I.

HRM practices in a work-related context:

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 1. Job analysis:
a. Definition:
Job analysis is the process of gathering and analyzing information about the content and the human
requirements of jobs, as well as, the context in which jobs are performed. This process is used to
determine placement of jobs. Under NU Values the decision-making in this area is shared by units and
Human Resources. Specific internal approval processes will be determined by the unit's organizational
leadership.

b. Job analysis objectives:

o To determine most effective methods for performing a job.
o To increase employee job satisfaction.
o To identify core areas for giving training to employees and to find out best methods of training.
o Development of performance measurement systems
o To match job-specifications with employee specifications while selection of an employee.

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 c. Process of Job Analysis:

 Application: Starbucks job analysis:

To develop HR plan, HR managers that knowledgeable with jobs that Starbucks needs performed.
Information about a given job is organized by Starbucks through a job analysis to identify the skills, task
and responsibilities that are require as well as the abilities and knowledge needed to perform it. The
information collected for the job analysis use by managers through preparing two documents:
Lists the duties and responsibilities of the position (job description)
Lists the qualification (knowledge, skills) and abilities that need to perform the job (job specification)
(“Job analysis”, 2006)

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 2. Job description:
a. Definition:
The job description contains sufficient
information
to describe major responsibilities and
essential functions as they exist today. A job
description contains the following
components: job title, job purpose, job
duties and responsibilities, required
qualifications, preferred qualifications and
working conditions.

b. Job description components:

A job description contains the following components:  job title, job purpose, job duties and
responsibilities, required qualifications, preferred qualifications and working conditions.  

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Job Title
The Job Title is a brief description (1-4 words) of the job which reflects the content, purpose, and scope
of the job and is consistent with other job titles.
Job Purpose
The Job Purpose provides a high level overview of the role, level and scope of responsibility consisting of
three or four sentences providing a basic understanding, the “bird’s eye view” of the role. A concise
summary of “why the job exists?”
Job Duties and Responsibilities
This section contains a description of the duties and responsibilities assigned to the job; also referred to
as the essential functions. They describe the fundamental nature of the job which occupies a large
proportion of the employee’s time.  Some items to consider:
o Include explanatory phrases which tell why, how, where or how often the tasks and duties are
performed.
o Focus on outcome of tasks.
o Reference areas of decision-making, where one will influence or impact.
o Identify areas of direct or indirect accountabilities.
o Describe the level and type of budgetary or financial responsibilities.
o Describe the nature of contact, the people contacted, and the extent to which the incumbent will
interact with others within and outside of the University.
o List job duties that reflect the position requirements and ensure they are not based upon the
capabilities of any one individual.
Preferred Qualifications
An expanded listing of the Required Qualifications which can be used to further determine a person’s
ability to be productive and successful in this job. 
Working Conditions
Identify the working conditions and physical demands that relate directly to the essential job duties and
responsibilities to be compliant with the Americans with Disabilities Act. Describe the type, intensity
(how much), frequency (how often), and duration (how long) of physical or mental capabilities required. 

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Job

description for Barista position at Starbucks

3. Job specification:

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 a. Definition:
Job specification is a written statement of educational qualifications, specific qualities, level of
experience, physical, emotional, technical and communication skills required to perform a job,
responsibilities involved in a job and other unusual sensory demands. It also includes general health,
mental health, intelligence, aptitude, memory, judgment, leadership skills, emotional ability,
adaptability, flexibility, values and ethics, manners and creativity, etc.

b.

Purpose of Job Specification

o Described on the basis of job description, job specification helps candidates analyze whether are
eligible to apply for a particular job vacancy or not.
o It helps recruiting team of an organization understand what level of qualifications, qualities and
set of characteristics should be present in a candidate to make him or her eligible for the job
opening.
o Job Specification gives detailed information about any job including job responsibilities, desired
technical and physical skills, conversational ability and much more.
o It helps in selecting the most appropriate candidate for a particular job.

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 Store manager job specification at Starbucks

4. Recruitment and Selection:

a. Recruitment:
Recruitment refers to the process of identifying, attracting, interviewing, selecting, hiring and
onboarding employees. ... Many companies utilize recruiting software to more effectively and efficiently
source top candidates. Regardless, recruitment typically works in conjunction with, or as a part of
Human Resources.

 Internal Recruitment: Promoting from

within an organization. Numerous
associations like to welcome
applications structure inside
competitors before they search for outer
work markets for new staff.

