A REPORT ON

PERFORMANCE MANAGEMENT SYSTEM

&EMPLOYEE ENGAGEMENT

SCHEMES

BYAKANSHA SRIVASTAVA

HINDUSTAN COCA COLA BEVERAGES PVT LTD.

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A REPORT

ON

PERFORMANCE MANAGEMENT SYSTEM

&EMPLOYEE ENGAGEMENT

SCHEMESBY

AKANSHA SRIVASTAVA

A REPORT SUBMITTED IN PARTIAL FULFLLMENT OF THE REQUIREMENTS OF MBA PROGRAM OF IIPM,NEW DELHI

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DISTRIBUTION LIST:FACULTY GUIDE: PROF. DIPTI SHARMA Faculty IBS,

Hyderabd

COMPANY GUIDE: MRS. CHANDANA TYAGI

Human resource, Regional office Coca-cola, Hyderabad.

AKNOWLEDGEMENT

Successful accomplishment of any task is possible only with the cooperation of the people at

various levels. It is impossible to thank each of them individually but a sincere effort is being

made here to thank some of them.

I would like to express my gratitude and sincere thanks to Mr. G.V.R.K. Raju, HR Manager,

Regional Office (South region) for giving me opportunity to work and be a part of Hindustan

Coca-Cola Beverages Pvt Ltd.

In particular I would like to thank my company guide Mrs. Chandana Tyagi for giving me

opportunity to work on different projects like ‘PERFORMANCE MANAGEMENT SYSTEM’

and ‘EMPLOYEE ENGAGEMENT SCHEMES’. These projects would not have been possible

without her pushing efforts. I have no words to thank her for timely advice, personal efforts and

keen interest in the projects.

I would also like to take this opportunity to thank my faculty guide Prof. Dipti Sharma for

providing a helping hand and also for guiding me as a mentor and giving necessary assistance.

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Without his support, motivation and guidance it would have been nearly impossible to complete

these projects on time successfully.

All of the projects are a result of cumulative efforts of five people working not only as a team but

as a single unit. I hereby thank Rahul, Garima, Anshula and Kanchan for all their hard work,

support and help.

I also received tremendous help & support from Mr. Sannu Francis and Ms. Roopa Kandi (HR

executives) throughout the projects. They were always willing to explain the nitty gritty of things

& motivated me to do a better job each day. Without their cooperation, the projects would not

have taken the desired shape in such a less amount of time.

Last but not the least I thank my families, friends who were always there for me.Last but not the least I thank my families, friends who were always there for me.

HINDUSTAN COCA-COLA BEVERAGES

PVT LTD.

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FINAL PROJECT REPORT

ABSTRACT

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Coca-Cola (also known as Coke) is a type of carbonated soft drink sold in stores, restaurants

and vending machines in more than 200 countries. It is produced by The Coca-Cola Company

and is one of the world’s most recognizable and widely sold commercial brands.

Coca-Cola, the corporate nourishing the global community with the worlds largest selling soft

drink concentrates since 1886, returned to India in 1993 after a gap of 16 years giving a new

thumbs up to the Indian Soft Drink Market. In the same year, the Company took over ownership

of the nation's top soft-drink brands and bottling network.

During the course of this summer internship program I have worked on two projects for the

organization namely PERFORMANCE MANAGEMENT SYSTEM & EMPLOYEE

ENGAGEMENT SCHEME. These projects were completed in the human resource department

of Coca-Cola Moula Ali, Hyderabad under the able guidance of my company guide Mrs.

Chandana Tyagi and faculty guide Mr. Dipti Sharma.

PERFORMANCE MANAGEMENT SYSTEM AUDIT:

Performance management system of coca cola has recently gone for an overhaul. The main aim

of the project is reviewing the new PMS system and it’s effectiveness.

The process entailed studying the existing PMS system in the organization, auditing and

analyzing the appraisal files, comparing it with PMS systems followed at other similar

organizations and giving recommendations & suggestions for improving the process further as

well as finding out it’s shortcomings and weaknesses if any.

EMPLOYEE ENGAGEMENT SCHEMES:

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The buzzword of the moment for HR is "engagement". Engaged employees are committed to

their work, putting in enthusiasm and discretionary effort for the organization’s success. This

project involves studying and analyzing the already in place employee engagement and fun at

work activities at Coca-Cola (south region) and also giving pragmatic suggestions for the same.

