. Headquarters is constantly
coming up with new marketing strategies to bring in more business, even at the expense
of those working the frontlines. Store managers can hardly keep up with all the
promotions to staff their stores appropriately. Last week, Uber had a $20 off deal for
those who ordered over a certain amount of food. This caused our warming channel to be
SWAMPED all week, limiting that position’s flexibility. App-users are constantly being
awarded new deals or promotions that drastically influence the foot-traffic in our stores
and we seem to rarely be prepared for it. I would propose that Starbucks give managers
ample time to schedule for these occasions, say three-week’s notice, so that our
scheduling can reflect the expected foot traffic. Failing to do so is weaponized
incompetence: to continue to spontaneously dish out deals without appropriate notice is
to undermine an entire workforce.
While pay is a vital component in attracting talent, retaining talent requires more
than pay raises and bonuses. “There is a broad agreement that people want things that go
beyond money, such as doing good work, getting better at what they do, bonding with
other people, and finding meaning and purpose” (Bolman & Deal, 2021). This leads me
to my second focus- to inspire pride and promote team bonding. The no fraternization
policy is a recipe for disaster given that shift leads lack the channels necessary to
socialize with their peers. I would create an Activities Director position in every district
to create and plan events with the sole purpose of bringing more partners together.
Socializing outside the workplace would sharpen the team’s interpersonal skills and even
promote comradery. Some events will be a blending of all partners while others will be
for supervisors to network with other fellow supervisors in the district. “The organization
benefits from a talented, motivated, loyal, and free-spirited workforce. Employees in turn
are more productive, innovative, and willing to go out of their way to get the job done”
(Bolman & Deal, 2021). Developing motivated and free-spirited teams means investing
in their growth and creating outlets for them to engage with one another.

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

Starbucks’ mission and values are directly in line with key human resource
initiatives. The company values diversity, strives to promote a culture of belonging, and
offers extensive benefits to those who wish to join their mission. Arguably, the backbone
to Starbucks’ success is their benefits. Without such impressive packages, I cannot say
that people would feel inclined to put in an application. The hours are intense as we open
before the crack of dawn and people are outright mean before their morning coffee. The
benefits keep us grounded and prevent us from looking elsewhere. The college tuition
program alone is an exceptional investment in partner’s growth and development; this
benefit attracts a motivated and talented staff. There is a fitness reimbursement program
that offers up to $240 a calendar year for partners to partake in third-party organized
sports. Starbucks has partnered with Lyra Health to give partners access to free therapy
sessions. The list goes on and on. While I would not change a thing about our benefits, I
would ask that Starbucks turn their attention to in-store culture to create strategies that
simplify the frontlines. They should tweak their current human resource practices if they
wish to promote longevity and morale in their standing stores.

I would ask that they practice better human resource management, starting with
getting a handle on their labor shortages and figuring out a system to take the edge off of
working the frontlines short-staffed. Starbucks should consider investing in their current
teams before monopolizing new markets. This means sharing the wealth with their
current partners by rewarding them well and compensating their flexibility/skills. As a
ten-year partner, it is frustrating to be making slightly more than baseline pay. My loyalty
is not being recognized and the one thing keeping me from leaving is the college
achievement program. Starbucks should also go about promoting differently. Too often
externals are brought on with no knowledge of our culture and little understanding of
roles/routines. Starbucks should be providing more opportunities of development for
current partners to promote. Promoting within “fosters trust and loyalty” and “increases
the likelihood that employees will think for the longer term and avoid impetuous,
shortsighted decisions” (Bolman & Deal, 2021). These practices, along with our
impressive benefits, will allow Starbucks to nurture high-performing teams and empower
them to succeed.

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 References

Bolman, & Deal. (2021). REFRAMING ORGANIZATIONS: artistry, choice, and leadership.

John Wiley & Sons.

Starbucks Stories & News. (2006). Starbucks Statement Regarding Our Partners and Union

Representation. Starbucks Stories. https://stories.starbucks.com/press/2006/starbucks-

statement-regarding-our-partners-and-union-representation/