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The below diagram serves as a good example of a successful internal hiring process:
Source: hrtechnologist.com

 A decent method to begin is to characterize an employing procedure, trailed by making and refreshing
a position profile that is an augmentation of the set of working responsibilities. Clear position profiles help
selecting groups, HR staff, and the recruiting chief better comprehend the job. Proceeding onward to the
following stage is straightforwardness and transparency across the association and expansive
correspondence of inside work-sharing and posting on the different correspondence channels for
representatives inside the association. This is trailed by evaluation apparatuses and talking with measures,
which are essential for the enrollment and determination measure. Contingent upon the necessities and
culture of the association, the enrollment group can pick the suitable assessment devices that are
accessible on the lookout. Toward the start of selecting, specifically, the office direction can coordinate
the assessment apparatus' outcomes and execution results, and so on into staff improvement making
arrangements for new jobs. Finally, taking advantage of clear internal support in building capacity systems,
improving management standards, and enhancing representation in general.
 Can limit outside the danger of poaching great ability.
 External Recruitment: Recruiting
from outside an organization.
Conceivable system for associations
that face quickly changing serious
conditions and conditions may be
to:

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 – Promote from the inside if a certified candidate exists
– Go to external sources if not

This study aimed to examine the experiences of walking promotion professionals on the range and
effectiveness of recruitment strategies used within community based walking programs within the United
Kingdom. 

Effectiveness of recruitment methods used

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 * Strengths and Weaknesses of internal recruitment and external recruitment:

The

advantages and disadvantages associated with promoting from internal recruitment and hiring from outside
recruitment to fill the gaps. Internal incentive is generally thought to be a positive incentive to reward good
deeds, and some organizations actually use it well. However, it has the major downside of continuing to
maintain the old ways it works. In addition, there are equal employment concerns with the use of internal
recruitment if protected group members are underrepresented within the organization.

 Application: Starbucks’s recruitment process:

 No stone is left unturned:
Starbucks takes a refreshingly different approach to this by running a thorough recruitment process.
While the interview stages are simple enough, the screening process is a lot more complex. The
American coffee masterminds like to check if the candidates are an ideal cultural fit and have the
experience to fulfil the job role. Having more people casting their eyes over the candidates gives the
hiring manager a more rounded point of view.
 Applying this level of detail into the hiring process ensures every new employee fits right in and is
passionate enough to provide an excellent service to their customers.

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  Hiring is made fun:
Starbucks prides itself on creating a joyful and exciting recruitment process from start to finish.
On their website’s career page, they mention “Be yourself. We want to get to know you” – which is a
mantra they carry into every recruitment process.
They recognize that their employees may spend 37.5 hours with them every week, so it’s important to
create an environment that they love being a part of.
According to reviews on Glassdoor, many candidates mention how at ease they felt during the interview
and that all of the employees were enthusiastic.

 Personality trumps everything else:

o Personality is integral to customer-facing roles.
o There’s nothing worse than being greeted by a rude or dull employee.
o Starbucks like their team to be enthusiastic, full of life and personable.
o That’s why they don’t ask for a CV as a part of the recruitment process.
o Instead, they just get the candidates to fill out a tailored application form.
o By answering a certain set of personality-based questions, they have the opportunity to get to
know people before inviting them to an interview.

Only simple interview questions are asked

Starbucks only ask simple competency-based questions so the candidate can feel at ease.
Deciding whether this works for your business depends on what kind of role you’re looking to fill.
 For example, if you’re searching for an IT technician, it’s worth using complex problem-solving
questions as this is a key part of their daily job.

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 b. Selection:
Choosing individuals with qualifications needed to fill jobs in an organization .
Select the right people for right jobs results in easy management of employees.
Selection and placement activities focus on:
– Applicant's knowledge, skills, and abilities (KSAs)
– Degree to which candidates match situations experienced both on the job and in the company.
Selection is vital for any association for limiting the misfortunes and amplifying the benefits. Consequently
the selection strategy procedure should be perfect. A good selection process should comprise the following
steps:

Employment Interview:
One-on-one session in conducted with the applicant to know a candidate better.
Helps the interviewer to discover the inner qualities of the applicant  taking a right decision.
Checking References:
Verifying the applicant’s qualifications and experiences.
Helps the interviewer understand the conduct, attitude and the behavior of the candidate as an individual
and also as a professional.
Medical Examination: 
Physical and the mental fitness of the applicants are checked  ensure that the candidates are capable of
performing a job or not.
Helps the organization in choosing the right candidates who are physically and mentally fit.
Final Selection:

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Proves that the applicant has qualified in all the rounds of the selection process and will be issued an
appointment letter.
 Application: Starbucks’s Selection process:
In order to differentiate Starbucks from competitors, Starbucks uses their employees for example
baristas to create the ‘Starbucks Experience’. “To have the right people hiring the right people.” was
Starbucks’ recruitment motto.
The aspects that Starbucks looks for in employees are like adaptability, reliability and the capability of
team working. Starbucks often specified the qualities that looked for in employees upfront in its job
positions, which allowed prospective employees to evaluate themselves to a certain extent (“Starbucks’
Human Resource Management,” 2005).
 To make good hiring, interviewing candidates is the best way to gather the necessary information.
Resume provides a basic outline of an applicant’s knowledge, experience and skills. Interview allows
Starbucks to get more detailed information such characteristic, personality, confidential, expectation of
interviewer, knowledge of the company to past experience in the coffee shop industry, work ethic and
so on as to whether this candidate is suitable for Starbucks. (“Hiring process information”, 2012)

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 5. Learning and Development:
a. Definition:
Training and development, a subset of HR, means to improve gathering and individual execution by
expanding and sharpening abilities and knowledge. Learning and development, regularly called preparing
and development, shapes part of an association's ability the executives procedure and is intended to adjust
gathering and individual objectives and execution with the association's general vision and goals.

b. Importance of Learning and Development:

 Today’s employees demand opportunities to learn.
 Hiring is more expensive than employee retention.
 Training employees improves your bottom line.
 Improved customer service and satisfaction.

Training and Development at Starbucks

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 c. Learning and Development Process:

Step 1: Identify learning needs.

Step 2: Learning needs are the gaps an individual may have in knowledge, skills,
approach or attitude that would hinder the effective achievement of work objectives -
sometimes referred to as the competency gap.

Step 3: Review outcomes.

Step 4: Agree learning objectives.

Step 5: Some of the following examples are aimed at improving particular aspects of
performance which are not up to standard for some reason. Others are about acquiring new
skills or knowledge.

Step 6: Just as valid are those which are about creativity - for example, developing better ways
of dealing with problems or discovering ways of dealing with existing tasks.

Step 7: Decide on learning and development strategies

Step 8: Evaluate and monitor progress on learning & development activities.

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 Application: Learning and development at Starbucks:
Below are some of the highlights of the Starbucks training program that occur within the first 4 weeks of
a new employee’s tenure. Know that their training is always changing, always evolving and always
improving:
First Shift with a Store Manager or Learning Coach:
New partners are never given the opportunity to make mistakes when they are new to their job. They
are always with a store manager or a learning coach as they learn the ropes.
Starbucks follows a Tell, Show, Do process. Tell is what baristas learn in the training. Show is when the
Learning Coach shows them exactly how to do something and Do is when the barista does the action
with the coach watching to assist, train and praise.
24 Hours of Classroom Learning:
Known as the “Starbucks Experience”, this training includes an overview of the company’s history and
culture and Starbucks’ strong social responsibility programs. Then new partners are introduced to the
coffee itself, where it is grown, how it is harvested and roasted and how Starbucks treats its farmers.
Starbucks’ new partners know from the beginning that they are not just working for another corporate
giant focused solely on the bottom line. They know they are working for something bigger, an
organization that gives back.
This training includes self-guided booklets (like we all use), but the Learning Coach always checks in with
the new partner at the end of each module.
Training Program Tools to Keep it Fun:
Starbucks uses tools like “Drink Dice” that trainees roll and the dice  come up with a size, iced or hot, a
beverage, a syrup, decaf or regular and the new barista must determine how to write, say (Starbucks has
their own language) and create that particular combination.
 More fun and make a friendly atmosphere for the employees.
At the end of all the training the new baristas must pass a certification exam on what they learned.
Training continues throughout a partner’s career for each step up the ladder in the organization.

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 6. Performance Appraisal:
a. Definition:
A performance appraisal is a regular review of an employee's job performance and overall contribution
to a company. Also known as an annual review, performance review or evaluation, or
employee appraisal, a performance appraisal evaluates an employee's skills and achievements.

b. Performance Appraisal Types

Most performance appraisals are top-down, meaning supervisors evaluate their staff with no input from
the subject. But there are other types:
Self - assessment: Individuals rate their job performance and behavior.
Peer assessment: An individual's work group rates his performance.
360-degree feedback assessment: Includes input from an individual, supervisor, and peers.
Negotiated appraisal: A newer trend that utilizes a mediator and attempts to moderate the adversarial
nature of performance evaluations by allowing the subject to present first.