This entails interactions with the various cadres of associates in order to determine the need for

every level, understanding the policies and culture of the organization, studying the already

existing activities for employee engagement and then giving suggestions and recommendations

with proper feasibility study for the suggestions given.

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TABLE OF CONTENTS

S

NO

.

TOPIC PAGE

NO

1. ACKNOWLEDGEMENT 3

2. ABSTRACT 5

3. ORGANIZATIONAL PROFILE 10

4. COCA COLA INDIA – A BRIEF INTRODUCTION 13

5. ORGANIZATIONAL STRUCTURE HINDUSTAN

COCA COLA BEVERAGES PVT LTD.

15

6. PROJECT 2: PERFORMANCE

MANAGEMENT SYSTEM AUDIT

16

6.1 PERFORMANCE MANAGEMENT SYSTEM –

INTRODUCTION

17

6.2 PROCESS OF PMS 19

6.3 BENEFITS 20

6.4 CONCERNS OF PMS 20

6.5 OBJECTIVE OF THE PROJECT 22

6.6 METHODOLGY ADOPTED 26

6.7 PMS AT HCCBPL 31

6.8 ANALYSIS & OBSERVATIONS 35

7 SUGGESTIONS 36

7.1 PERFORMANCE MANAGEMENT SYSTEM –

INTRODUCTION

37

7.2 PROCESS OF PMS 38

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7.3 BENEFITS 40

7.4 CONCERNS OF PMS 42

7.5 OBJECTIVE OF THE PROJECT 43

7.6 METHODOLGY ADOPTED 43

7.7 PMS AT HCCBPL 44

7.8 ANALYSIS & OBSERVATIONS 46

7.9 SUGGESTIONS 47

8 OTHER PROJECTS: MD’S ASSESSMENT

CENTER

49

8.1 MD’S ASSESMENT CENTER – DESCRIPTION 50

8.2 REFERNCES 52

8.3 GLOSSARY 52

8.4 APPENDICES 53

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MAIN TEXT

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ORGANIZATIONAL PROFILE

The product that has given the world its best-known taste was born in Atlanta, Georgia, on May

8, 1886. Dr. John Stith Pemberton, a local pharmacist, produced the syrup for Coca-Cola. Coca-

Cola was initially sold as a patent medicine for five cents a glass at soda fountains. Coca-Cola

was sold in bottles for the first time on March 12, 1894, and cans of Coke first appeared in 1955.

Coca-Cola (also known as Coke) is a carbonated soft drink is produced by The Coca-Cola

Company (NYSE: KO). Coke is one of the world's most recognizable and widely sold

commercial brands.1

Originally intended as a patent medicine when it was invented in the late 19th century, Coca-

Cola was bought out by businessman Asa Griggs Candler, whose marketing tactics led Coke to

its dominance of the world soft drink market throughout the 20th century. Although faced with

critiques of its health effects and various allegations of wrongdoing by the company, Coca-Cola

has remained a popular soft drink to the present day.

The company actually produces concentrate for Coca-Cola, which is then sold to various Coca-

Cola bottlers throughout the world. The bottlers, who hold territorially-exclusive contracts with

the company, produce finished product in cans and bottles from the concentrate in combination

with filtered water and sweeteners. The bottlers then sell, distribute and merchandise Coca-Cola

in cans and bottles to retail stores and various other outlets.

The Coca-Cola Company has, on occasion, introduced other cola drinks under the Coke brand

name. The most famous of these is Diet Coke, which has become a major diet cola but others

exist, including Caffeine free Coke, Cherry Coke, Coke Zero, Vanilla Coke and limited editions

with lemon and with lime, and even with coffee. The Coca-Cola Company owns and markets

other soft drinks that do not carry the Coca-Cola branding, such as Sprite, Fanta, and others. 2

1 www.cocacola.com

2 http://en.wikipedia.org

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BRANDS UNDER COKE UMBRELLA

INTERNATIONAL:

TEA / COFEE:

FRUIT JUICES:

SPORTS DRINK: COLD DRINKS:

OTHER DRINKS: WATER:

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ENERGY DRINKS:

AND THE RECENT

ENTRY:

INDIAN:

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SLOGANS USED:

The following is a sampling of the variety of slogans that has been used to advertise the Coca-

Cola product for years:

1904 - Delicious and Refreshing

1922 – Thirst now no season

1927 – Around the corner from everywhere

1929 – The pause that Refreshes

1932 – Ice Could Sunshine

1938 – The Best Friend Thirst Ever Had

1939 – Coca-Cola goes along

1948 – Where there’s Coke there’s hospitality

1956 – Coca-Cola…Makes good things taste better

1959 – Be Really Refreshed

1963 – Things go better with coke

1970 – It’s a Real thing

1971 – I would like to buy the world a coke

1976 – Coke Adds Life

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1979 – Have a Coke and a Smile

1982 – Coke Is It!

1987 – When Coca-Cola is part of your life, ‘you can’t beat the feeling!

1988 – Can’t beat the feeling

1989 – Can’t beat the real thing

1993 – Always Coca-Cola.

COCA COLA INDIA – A BRIEF

INTRODUCTION

Coca-Cola, the corporate nourishing the global community with the worlds largest selling soft

drink concentrates since 1886, returned to India in 1993 after a gap of 16 years giving a new

thumbs up to the Indian Soft Drink Market. In the same year, the Company took over ownership

of the nation's top soft-drink brands and bottling network. It’s brands have now assumed an

iconic status in the minds of the consumers.

Ever Since, Coca-Cola India has made significant investments to build and continually

consolidate its business in the country, including new production facilities, waste water treatment

plants, distribution systems and marketing channels.

Coca-Cola India is among the country’s top international investors, having invested more than

US$ 1 billion in India within a decade of its presence and further pledged another US$ 100

million in 2003 for its operations.

With virtually all the goods and services required to produce and market Coca-Cola being made

in India, the business system of the Company directly employs approximately 6,000 people, and

indirectly creates employment for more than 125,000 people in related industries through our

vast procurement, supply and distribution system.

The vast Indian operations comprise 25 wholly-owned- company-owned bottling operations and

another 24 franchisee-owned bottling operations. That apart, a network of 21 contract-packers

also manufactures a range of products for the Company.

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On the distribution front, 10-tonne trucks, open-bay three-wheelers that can navigate the narrow

alleyways of Indian cities constantly keep our brands available in every nook and corner of even

the country’s remotest areas.

The Company has shaken up the Indian carbonated drinks market, and given consumers the

pleasure of world-class drinks to fill up their hydration, refreshment & nutrition needs. 3

ORGANIZATIONAL STRUCTURE

COCA COLA HINDUSTAN BEVERAGE PVT

LTD.

These projects have been done under Coca-Cola India, regional office Human Resource

department at Moula Ali, Hyderabad. The area covered under the projects is the south region of

the country. An overview of the various units (offices & plants) of coke located in southern

region and covered within the project are as followed:

SOUTH REGION UNITS (PLANTS & OFFICES):

1) Regional office, Moula Ali Hyderabad

2) Moula Ali plant, Hyderabad

3) Ameenpur plant, Hyderabad

4) Marketing & Sales, Koimbatore

5) Neemam Plant, Chennai

6) Marketing and sales, Chennai

7) Bidadi plant, Bangalore

8) Bangalore office

ORGANIZATIONAL HIERARCHY:

3 www.coca-colaindia.com

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The organization is divided into levels according to grades from 1 to 12 in India which are as follows.

Grade 1-3 includes workmen, salesmen, bottle checkers, filler operators, fork lift operators etc.

Grade 4-7 includes staff and the breakup is as follows: 4- officers, 5- senior officers, 6- executives, 7- senior executives.

Grade 8 is assistance mangers.Grade 9 is associate mangersGrade 10 is mangerGrade 11 is senior mangers

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PERFORMANCE

MANAGEMENT SYSTEM

AUDIT

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PERFORMANCE MANAGEMENT SYSTEM

The history of performance appraisal is quite brief. Its roots in the early 20 th century can be

traced to Taylor’s pioneering Time and Motion studies. But this is not very helpful, for the same

may be said about almost everything in the field of modern human resources management.

