What do you mean it adds more labor?

Yes! This is why I type in all orders correctly.

(eg: Gr Pike, venti cup, no room, 2 stevia, with heavy cream, stirred)

The best way to add labor is to build transactions (customer counts) per half hour which is why they’re always harping on speed. The other stuff has a lesser effect but it can’t hurt. You earn a person for every ten customers per half hour.

Also ring up some waters when you’re slow. Make sure to ring them up individually too.

Doing mileage and product runs to stores using p card is the only thing that really takes from managers salary, and technically not even that. It takes from their end of the year “bonus”

Also adding a grind option on retail coffee adds to the earned labor, so I always set a grind option even if they don't get it ground.

They changed it awhile back so that stuff falls into a different place on the P&L and doesn’t affect their bonuses. At least that’s my understanding of the situation. If I’m wrong I don’t mind being corrected by any SMs out there. During the era where it did I worked for a manager for about 10 years that wouldn’t let us call in anything and it was miserable.

Hi all. SM here from California. Partner for 6 years total.

There is nothing that detracts from an SM's salary. As far as CA (not sure if this is company wide or not), there are no year end bonuses. Bonuses are paid out each quarter (4x/yr) and are based on comping percentage. Comping is how much our stores are making in revenue/sales vs last year for the same quarter/time frame. Equipment maintenance, mileage, p card usage, basically any costs to the store, only affect our profit and loss (P&L) statements for the store and store revenue. Essentially we want to earn as much revenue as possible so that even with these costs detracted, we are still making money.

As far as labor goes ...

Labor is calculated using a number of variables and factors: items, transactions, tender, rounding, minimum staffing, and fixed tasks. Our labor model follows the following equation:


Customer traffic patterns and product mix (utilizing a 10-week lookback at the previous 10 weeks) TIMES time standards (the time it takes to make each item determines labor demand) PLUS fixed tasks (additional time added automatically).

​

\- Items (21% of labor) - includes all food and beverage items
\- Transactions (13%)- how many transactions we are processing every day
\- Tender (3%) - the time it takes to ring up and tender a transaction; this factor also considers the fact that when a partner is at POS, they are essentially not able to do other tasks while tendering
\- Rounding (16%)- The time it takes for a partner to make an item earns labor. Our system calculates how many partners we need during any point of the day to staff the store based on the time it takes to make items/tender/do tasks. Sometimes this results in uneven numbers, like 7.25. Since we can't have 7.25 partners on the floor, we round up or down depending on what's after the decimal. According to the company's labor model, we round down at anything .15 and below.
\- Minimum staffing (14%) - This is the minimum number of partners needed on the floor to complete tasks. For example, for opening for most stores, the minimum staffing number is 3 (2 baristas one shift). Minimum staffing is the baseline for labor and everything else is built on top of the minimum staffing level and how many hours are needed for that.
\- Fixed tasks (33%) - These are tasks that are calculated into labor automatically, like opening and closing duties, making cold brew, clean play, pull to thaw, nitro cleaning, etc.

As we can see, there are a lot of variables that go into calculating labor, and it is more complex than just hitting the warmed button or adding ice to a water. Yes these things can help, because they will be considered in the item and time standard categories in the labor calculation, but they are not the deciding factors.

I hope this clears up some questions/confusion about labor calculations! :)

Not really. It's so inconsequential that its not really helpful. If you don't have enough labor as is, I'm not sure how adding extra steps to every order in order to trick the system is really feasible.

maximizing labor as a barista is an effort that only makes your job more complicated for absolutely no return. Extra labor not from COSD growth is pried from DMs cold dead hands or corporate excess for planned growth. If your COSDs are low, have someone at the door "cleaning" greeting people or make a cute A-frame. If you don't have enough people for the customer flow, corporate doesn't care. If drink complexity grows, labor hours stay the same, and drive times/half hours stay steady, that just tells management that it's still doable on the current labor.

Welcome to mid/post national financial disaster Starbucks, we saw it in 2008 too. Do more work with less people because a reduction in profit, not even a posted loss, is absolutely unacceptable for the ruling class.

It does not, transactions with cups of water also don’t. Modifiers that count towards labor actually have a minuscule impact.

1. You’ve obviously put a lot of context into my post if you’ve (mis)interpreted that I am “very, very” bitter toward this company. I am a barista trainer. I enjoy what I do. I understand the business side of things. Which is why...

2. It does make a difference if you are intentionally short-changing the company of profits. You are an employee of Starbucks, not Jeffy Jeff down the street that needs to save $.80. That is the inherent issue with you ringing things in apart from what the company has set as its standard. If you don’t care so much about your company’s profits, quit and then tell people how to game the system.

Yes also put in the cream and sugar for hot coffee and when I put cake pops or lemon load I put warmed lol

Oh my god yesss! Will be pressing it for every drink now lol

Hot white mocha
Add ice
"ASK ME" : jk no ice plz