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 Application: Performance Appraisal at Starbucks:
There are two stages to do a performance appraisal. First is to measure the job performance, second is
to share the feedback with the employees. Here at Starbucks, they use something called the customer
comment card as a way to measure the job performance of their employees.
Customer comment card is a survey questions answered by Starbucks customers about their thoughts
on both Starbucks employees and services, and the products. This is a good way to measure the
employees’ job performance because it is a very objective way.

Starbucks the 360-degree

feedback

 After doing so, company must provide a feedback, training as well as a reward to their workers. The
feedback given is a 360-degree feedback. It means that both lower level manager (baristas and cashiers)

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and middle level manager (store manager) give feedbacks to each other. This method doesn’t really
work on many companies, because not all people can accept a feedback.
7. Component of Employee benefits:
a. Definition:
Employee Benefits implies the financial or non-financial compensation, offered to the employees, which
forms part of their employment contract. It has an important role to play in differentiating two jobs
offering the same salary, which vary in terms of the benefits offered.

b. Types of Employee benefits:

Employee Benefits are divided into two categories:

Legally Required Benefits: Those Benefits which are required by law, which must be provided by
the employer to their employees are called legally required benefits. Social Security Benefit,
Workmen compensation insurance, health insurance, medical leave, maternity leave etc. are
some legally required benefits.

Discretionary Benefits: There are certain benefits which are voluntarily provided by the
organization are Discretionary Benefits. It may include paid time off, travel allowance,
conveyance allowance, accommodation facility, earned leaves, etc.

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 c. Components of Employee Benefits:

Employee Benefits covers the following components:

Short-term employee benefits: Those benefits which fall due for payment within a period of one year
are covered under short-term employee benefits.
Post-employment benefits: The employment benefits which becomes payable on the completion of the
employment term are called post-employment benefits.
Long-term benefits: Any benefit which does not fall due within a period of twelve months, is covered
under long term benefits.

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Termination benefits: Termination benefits are the benefits given to an employee when an organization
terminates an employee prior to the normal retirement date, or an employee accepts the voluntary
redundancy, by opting for such benefits.

Reference:
Monamedia. 2021. HRM là gì? Tổng quan về phần mềm quản lý nhân viên | Monamedia. [online]
Available at: <https://monamedia.co/hrm-la-gi/#ftoc-heading-1> [Accessed 9 March 2021].
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%20procedure,how%20they%20are%20carried%20on [Accessed 13 March 2021].
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job-description [Accessed 13 March 2021].
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https://www.managementstudyguide.com/job-description-specification.htm [Accessed 13 March 2021].
https://pt.slideshare.net/DhrubajiMandal/presentation-on-job-specification/8 [Accessed 13 March
2021].
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2021].
https://www.hrtechnologist.com/articles/recruitment-onboarding/internal-recruitment-laying-the-
foundation/ [Accessed 13 March 2021].
External Recruitment: https://www.researchgate.net/figure/Effectiveness-of-recruitment-methods-
used_fig4_230654553 [Accessed 13 March 2021].
Strengths and Weaknesses of internal recruitment and external recruitment:
http://www.whatishumanresource.com/recruitment [Accessed 13 March 2021].
Starbucks recruitment process: https://responsewebrecruitment.co.uk/online-recruitment-blog/starbucks-
recruitment-process/ [Accessed 13 March 2021].
Selection: https://businessjargons.com/selection-process.html [Accessed 13 March 2021].

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https://www.tutorialspoint.com/recruitment_and_selection/what_is_selection.htm [Accessed 13 March
2021].
https://open.lib.umn.edu/humanresourcemanagement/chapter/5-1-the-selection-process/ [Accessed 13
March 2021].
https://www.ukessays.com/essays/management/starbucks-coffee-human-resource-management-
management-essay.php [Accessed 13 March 2021].
Learning and Development: https://www.starbucks.com.my/about-us/career-center/learning-and-
development [Accessed 13 March 2021].
https://www.hrzone.com/hr-glossary/what-is-learning-and-development [Accessed 13 March 2021].
https://corp.kaltura.com/blog/learning-and-development-importance/#:~:text=The%20goal%20of
%20Learning%20and,training%20to%20bridge%20those%20gaps.
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Performance Appraisal:
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