Training is the second most significant element of human resource at Starbucks' that provides the company with a competitive advantage in the retail business. The company has a team of experts for the training sessions, whose main job is to nurture the business and improve the customer service by providing the employees with the knowledge and skills they would need at the job for performing it effectively. Raymond, A.Noe (1999, pp.3-4) suggests that, 'The goal of training is for employees to master the knowledge, skill and behaviors emphasized in training program and to apply them to their day-to-day activities.' The company trains the new employees from so many different aspects but the most important amongst them are the three basic interpersonal skills which involve maintaining and enhancing self-esteem, listen and acknowledge and ask for help. Armstrong (1992) views that, 'HRD as focused training and development for all employees which responds to individual and organizational requirements by improving performance and understanding.'
The managers and other non-frontline employees are trained for a longer period with different type because effective leadership is quite critical for building good quality teams and stronger organization. 'Effective managers not only perform the basic management functions (planning, organizing, leading and controlling), but also good communicators help employees development and work collaboratively with employees.' Raymond, A.Noe (1999, p.10). John Adair presented the functional model of leadership, which has three areas, where leadership function occurs, those areas are: task, team and individual. Generally, leadership skills are mostly used in these areas In most organizations, the formal leader meets some of the needs in these three areas.
Another strong element of Starbucks, which makes the company outstands in the market of retail business, is the benefit