As organizations strive to gain a competitive edge, more are recognizing the role of employee experience in driving customer experience. Without deep investment in employees’ satisfaction, experts say, customer outcomes can suffer. Take, for instance, baristas—frontline workers who are increasingly pivotal in elevating the customer experience, yet who often face challenges in building fulfilling careers. HRM Asia sat down with Shana Kruse, vice president, Partner Resources, Starbucks Asia Pacific; and Noorliana Jeman, coffee education manager, Starbucks Asia Pacific, to understand how Starbucks is creating an employee experience that empowers its baristas to grow in their personal and professional journeys.
In today’s evolving world of work, how is Starbucks defining employee experience?
Shana Kruse: At Starbucks, we view every partner’s [employee’s] experience as a journey—a “bridge to a better future.” We do this by investing in their professional development, supporting their personal passions and creating opportunities that empower them to give back to their local communities.
Take the case of Karen, a part-time shift supervisor at our Pacific Place Reserve store in Hong Kong. Initially drawn by our flexible schedule that would accommodate her acting career, Karen has thrived for over a decade, building invaluable connections with her fellow partners, customers and the community. Each partner’s journey at Starbucks is as distinct as their personality and preferred beverage! And we are committed to positively influencing their journeys—at Starbucks and beyond.
Noorliana Jeman: The Starbucks partner experience extends far beyond careers—it enriches lives! Central to my definition of the partner experience at Starbucks is the feeling of support and connection, both to the brand and to endless opportunities for growth and development. This could encompass pursuing additional coffee certifications, transitioning into a leadership role or exploring other areas within the company.
How is Starbucks creating unique employee experiences that also impact baristas’ personal lives?
Kruse: A job is just one facet of our partners’ lives, and so our benefits are designed to enhance and contribute to that—whether it is supporting their higher education or supporting their individual contributions of financial donations and volunteer time to qualified non-profit organizations. We also believe that a work culture can influence partners’ professional and personal lives. Therefore, to ensure a positive partner experience, we are relentless in our commitment to our mission and values: Nurture human connection with a focus on craft, courage, results, belonging and joy.
As many of our baristas are entering the workforce for the first time, Starbucks serves as a foundational experience where they can develop essential soft skills and build lasting friendships. An apt description of the enriching working experience in-store was shared by one of our baristas in Indonesia: “Gotong Royong,” a phrase that emphasizes the value of working collaboratively and harmoniously to overcome challenges in Indonesian and Malay cultures.
See also: Starbucks percolates its family-friendly benefits
Jeman: At Starbucks, investing in our partners is pivotal to our success. We are committed to uplifting, inspiring and engaging our team members by supporting their careers and lives—from health coverage for the full family to providing access to mental health services.
As mentioned by Shana, personal development is a priority. We offer extensive training programs, including leadership training, skills upgrades and unique experiences like visiting Starbucks coffee farms in Indonesia, Costa Rica and Rwanda, where partners meet with smallholder coffee farmers and witness firsthand our efforts to create a sustainable future for coffee. These immersive experiences not only foster a deeper appreciation for the work of coffee farmers but also inspire a renewed sense of purpose among partners.
Personally, what resonates deeply with me as a partner is being part of a global community that values sustainability, diversity and positive impact. All of us, as partners, actively give back to our local communities through volunteer work and community events, enriching the places where we live. Being part of Starbucks means being part of a movement that values making a difference locally and globally.
Training and education are also priorities for Starbucks. Can you highlight the role L&D can play in improving employee experience?
Kruse: Learning and development are integral to our Partner Promise at Starbucks. Beyond creating a supportive environment and providing a range of perks, we invest in critical factors that build confidence and competence, while driving performance, engagement and retention, such as effective on-the-job training and ongoing development opportunities. This is particularly valued by Gen Z employees who look to their employers for personal growth and learning opportunities. We dedicate over 40 hours to comprehensive onboarding and training for new baristas, complemented with freely accessible education resources such as the Starbucks Global Academy—a learning platform for our partners, customers and the wider community.
Jeman: My own journey at Starbucks illustrates the value of investing in the growth of people from the very start—and now I live by the motto “If my partners are happy, I am happy.”
My journey as a Starbucks partner started in 2005, as a Green Apron barista. As I immersed myself in the world of coffee, I discovered how much joy it brought me to create magical moments for my customers in-store. Supported by Starbucks, I honed my sensory skills and earned certifications. Today, I am proud to be a coffee educator, sharing my coffee knowledge, training Starbucks partners and inspiring their growth in the competitive coffee space.
Our baristas are the real touchpoints, interacting with customers daily and creating moments of connection. Not only do we provide technical expertise to help them craft exceptional beverages, but we encourage them to step out of their comfort zones and gain exposure to different facets of the business to broaden their horizons. Through a supportive network of mentors and coaches, we cultivate a strong sense of belonging, ensuring that learning is not only enriching but also enjoyable and timely—ultimately contributing to the delivery of a remarkable Starbucks Experience for our customers.
Drawing on the Starbucks Experience, what other advice can you give leaders who want to drive transformational employee experience in their organizations?
Kruse: I would say that building capabilities within the HR function to continuously listen, learn and apply is the most crucial to driving a transformational employee experience. At Starbucks, we take meaningful, proactive action to continuously improve and expand on our partner experience. Our world-class benefits, programs and initiatives are based on direct partner feedback; this ensures that whatever initiatives we roll out will be able to best support their individual wellbeing and goals. Looking ahead, we will continue to prioritize direct engagement with our partners and routinely create the space for open and honest two-way conversations.
Jeman: Drawing from our Starbucks Partner Promise, I cannot stress enough how important it is to cultivate an organizational culture where employees feel valued and connected. When driving transformational employee experiences, organizations should start by creating an environment that fosters genuine connections and empathy. This should extend beyond the confines of the organization to encompass the larger community.
By bringing our partners together with local community organizations to serve those in need, we see that they now have a stronger sense of purpose—and are renewed in their excitement to work at a place that is part of something bigger.
Shawn Liew wrote this story for HRM Asia. Find more from this author at HRMAsia.com
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