Talent Acquisition and Retention, Research Paper Example

This essay will compare and contrast the human resources processes of Starbuck’s and Zappo’s. The perspectives of the talent acquisition procedure, the employee development process, the talent management summary and recommendation process, competency requisites and sourcing strategies will be reviewed from the perspectives of Blanchard& Thacker (2013), Ivancevich et al., 2013, Noe (2013) and Phillips & Gully (2012).

Introduction

Starbuck’s possesses a reputation as a quality roaster and marketer of whole coffee bean and pulverized coffee. At the present time, Starbuck’s maintains over 19,000 retail establishments in over sixty nations. The product lines which are offered by Starbuck’s are a diverse line of drinks which include coffee and a diverse line of coffees. These beverages include iced beverages and hot beverages and teas. In addition, Starbuck’s markets, coffee accessories, music salads and sandwiches. Starbuck’s is t rated as one of the organizations which provides the best employment conditions for its employees.

Zappo’s is a retail company which markets online which applies a differentiationperspective. The goal of Zappo’s is to provide the best consumer experience available. In order to attain this objective, Zappo’s creates a work environment which is creative, eclectic, and humble. These are the qualities that Zappo’santicipates that its employees will apply when coming into contact with vendors, investors, clients and other employees at Zappo’s. Zappo’s has been rated as one of the one hundred organizations which possess the best working conditions.

Talent Acquisition Procedure

Starbuck is a distinct type of organization. Stabuck’s is dedicated to creating an employee workforce which invents an environment where everyone can truly be who they are. Starbuck’s invests intensively in the process of hiring new personnel. The goal of the Starbuck’s hiring process is “To inspire and nurture the human spirituality? And demonstrate that they respect their workers. Each employee is made to see that their participation counts. The promotions are performed internally.

At Zappo’s the procedure of acquiring talent is performed incrementally. The Zappo’s human resources unit is composed of a number of individuals who are incorporated in the role which is being fulfilled. Zappo’s designates as a staff member as the People’s champion.The people’s champion is a role which is responsible to the directorate of human resources at Zappo’s. This aspect facilitates that Zappo’s advertises it positions from an internal perspective.

Zappo’s and Starbuck’s apply social media in order to advertise employment positions to employee. I prefer the aspect of Zappo’s with its e – commerce approachadvertisingitsavailable positions in other organizations which conduct e- commerce. In my opinion, the e- commerce market segment is where Zappo’s has a competitiveadvantage over Starbuck’s.

Employee Development Process    

Starbuck’s seeks to accomplish quality hires. The perspective at Starbuck’s is that quality hires facilitates the mission statement of the organization. Starbuck applies a proactive hiring process which implies that they also apply succession planning in their hiring endeavors (Blanchard & Thacker, 2013; Ivancevich et al., 2013, Noe, 2013; Phillips &Gully, 2012). At Starbuck’s the employee development process is emphasized in order to accomplish that Starbuck’s can attain its long term strategic objectives. TheStarbuck’sindividual development plan enables the development of the employee by the application of four steps. These steps are the evaluation of the experiences and competencies, the classification of the developmentfields, creating a summary of the evaluation and implementing a design which will address the deficiencies. Starbuck’s also believes in developing an extended term career plan for its employees. The SIDP at Starbuck’s facilitates the continuing employee development (Blanchard & Thacker, 2013; Ivancevich et al., 2013; Noe, 2013; Phillips & Gully, 2012).

Talent Management Process

I agree with the perspective of Starbuck’s looking at its employees as long term human resource assets which need to be professionally developed and cultivated. In this perspective, I believe that Starbuck’s has a competitive advantage over Zappo’s. The aspect of taking an active interest in the employee’s’ long term goals demonstrates that they have the employees in mind. I like the idea that Zappo’s uses in selecting a People’s champion. However it is difficult at best for one person to be able to manage tall of the human resource needs and questions for an entire organization.  The objective of the people’s champion in my point of view should be to train an organization where everyone in HR performs the function of people’s champions (Blanchard & Thacker, 2013; Ivancevich et al., 2013; Noe, 2013; Phillips & Gully, 2012).

The attribute that Zappo’s uses the Big 5 personality traits as a benchmark for its potential candidates for people’s champions is an assertive aspect (Blanchard & Thacker, 2013; Ivancevich et al., 2013; Noe, 2013; Phillips & Gully, 2012). The selection processes which are applied by Zappo’s in the election of a people’s champion are stringent. In the talent management process, an organization must use a humanresource approach which can be easily replicated. The model which is applied by Starbuck’s enables predictable results. The model which is applied by Zappo’s is eclectic and the disadvantage is that the emphasis of the human development model at Zappo’s is too reliant on the attributes of the individual. In this aspect, I believe that Starbuck’s maintains a competitiveadvantage. Starbuck strives to be a worldwide leader for change. The conventionally held model for human resource development is the ADDIE model (Blanchard & Thacker, 2013; Ivancevich et al., 2013; Noe, 2013; Phillips & Gully, 2012).

