To build a culture of belonging and reap the many benefits for employers and employees, leaders
first require a clear understanding of what it means to belong at work (“What Does It Take to Build
a Culture of Belonging?” Published on HBR.org).
Coworkers are more likely to feel high belonging when their peers respect their non work
commitments. But they also get a belonging boost from coworkers’ feedback (“What Does It Take
to Build a Culture of Belonging?” Published on HBR.org).
In this presentation, I discuss Starbucks’ culture of belonging and strategies to strengthen it.
Starbucks’ current standings within the fast-food industry place Starbucks as a low performer in
respect and execution.
Respect:
Ranked 3rd of 24
In the yellow zone with a frequency score of -0.6 and a sentiment score: -0.7
Execution:
Ranked 17th of 24
In the orange zone with a frequency score of +1.8 and a sentiment score of -1.1
Starbucks strives to create a culture of warmth and belonging, where everyone is welcome. They
hold themselves accountable for results, challenge the status quo, and find new ways to grow the
company. The company culture involves being present, connecting with transparency, dignity,
and respect.
The Culture 500 describes respect as employees demonstrating consideration and courtesy for
others and treating each other with dignity. As it pertains to employees’ experiences working for
Starbucks, workers have revealed that they are burnt out, sick, and tired. There is also news of
Starbucks employees criticizing co-workers. One major way to foster a culture of respect within a
company is to focus on developing collaborative working relationships and motivation for
workers.
There is a large communication gap between management and store employees, which has led to
numerous negative reports from Starbucks employees after dealing with both customers and coworkers.
Hundreds of Glassdoor reviews highlight a lack of respect towards employees and between coworkers:
o
"Pay is low and job can be overwhelming when working with barista’s that can’t perform a
certain role." (in 3166 reviews)
o
"Poor management at my specific store (new people/supervisors were inexperienced or
simply unwilling to help)" (in 2252 reviews)
Strategy for improvement: establish a clear communication system between executives and
employees
Actions Steps:
o
Develop an anti-harassment customer and co-worker policy
o
Employ security for each branch; security can assist employees with the policy.
Goal Results:
o
Initiate a cycle that allows employees to work in a safe environment where they feel
respected and ready to serve paying, polite customers as well as collaborate with coworkers.
o
Decrease the gap between executives and employees.
The Culture 500 describes execution as employees feeling empowered to act, have the resources
they need, adhere to process discipline, and are held accountable for results. The gap in
communication between executives, supervisors, managers, and employees leads to a lack of
organizational structure and strategy development. Currently, many Starbucks employees do not
feel respected in their work environment and may feel as though they do not have access to the
resources they need. A lack of comfort in the workplace also impacts process discipline severely;
conflict between co-workers also negatively impacts results.
In March of 2022, employees at a Starbucks in Olympia joined employees at more than 170
locations in Seattle and across the nation in announcing their intention to unionize. Starbucks
locations nationwide have reported similar tactics to retaliate against the company. While the
company has reported anti-union tactics, their employees continue to file for union elections.
Despite all branches and employees requesting assistance, Starbucks has not taken care of the
lingering issue.
Concerns brought forth in the call to unionize:
o
“At the store level, union supporters have concluded that Starbucks just doesn't care about
labor laws.” (NPR.org)
o
“NLRB regional offices around the country have issued 35 formal complaints against
Starbucks, citing the company for coercing, threatening and firing employees over their union
activities and withholding wage increases and benefits from unionizing stores.” (NPR.org)
o
“Newly announced raises and benefits would apply only to nonunion stores (NPR.org)
Strategy for Improvement: implement a monthly or quarterly company forum with city/town
representatives and Starbucks executives.
Action Steps:
o
Create transparent connections between executives and employees to streamline the
communication and collaboration necessary for workers to receive the resources they need
and adhere to process discipline.
o
Give precise steps on how employees can achieve wage increases and benefits.
o
Set criteria for both executives and employees being held accountable for results.
o
Implement a system through which executives are required to create deliverables that are
addressed within a specific period of time.
Goal Results:
o
Hold executives, managers, and supervisors accountable
o
Increase communication to allow strategy implementation and employee support
o
Address widespread issues
Implementing these recommendations within the next six months to one year will strengthen
Starbucks’ culture of belonging in both the respect and execution culture values. Below are
actionable steps that you may begin to enact:
Now:
a) Branch managers are required to meet with baristas and general staff regularly to understand and
address solutions.
b) Initiate a 14-day reply amongst executives to ensure accountability.
Upcoming Six Months:
a) Implement a clear communication system between executives and employees through a monthly
or quarterly company forum with city/town representatives and Starbucks executives to create a
streamlined process for all future protocol.
b) Develop an online intra-company portal through which city representatives may submit
concerns.
By 2023:
a) Establish a consistent feedback system for all employees to consistently address negative
employee experiences.
This action timeline will lead to a long-term cycle of growth within the culture values of respect and
execution. Implementing these recommendations will improve the culture of
belonging at Starbucks and potentially better the position of other culture values.
These suggestions will put Starbucks in a much better position within the fast food
industry.