Stephen Gillett: One of my challenges is really an opportunity: to put on the map and to recruit from strong technology companies. I want Starbucks' information technology organization in the Seattle community to be what I call a "destination employer." We are a big player in the retail space, but much of the technology talent that I am trying to recruit is going to come from the technology sector.

So how do I make the best and brightest think of Starbucks when they think of a career change or want to get into a highly innovative, modern technology company? The challenge I have is messaging. One advantage that Starbucks has is its brand presence and affinity with people on a personal note. Odds are that the individuals I'm trying to recruit are consumers of our product.

How has the economic situation affected your talent acquisition strategy?

The pressure of the has done two things: One, it has reordered sequence. Before I had two or three key positions open in parallel. Now I have them sequenced in order of most to least business impact.

Second, it has allowed me to tune the job descriptions, talent pool and experience we are looking for. It is much better now to look for someone who has been through an economic downturn. For example, someone who worked at in 1992 when came back is a good person to have right now. I do not want to see someone who has never had faced economic adversity in their career. I want someone who is going to be a pillar of strength at a time of uncertainty.