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Develops and implements sustainable business strategies, thinks long term and externally in order to positively shape the organization. Anticipates and perceives the impact and implications of future decisions and activities on other parts of the organization. |
Treats all individuals with respect; responds sensitively to differences and encourages others to do the same. Upholds organizational and ethical norms. Maintains high standards of trustworthiness. Role model for diversity and inclusion. |
Acts as a positive role model contributing to the team spirit. Collaborates and supports the development of others. Acts as positive leadership role model, motivates, directs and inspires others to succeed, utilizing appropriate leadership styles. |
Demonstrates understanding of the impact of own role on all partners and always puts the end beneficiary first. Builds and maintains strong external relationships and is a competent partner for others (if relevant to the role). |
Efficiently establishes an appropriate course of action for self and/or others to accomplish a goal. Actions lead to total task accomplishment through concern for quality in all areas. Sees opportunities and takes the initiative to act on them. Understands that responsible use of resources maximizes our impact on our beneficiaries. |
Open to change and flexible in a fast paced environment. Effectively adapts own approach to suit changing circumstances or requirements. Reflects on experiences and modifies own behavior. Performance is consistent, even under pressure. Always pursues continuous improvements. |
Evaluates data and courses of action to reach logical, pragmatic decisions. Takes an unbiased, rational approach with calculated risks. Applies innovation and creativity to problem-solving. |
Expresses ideas or facts in a clear, concise and open manner. Communication indicates a consideration for the feelings and needs of others. Actively listens and proactively shares knowledge. Handles conflict effectively, by overcoming differences of opinion and finding common ground. |
Please note that UNOPS does not accept unsolicited resumes.
Applications received after the closing date will not be considered.
Please note that only shortlisted candidates will be contacted and advance to the next stage of the selection process, which involves various assessments.
UNOPS embraces diversity and is committed to equal employment opportunity. Our workforce consists of many diverse nationalities, cultures, languages, races, gender identities, sexual orientations, and abilities. UNOPS seeks to sustain and strengthen this diversity to ensure equal opportunities as well as an inclusive working environment for its entire workforce.
Qualified women and candidates from groups which are underrepresented in the UNOPS workforce are encouraged to apply. These include in particular candidates from racialized and/or indigenous groups, members of minority gender identities and sexual orientations, and people with disabilities.
We would like to ensure all candidates perform at their best during the assessment process. If you are shortlisted and require additional assistance to complete any assessment, including reasonable accommodation, please inform our human resources team when you receive an invitation.
Terms and Conditions
For staff positions only, UNOPS reserves the right to appoint a candidate at a lower level than the advertised level of the post.
For retainer contracts, you must complete a few Mandatory Courses (they take around 4 hours to complete) in your own time, before providing services to UNOPS. For more information on a retainer contract here .
All UNOPS personnel are responsible for performing their duties in accordance with the UN Charter and UNOPS Policies and Instructions, as well as other relevant accountability frameworks. In addition, all personnel must demonstrate an understanding of the Sustainable Development Goals (SDGs) in a manner consistent with UN core values and the UN Common Agenda.
It is the policy of UNOPS to conduct background checks on all potential personnel. Recruitment in UNOPS is contingent on the results of such checks.
Together, we build the future.
Long lines. Plunging sales. Pissed-off employees. Can the world's largest chain of coffeehouses make coffee fun again?
You know that shaky, nauseated feeling you get when you've had too much coffee? That's how Starbucks itself is feeling these days. At peak hours, its ubiquitous cafés are overcrowded and slow . Garbled names written in Sharpie have been replaced by computer-printed stickers for online-ordering overachievers, who are allowed to jump the line. Employees — once among the happiest in America — are unionizing. There's new competition from Dutch Bros and boba tea. The company reported yesterday that US sales have dipped for the last two quarters, down 2% since April, and profits are off 7.5%. With more than 33,000 cafés, the world's largest coffee chain has turned into a total grind.
But now, Starbucks seems to have woken up and smelled the — well, you know. On July 2, the company announced a major revamp of the way its cafés are organized. Called the "Siren Craft System," it overhauls the workflow at some 10,000 of its coffeehouses in an effort to reduce inefficiency, speed up orders, and boost customer satisfaction. But unlike most plans dreamed up by fancy-pants consultants, Siren Craft doesn't try to solve the problem by cranking up the assembly line or flogging employees into a state of heightened productivity. Instead, it does something truly novel in American business: It attempts to actually fix what's wrong with pretty much every company that makes things for lots of people.
