The Coca-Cola Company

Report
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 crossborder 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
• Planning & driving top-line growth
• Working with our bottlers to build a healthy system for the future
• Building brand love & value with our consumers
• Collaborating with our customers & executing to win
Business
Unit
HR
Global Business Services
BU / Group HRD’s
 Build people strategies and drive
 Transactional services across all HR
processes


 Implement certain initiatives and
plans developed by the COE, with
input from HRD’s
Corporate Center
 HR strategy & thought leadership
 Governance of people programs
 Global policy sign-off
 Interface with Senior Company Leaders

& Operating Committee
Support executive development and
compensation
Shared
Transaction
Services
GBS HR
(located in
regional sites)
Scaled
Expertise
COE’s
e.g.,
• C&B
• Talent Mgmt
• Talent
Acquisition
• Global Mobility
change / organizational effectiveness,
in partnership with the business
Coach and advise Business Unit leaders
Enable talent and performance
management for their business
Scaled Expertise (COE)
 Design global , scalable programs
 Create simple, standardized end-to
Lean Corporate Center
• Governance
Classified
- Internal use
• Strategy

end processes and tools
Provide expert consulting and
support to local needs
With service level agreements with
Groups
Building a Global Talent Acquisition Foundation
The Foundation
Right People
• Global recruiting team with
deep sourcing expertise
One Process
• Common global process
Technology Platform
• Single global technology
HIGHLY RESTRICTED
Classified - Internal use
9
The best talent is often the hardest to find & attract
Prospect Types
Difficulty
(1) Active - Unemployed
and actively seeking a
position
Easy
(2) Passive - Employed
but open to a position
Moderate
Value
Riskiest to
hire, may have left
previous role truly on own accord
or may be a potential performance
issue.
Internet
Prospect
Internet
willing to explore other
opportunities
Prospect
(3) Relationship
Focused- Employed,
happy, & not seeking
external opportunities
Difficult
Recruiting Tactics
postings
Networking and
postings
Networking and
may be disenchanted
with current employer
Contingent
Any company’s
 Contingent
most prized
employees and typically the high
potentials
referrals
referrals
and Retained Search
Firms
& Retained Search Firms
 Networking and
referrals
 Sourcing Consultant
10
Classified - Internal use
The Value of Direct Sourcing Talent
External Search Firms
vs
Direct Sourcing Model
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
11
Classified - Internal use
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

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