Starbuck’s Strategic human resource management case study – conclusion and recommendations

Alignment of the HR strategy with the business strategy helps to develop HR practices and policies that aid in achievement of an entity’s objectives. This paper evaluated the organisation of the HR department in Starbucks and its alignment to the corporate strategy. Starbucks HR department is organized in an hierarchical way with the overall HR manager, the executive vice president, partner resources, leading HR managers heading each of the three regions according to which the business operations are divided. Apart from administrative roles such as staffing and compensation, the HR department is involved in strategic roles such as succession planning and training and development of staff. A weakness noted with the organisation of the HR department relates to the lack of effective co-ordination of among various HR functions, which impedes effective transfer of employees to various locations within the organization. Accordingly, the entity needs to have a team that coordinates the HR policies in various locations, thus enhance the process of knowledge transfer whenever a partner is transferred from one location to another.


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