Every fast-food outlet, Starbucks cafés included, is a little factory. The order of operations is highly prescribed, a carefully choreographed system of specialization that's been timed down to the second. For Starbucks, the trick is to balance America's addiction to cheap and speedy service with the vibe of a European-style coffeeshop — creating a relaxed, enjoyable "third place" for people to hang out beyond their office and home. There's a reason Starbucks used to sell CDs of the inoffensively groovy music it played in its cafés. People, it understood, need a cozy place to doomscroll.
The order in which we were asked to build those drinks was no longer working
The Siren Craft System tries to get this recipe right. For starters, it changes the sequence in which baristas make drinks. That's because over the years, as Starbucks introduced more and more cold beverages — a Frozen Strawberry Açaí Lemonade Refresher, anyone? — it has gotten harder and harder to keep up with all the orders. "The build for the drinks themselves have gotten more complex and has more steps, so they take longer to make," says Michelle Eisen, a Starbucks barista and union organizer. "The order in which we were asked to build those drinks was no longer working."
The new system instructs baristas to push cold drinks down in the queue in favor of hot ones. That might seem surprising, given the popularity of the milkshake-like Frappuccino line and the fruity Refreshers. But the fact is, the cold drinks also take longer to make. Order one of each, and you'll end up holding a melting Frappuccino before they even start on your double espresso. The higher-grossing cold drinks take so long to make, in fact, that they're actually pretty low-margin. The highest-margin item on the menu, a person familiar with Starbucks operations tells me, is probably a plain old drip coffee.
Siren Craft also switches up the way baristas make coffee. They used to pull espresso shots first and steam milk second. But employees told management that the caffè was getting cold waiting for the latte . The new system reverses that order to get the ingredients into better sync.
Then there's the digital dashboard that tells baristas what to do next. Starbucks is about to expand who can place orders via its app, and it's expecting a huge influx. So it's reprogramming the dashboard to anticipate when a flood of orders is coming and warn supervisors, to help them figure out who needs to be doing what. That might seem like a minor change, but when you're operating at the scale of Starbucks, all the savings in seconds really add up.
Finally, in perhaps its biggest innovation, the new system is changing the role of each café's "peak play caller." During crunch times, these managers will be empowered to deviate from everyone's set assignments, like a coach calling a play from the sideline. They'll be able to move employees around, taking someone off the espresso machine, say, and putting them on a register. The idea is to improve efficiency and productivity by giving managers more flexibility to improvise, rather than by throwing more bodies at the problem. Which is a pretty profound departure from the stopwatch-driven, one-size-fits-all approach that corporate America has long applied to the factory floor.
What's most interesting about Siren Craft, though, is what it isn't . It's not a widgetized assembly line that doubles down on barista performance metrics. It doesn't force every customer to order via the app, or make hand-wavey gestures at AI or some other flashy approach to efficiency and productivity. That kind of thinking is what got the company into so much trouble in the first place — poring over spreadsheets rather than improving coffee pour-overs. Starbucks was always commodified, but it went so far in that direction that it started breaking the brand. From Boeing to Google to Wells Fargo , metrics-driven pushes for efficiency and productivity always jeopardize the quality of the product, alienate employees, and drive away loyal customers.
In a work-from-home world, it's hard to imagine Starbucks ever having the cachet and daily urgency it once did. Fewer people are looking for a warm drink on the way to the office or a post-lunch pick-me-up — and given rising prices, not many of us have the extra $5 to burn. But it's not impossible for the company to bounce back. A visit to a Starbucks could still be a semi-regular treat, if people can feel assured that their quick pop-in for a hot cup of joe won't turn into 25 minutes of queuing behind a bunch of kids eager for a frothy cold sugar blast.
Eisen knows the Siren Call System won't employ more baristas, as the union would like. But she's hopeful that it represents a step in the right direction. Long lines, after all, don't just frustrate customers. They also prevent employees from serving up coffee with a more human touch.
"There used to be an element of fun to being a Starbucks barista," Eisen says. "It was amazing to have the time to talk to customers and sample new products with them, and get to know what their tastes were. Anything we can do to bring that third-place atmosphere back into the stores would be nice to see."
Adam Rogers is a senior correspondent at Business Insider.
Through our Discourse journalism, Business Insider seeks to explore and illuminate the day’s most fascinating issues and ideas. Our writers provide thought-provoking perspectives, informed by analysis, reporting, and expertise. Read more Discourse stories here .
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