You just knew that when Starbucks closed down thousands of locations to conduct “unconscious bias” brainwashing that it would never be enough to satisfy the racial grievance mongers.
In late May, the virtue signaling bean juice emporium and the nation’s largest public restroom caved to the mob and held the indoctrination session as atonement for two loiterers of color having the cops called on them by a manager at a Philadelphia store.
The “training” was the product of a conglomeration of groups, former Obama hatchetman Eric Holder and a radical black filmmaker who put together a film that was less about bias and more about hating on the cops and shaming white people.
It was hailed as a success but that didn’t last long because “advisers” including an NAACP official have now produced a report to recommend that Starbucks implement “durable change to its practices and culture” including conducting a full-scale civil rights audit.
Starbucks shares a new report from top outside advisers that recommends a top-to-bottom civil rights audit and more resources for employees encountering customers experiencing homelessness, addiction or mental health problems. (Story by @bromano) https://t.co/4BZG5NaDU3
— The Seattle Times (@seattletimes) July 2, 2018
Via The Seattle Times, “Starbucks advisers say anti-racial bias training should be just the start”:
Outside experts Starbucks engaged to help it transform itself after a racially charged incident offered some three dozen recommendations in a new report, including a top-to-bottom civil rights audit, a “customer bill of rights” and more resources for employees encountering customers experiencing homelessness, addiction or mental health problems.
“For Starbucks, this effort to confront bias is not separate from running our business, it will be the way we run the business,” company spokesperson Alisha Damodaran said in an email.
The recommendations include a top-to-bottom civil rights audit, more resources for employees encountering customers with mental-health and addiction problems, and the creation of a “customer bill of rights” to be posted at each store. Starbucks is already undertaking several ongoing initiatives, some of which hew closely to those in the report.
The report was written by Heather McGhee, a distinguished senior fellow at the equality focused research and advocacy organization Demos, and Sherrilyn Ifill, president and director-council of the NAACP Legal Defense and Education Fund. They were two of the first people that Schultz, then executive chairman, contacted after the arrests. Starbucks reviewed the report before it was released.
McGhee and Ifill write that Starbucks told them the May 29 training was successful in some respects, based on internal surveys taken before and after. Starbucks had faced some criticism that it was not adequately measuring the outcome of such a large-scale training effort, which included some 175,000 employees.
McGhee and Ifill note that Starbucks did not heed their recommendation that the training happen in regional centers where large groups of employees could gather under the guidance of skilled facilitators. They note a report by public radio’s “This American Life” from inside one of the training sessions that indicated the conversation often departed from race. “This is a typical avoidance measure that a trained facilitator would have been able to turn into a teachable moment,” they write.
The company opted for a self-guided curriculum that small groups followed in each store, complemented by video messages from company executives and outside experts. According to the report, the short timeline for the training made it difficult to find and coordinate enough trainers. Instead, Starbucks bought 23,000 iPads, loaded the training curriculum, and shipped them to stores.
Among nearly three dozen detailed recommendations in their report, McGhee and Ifill suggest an independently designed “rigorous evaluation” to assess where the workforce stands after the training. Establishing a more precise baseline is particularly important as Starbucks plans 12 monthly training sessions on other bias and equity issues, which McGhee and Ifill praised, but note, “there is a drawback to the speed with which the company has developed the plan of action.”
The entire article can be read HERE.
Another perfect example of how when you are dealing with extremists, no capitulation is ever enough, they always want more.
Why not just fire all white employees? Perhaps then the SJW screamers will be happy.