1. Starbucks introduce the recruitment and selection based on equal opportunities policies. They include racial and national diversity of the staff, fair treatment of all recruiters in spite of their religion, sexual orientation, social background, marital status, age and disability. The main advantage of Starbucks Coffee HR management is that it does not consider recruitment and selection in isolation, but in the context of the overall manpower plan and personnel management action program. For example, it investigates the potential of the persons appointed for training, development and future promotion; and their flexibility and adaptability to possible new methods, procedures or working conditions. In anticipation of a suitable applicant being selected, Starbucks have also prepared an orientation script and training proposal to assist both with their smooth transition into the role, together with their future development and advancement (Armstrong, 2003).
The first step includes position requirements, needs and skills identification, selection of the tools to be used. During this process, strategic areas of competency are identified. These are broken down into number of clusters and a series of specific individual competency requirements. For example, the strategic competency business knowledge and skills, had marketing as one of the items in its cluster, and understanding the strengths and weaknesses of competition as one of the individual competency requirements (Stone 2005).
Starbucks Coffee uses both online and off line recruitment which helps to attract wider target audiences of job seekers. One of the critical differences among Internet recruiters is the method by which their service matches candidates with jobs. Bulletin boards allow employers to search using key words they choose but do not participate actively in making matches. Other types of services take advantage of computer technology to varying degrees in the method they use to match candidate characteristics with the requirements of open jobs (Stone 2005). For off line recruitment, Starbucks uses recruitment agencies and advertising in press.
The recruitment and selection practices are based on the interview structure and practical assessment of skills and knowledge of employees, his/her psychological peculiarities and ability to work in teams. The main types of practices are: "behavior-based interviews, training and experience evaluations, ability tests, biographical data, motivational fit inventories" (Armstrong 2003, p. 338). In Starbucks, the practices are based on collecting, measuring and evaluation of the information about recruiters and their skills. Usually, the selection process is based on the interview method. Interview consists of two stages (HR manager's evaluation and interview with the department manager). During interviews, two distinct strategies for selection are used by Starbucks. One strategy, used for managers and leadership positions, suggests that in an environment of rapidly changing job demands, selection based on general abilities such as intelligence, conscientiousness, or adaptability will contribute most to the overall effectiveness of the organization.