摘要：舒尔茨说过：“我们不是提供服务的咖啡公司，而是提供咖啡的服务公司。”因此星巴克把员工训练为咖啡迷，成为一名快乐的咖啡调制师，只有这样才能够对顾客详细得解说每一种咖啡产品的特性，凭借咖啡文化和一对一口碑式营销来吸引客人。作为连锁服务业，往往决定其经营质量优劣的除了硬件的环境产品以外，便是服务提供者的服务态度与水准的高低、优劣。本文从星巴克新进员工的培训入手，描述了作为连锁咖啡店龙头的星巴克是如何培训每一位新来的伙伴，从而使自己有着人力资本的优势区分与同行业；同时也描述了当今崛起的服务行业员工培训不足的现状。本论文采用了问卷调查、数据分析与亲身实践等方法，探索了星巴克的员工培训模式并以Kirkpatrick的模型进行阐述。最后分析了一些关于星巴克培训中所存在的不足，并提出了相应的解决对策。
关键词：星巴克 员工培训 Kirkpatrick 碧云店
Abstract: As Mr. Schulz said: "We are not the company which only services coffee, but also to provide coffee service." So Starbucks train staff to become coffee fans and a happy barista. As a chain of coffee services, often determines the quality of the merits of its operating environment in addition to hardware products, which is the attitude of the service provider. This article of Starbucks’ new staff training program, Starbucks described as a leader of the chain of coffee shops has special way of training every new partner, so that their distinction has the advantage of human capital with the same industry; it also describes the rise of the inadequate training situation. This paper uses survey data analysis and hands-on methods to explore the Starbucks staff training mode and Kirkpatrick model elaborate. In the end, I point out a number of shortcomings that existing in Starbucks training, and put forward the corresponding countermeasures.
