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At a time when other companies were trimming benefits as a cost-cutting measure, Schultz, who grew up in a family without any medical coverage, believed that his approach is critical to building a better workforce.
當其他公司把削減福利待遇當作是降低成本的重要途徑時，在一個沒有享受到任何醫療保障的家庭里長大的舒爾茨卻認為，他的這一做法對于打造一支更好的員工團隊十分重要。
"Service is a lost art in America, "he told the New York Times. "I think people want to do a good job, but if they are treated poorly they get beaten down... it's not viewed as a professional job in America to work behind a counter.
他對《紐約時報》的記者說在美國，服務已經成為了一門消失的藝術。我認為人們都想把工作做好。可是如果他們沒有很好的待遇，那么他們就會表現得無精打采……在美國，人們從不把做收銀員看成是一份職業，可我不這么認為。
I don't believe that. We want to provide our people with dignity and self-esteem, and we can't do that with lip service." Schultz credits the benefits policy as the key to the company's growth because it gave Starbucks a more dedicated. workforce an extremely high level of customer service. The chain also achieved a dramatically lower turnover rate-half the rate of the average fast food business. This creates a financial payoff for Starbucks, since each new employee costs the company $3, 000 in recruiting and training costs and productivity losses-the equivalent of two years of premium payment.
我們希望給予自己的員工以尊嚴和自尊，而且在這一點上我們決不能給員工開‘口頭支票’”。舒爾茨把福利政策看作是公司成長的關鍵，因為恰恰是這個政策為星巴克帶來了更富有奉獻精神的員工和極高的顧客服務水平。星巴克的員工流失率極低，僅為整個快餐行業水平的一半。這為星巴克節約了成本，因為公司要在每一位新員工身上投入 3，000美元用來招聘、培訓以及彌補由于生產力缺失而造成的損失，而這個數日大約是一個員工兩年的加班費。
