The Coca-Cola Company

confidencetoughΔιαχείριση

20 Νοε 2013 (πριν από 3 χρόνια και 8 μήνες)

72 εμφανίσεις

The Coca
-
Cola Company

Talent Management

meets

Global Mobility

Classified
-

Internal use

TCCC


Some facts


Worlds
largest beverage
company and
most
recognised
&
valued
brand



Servings:
1.7
billion per day



More than 500 brands in
200+
countries


140,000+ associates worldwide


Ca. 300 bottling partners


Ca. 80
% of sales outside of North
America

Classified
-

Internal use

Coca
-
Cola Goals for 2020


People


Be a great place to work.


Partners


Be the most preferred and
trusted beverage
partner.


Profit


More than double system
revenues while
increasing system margins.

Classified
-

Internal use

Goals for 2020


cont.


Portfolio


More than double our servings to
over 3
billion a day
and be No. 1 in the
NARTD beverage
business in every
market
and every
category that is of value to us.


Planet


Be a global leader in
sustainable water
use, packaging,
energy
and climate
protection.


Productivity


Manage people, time and
money for
greatest
effectiveness.

Classified
-

Internal use

Coca
-
Cola HR


HR business transformed in 2010


Even closer synergies now between:


Talent Acquisition (TA);


Talent Management (TM);


Compensation & Benefits (C&B); and


Global Mobility (GM)

across geographies and Business Units



Classified
-

Internal use

GM Set
-
up


There is a GM “Centre of Expertise” (
CoE
)
consultant for each region:


North America


Latin America


Europe


Eurasia/Africa


Pacific

Classified
-

Internal use

Where does Global Mobility fit?


TCCC is a global company and more often,
resources only available in another country


GM now included early on in the process


When candidate(s) identified and a cross
-
border move imminent, GM involved in
discussions with TAP and Hiring Manager


GM not a driver but now heavily involved
before and during the event

Classified
-

Internal use


The new operating model will allow HR and therefore the business,

to focus on the things that really matter

Business
Unit

HR

Shared
Transaction
Services
GBS HR

(located in
regional sites)

Scaled
Expertise

COE’s

e.g.,


C&B


Talent
Mgmt



Talent
Acquisition


Global Mobility

Lean Corporate Center


Governance


Strategy



Planning & driving
top
-
line growth



Building
brand love
& value
with our consumers



Collaborating
with our
customers & executing
to win



Working with our
bottlers to
build a
healthy system
for
the future

Scaled
Expertise
(COE)


HR strategy & thought leadership


Governance of people programs


Global policy sign
-
off


Interface with
Senior Company Leaders
& Operating Committee


Support executive development and
compensation


Design
global , scalable
programs


Create simple, standardized end
-
to
-
end processes and tools


Provide expert consulting and
support
to local
needs


With service
level agreements with
Groups

Global
Business Services


Transactional services across all HR
processes


Implement certain initiatives
and
plans developed by the
COE,
with
input from
HRD’s

BU / Group HRD’s


Build people
strategies
and drive
change / organizational effectiveness,
in
partnership with the business


Coach and advise Business
U
nit
leaders


Enable talent
and performance
management for their business

Corporate Center

Classified
-

Internal use

9

HIGHLY RESTRICTED

Classified
-

Internal use

Building a Global Talent Acquisition Foundation

One Process

Technology Platform

Right People

The Foundation


Global recruiting team with
deep sourcing expertise


Common global process


Single global technology

Classified
-

Internal use

The best talent is often the hardest to find & attract

Prospect Types

Difficulty

Value

Recruiting Tactics

(1)
Active

-

Unemployed
and actively seeking a
position

Easy


Riskiest to hire, may have left
previous role truly on own accord
or may be a potential performance
issue.


Internet postings


Networking and referrals


(2)
Passive

-

Employed
but open to a position

Moderate


Prospect willing to explore other
opportunities


Prospect may be disenchanted
with current employer



Internet postings


Networking and referrals


Contingent and Retained Search
Firms

(3)
Relationship
Focused
-

Employed,
happy, & not seeking
external opportunities

Difficult


Any company’s most prized
employees and typically the high
potentials





Contingent & Retained Search Firms



Networking and referrals



Sourcing Consultant

10

Classified
-

Internal use

The
Value

of Direct Sourcing Talent




Consultant

managing multiple clients

Dedicated internal expert

Limited,

if any knowledge of future needs

Pipeline building ahead of Open Requisitions

Motivated to fill immediate hiring needs

Pro
-
active introductions of key talent

Market

intelligence reused for other clients

External market intelligence ‘owned’ by Coca
-
Cola

Limited/Narrow

exposure to Coca
-
Cola

Understanding of the Coca
-
Cola system and culture

Restricted

by off
-
limits policies

Unrestricted access to worldwide talent pool

Short term motivation

Long term motivation

Build own firm

reputation

Build Coca
-
Cola employer brand

External Search Firms

Direct Sourcing Model

vs

11

GM “Ownership”


Any cross
-
border move of an associate is
“owned” by GM (host country)


CoE

works closely with TAP and Hiring
Manager to:


Understand reason for the move


Long
-
term objectives for the associate


Anticipated length of assignment, thus


Type of assignment/policy

Classified
-

Internal use

How does GM help the process?


Guides the Business in relation to policy type


Conducts due diligence:


Review corporate entities in home and host


Consider secondment agreements


Review potential PE and TP issues


Advise on compensation package


All this takes place during discussions with
Hiring Manager, SBP and candidate

Classified
-

Internal use