This implies assess, design, develop, implement and evaluate. I believe that the human resource model which Starbuck’s applies adheres to this model more than Zappo’s.  Starbuck’s pridesitself on applying what works best for their company. The HR administration at Starbuck’s state that minor adjustments can be made when the management perceives that the human resources aspect is headed for difficult times due to application of their training model. In the model which is proposed by Zappo’s may be lots of fun for the workers, but what happens when a cour4se adjustment is required. It becomes difficult for five, ten or fifteen people’s champions to apply the ADDIE model (Blanchard & Thacker, 2013; Ivancevich et al., 2013, Noe, 2013; Phillips & Gully, 2012).

Consequently for its adherence to convention, I would say that Starbucks’s has a comprehensive and competitive advantage in the talent administration summary and recommendation. My recommendations for Zappo’s are that it is good to be creative, different and eclectic. The application of the ADDIE model in human resource develop would facilitate greater creativity and at the same time allow Zappo’s to replicate their successes and to avoid repeating their failures (Blanchard & Thacker, 2013; Ivancevich et al., 2013, Noe, 2013; Phillips & Gully, 2012). Notwithstanding that Zappo’s possesses a robust talent administration procedure and corporate culture; there is a deficiency in the receipt of feedback. In the implementation of increased numbers of programs which enable feedback and documentation, the Zappo organization could derive a more substantial amount of insight into what the employees’ concepts and needs are (Blanchard & Thacker, 2013; Ivancevich et al., 2013, Noe, 2013; Phillips & Gully, 2012).

This is an importantaspect of the training needs assessment. The development of the knowledge and the skills in order to perform the task are important, notwithstanding, the attitude of the employees is important. I believe that Zappo’s would be more able to conduct more effective training needs assessments if they applied the ADDIE human resource training model to a greater extent (Blanchard & Thacker, 2013; Ivancevich et al., 2013; Noe, 2013; Phillips & Gully, 2012).

The primary distinction in the Zappo’s model and the Starbuck’s model is in the position of the human resource manager at Starbuck’s and the People’s champion at Zappo’s. The position of human resourcemanager is responsible to the directorof partner resources.The partner resource manager in Starbuck’s is an organizational position which provides effective designs for corporate success through the implementation of cultural facets, capacity and leadership. The position at  Starbucks’s appears to be based on training needs assessments amore than the people’s champion role at Zappo’s The positions which  receive the attention of the partner resources office in Starbuck’s are the development learning and organizational behavior of the Starbuck’s staff. The characteristics of employee relations and diversity are key elements as well at Starbuck’s for the human resource management team (Blanchard & Thacker, 2013; Ivancevich et al., 2013; Noe, 2013; Phillips & Gully, 2012).

The position of People’s champion is a substantial position in the Zappo organization. The emphasis on the People’s champion position at Zappo’s is the perpetuation of the eclectic qualities, creativity, humility, openness, fun and happiness. The challenge is that these are qualitative aspects which are very difficult to objective assess. In this challenge of assessment, the replication of successfulendeavorsbecomesdifficult. The aspect of succession planning seems to be important and a distinct characteristic from the Starbuck’s model (Blanchard & Thacker, 2013; Ivancevich et al., 2013; Noe, 2013; Phillips & Gully, 2012).

The People’s champion at the Zappo organization will be responsible for the supervision of a group of human resource unit members and the primaryobjectives are the facilitating of leadershipcapacities, organizational capacity and culture which would make it easier for the organization to fulfill its goal. This would incorporate the transformation of the Zappo’s organization by the application of formulating insights, classifying needs, converting the needs into HR solutions and endeavoring with the specialists in human resources in order to create solutions which have the requisite of providing results. The people’s champion at the human resource position at Zappo’s is required to use their creativity and whatever means at their disposal in order to fulfill the requisites of the organization (Blanchard & Thacker, 2013; Ivancevich et al., 2013; Noe, 2013; Phillips & Gully, 2012).

The salary grades for the human resource management position and the people’s champion position at Zappo’s are similar. The position of human resource management at Starbucks’ appears to be more horizontally connected with the other members of the organization than the People’s champion position at Zappo’s. The educational and experiential knowledge for the human resource manager and the people’s champion at Zappo’s are very similar.

Evaluation of Sourcing Strategies

The position of the Starbuck’s partnership resources manager is a position that requires individuals who have endeavored in similar organizations who have the ability of being able to modify their sets ofskills, knowledge and abilities to the Starbucks human resource management model. The individual must possess active listening skills. The ideal candidate for the position of human resource manager has the capacities of being able to connect with professional clubs and associations (Blanchard & Thacker, 2013; Ivancevich et al., 2013, Noe, 2013; Phillips & Gully, 2012).

The sourcing plan for the people’s champion at the Zappo organization applies an internal and external sourcingperspective. The organizational perspective at Zappo would infer that they apply a succession planning strategy for the selection of the people’s champion (Blanchard & Thacker, 2013; Ivancevich et al., 2013; Noe, 2013; Phillips & Gully, 2012).  The reviews are taken from the junior human resource management positions. The succession planning process is conducted from within the amazon organization, which is a parent company of Zappo’s. In addition, the candidates for the position of the people’s champion are recruited by accessing previous employees, educational institutions, networking processes with acquaintances, data mining from the internet, competing e- commerce organizations, professional clubs, social media, internet job bulletin boards, career websites and job fairs.

The human resource management position appears to be based on evidence based practices whereas the culture which is encouraged at Zappo’s seeks individuals who will apply creative ability, transformational and transactional theories in order to manage the human resources department. There is quite a bit which can be said for applying the great man theory in order to choose the people’s champion. Notwithstanding, I believe that the human resource management approach with its connections in partner relations is more horizontally aligned and less independent in the Starbuck’s organization.

The issues which Zappo’s has experienced in finding suitable candidates for the position of People’s champions are the deficiency of qualified talent which is accessible for the position. There is difficulty in finding the candidates who are suitable to the Zappo’sculture. The human resource perspectives which are applied by human resource professional have the tendency of being more structured. . Many of the potentialcandidates may not be willing to move to Kentucky. Many of the externally sourced candidatesmanyperceive the informal process of the selection and not take the position as being serious due to the informal nature of the employee selection process.

Zappo’s initially performs a phone interview in order to see if the people’s champion candidates have the capacities that the Zappo’s organization is seeking. If the candidates are determined to be suitable for the Zappo organization, they are given a Big 5 personality examination where they will be reviewed for the personality traits that the Zappo organization is in need (Blanchard & Thacker, 2013; Ivancevich et al., 2013; Noe, 2013; Phillips & Gully, 2012).  The attribute which is sought on the Big 5 personality test is “receptiveness to experience”. In addition, the champion candidates who score elevated scores on the conscientiousness characteristic will be assessed on an examination which will subsequently be given. This examination is delegated with regards to the knowledge component of the candidate’s experience. There will be a number which does not exceed five who will be selected from the pool of qualified applicants (Blanchard & Thacker, 2013; Ivancevich et al., 2013, Noe, 2013; Phillips & Gully, 2012).

The next component of the interview process for the people’s champion at the Zappo’s organization would involve the invitation of the candidate to enjoy a day of relaxation at the corporate barbeque which is held at Shepherdsville, KY. The candidates will be observed with regards to their behaviors and abilities to interact with the personnel in the Zappo’s organization.

The final point of the interview process at the Zappo’s organization involves an interview which is provided by a committee of Zappo’s administrational staff. The knowledge, skills and abilities of the employees are assessed by the human resources director, people’s champion human resource representative and a human resource administrator. The candidate will be reviewed with regards to attitude and creativity. On the basis of the final interview, the candidates for the people’s champion are selected. This may take place from an external sourced perspective or an internal sourced perspective. The nature of the informal observation at the corporate barbeque in Shepherdsville, KY leads to the belief that the sourcing process takes place proactively and from within the Zappo’s organization (Blanchard & Thacker, 2013; Ivancevich et al., 2013; Noe, 2013; Phillips & Gully, 2012).

The Starbuck’s selection process for the human resources manager is much more structured. Initially, there is a telephone conversation with senior corporateexecutive search personnel. This enables the candidates to warm – up to the idea of the human resource management selection process at Starbucks.  The second stage in the Starbucks employee selection process for the human resources department managers involves being interviewed by a regional manager. In the interview, three are two assessment models which are applied. The initial training needs assessment is the skills and knowledge which is required for the position, the second part of the second interview involves an attitude assessment. . In addition during the second stage of the human resources management interview, there is an interview which is conducted by a committee. There is a committee which performs the third part of the second stage of the interview at the Starbuck’s organization for the position of human resource manager. This interview is founded upon the experiential knowledge of the candidate.

Starbuck’s performs a third interview which is conducted by the vice president of the Partners resources department. In this interview, the candidate is asked a series of questions which assess the skills, knowledge and abilities of the candidate and the capacity of the candidate to function under pressure. . In the entire process at Starbuck’s training needs assessments are conducted. The training needs assessment may be proactive in the case of succession planning and internal sourcing or reactive in the case of external sourcing (Blanchard & Thacker, 2013; Ivancevich et al., 2013; Noe, 2013; Phillips & Gully, 2012).

Conclusion

In my opinion, the external and internal sourcing for the human resources manager at the Starbuck’s organization is much less subjective than the internal and external sourcing for the people’s champion at the Zappo’s organization. My recommendation to the Starbuck’s organization would be to place a little bit of play in the human resources selection process in order to assess the Big 5 personality traits. My advice to the human resources managers at the Zappo’s organization would be not to be too reliant on the behavioral assessments at the corporate barbeque.

References

Blanchard, P. N. & Thacker, J. W. (2013). Effective training: systems strategies and practices. Upper Saddle River, NJ: Pearson’s Education.

Ivancevich, J., Konopaske, R. & Matteson, M. (2013). Organizational behavior and management (10^th edition). Columbus OH: McGraw Hill Higher Education

Noe, R. (2013). Employee training and development (6^th edition).Columbus, OH: McGraw Hill Higher Education/ Richard D. Irwin, Inc.

Phillips, J. M. & Gully, S. M. (2012). Strategic staffing (2^nd edition).Upper Saddle River, NJ: Prentice Hall.