In the 1950s in the United States, the potential usefulness of appraisal as tool for motivation and

development was gradually recognized. The general model of performance appraisal, as it is

known today, began from that time. 4

4 http://en.wikipedia/coca-cola.org

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MORDERN APPRAISAL SYSTEM:

Managing employee performance is an integral part of the work that all managers and rating

officials perform throughout the year. It is as important as managing financial resources and

program outcomes because employee performance or the lack thereof, has a profound effect on

both the financial and program components of any organization. 5

Performance appraisal may be defined as a structured formal interaction between a subordinate

and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in

which the work performance of the subordinate is examined and discussed, with a view to

identifying weaknesses and strengths as well as opportunities for improvement and skills

development.

In many organizations appraisal results are used, either directly or indirectly, to help determine

reward outcomes. That is, the appraisal results are used to identify the better performing

employees who should get the majority of available merit pay increases, bonuses, and

promotions.

By the same token, appraisal results are used to identify the poorer performers who may require

some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay. Whether

this is an appropriate use of performance appraisal - the assignment and justification of rewards

and penalties - is a very uncertain and contentious matter. Performance appraisals are a regular

review of employee performance within organizations.

Generally, the aims of a scheme are:

Give feedback to employees to improve subsequent performance.

Identify employee training needs.

Document criteria used to allocate organizational rewards.

Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc.

Provide the opportunity for organizational diagnosis and development.

Facilitate communication between employee and administrator.

5 Performance Appraisal Handbook, US Department of Interiors

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Validate selection techniques and human resource policies to meet legal Equal

Employment Opportunity requirements.

A common approach to assessing performance is to use a numerical or scalar rating system

whereby managers are asked to score an individual against a number of objectives/attributes.

PROCESS OF PERFORMANCE MANAGEMENT:

The performance management is the systematic process of:

• planning work and setting expectations

• continually monitoring performance

• developing the capacity to perform

• periodically rating performance in a summary fashion; and

• rewarding good performance

STEP 1: PLANNING:

In an effective organization, work is planned in advance. This includes setting performance

expectations and goals for individuals in order to channel efforts toward achieving organizational

objectives. Involving employees in the planning process is essential to their understanding of the

goals of the organization, what needs to be done, why it needs to be done, and expectations for

accomplishing goals.

STEP 2: MONITORING

Effective and timely feedback during the performance appraisal period addressing employee

performance on elements and standards is an essential component of a successful performance

management program.

Employees need to know in a timely manner how well they are performing. They need to be told

what they are doing well and if there are areas needing improvement.

Feedback can come from many different sources: observation by managers and rating officials,

measurement systems, feedback from peers, and input from customers, just to name a few. It will

be up to rating officials to determine how best to gather the information, and from which sources,

to ensure an effective rating of the employees under their supervision.

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Part of the monitoring process includes conducting at least one formal progress review during

each appraisal period at approximately mid-way through the rating cycle.

STEP 3: DEVELOPING EMPLOYEES

The process of performance management provides an excellent opportunity to identify

developmental needs. During planning and monitoring of work, deficiencies in performance

become evident and can be addressed. Areas for improving good performance also stand out, and

action can be taken to help successful employees improve even further.

Developing employees is more than just training employees. Developing employees covers all

efforts to foster learning, which happens on the job every day. When organizations focus on

developing their employees' capacity to perform rather than just training them, employees will be

able to adapt to a variety of situations, which is vital for the survival, well-being, and goal

achievement of individuals as well as organizations.

STEP 4: RATING

Within the context of formal performance appraisal requirements, rating means evaluating

employee performance against the elements and standards in an employee's performance

appraisal plan and assigning a rating of record.

STEP 5: ACTION BASED ON PERFORMANCE

A basic principle of effective management is that all behavior is controlled by its consequences.

Those consequences can and should be both formal and informal and both positive and negative.

Positive consequences include rewards and recognition, promotions, within-grade-increases, etc.

Negative consequences may include counseling, reassigning, removing, or downgrading the

employee. 6

BENEFITS OF PERFORMANCE MANAGEMENT

6 Performance Appraisal Handbook, US Department of Interiors

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1. PM focuses on results, rather than behaviors and activities. A common misconception

among supervisors is that behaviors and activities are the same as results. Thus, an employee

may appear extremely busy, but not be contributing at all toward the goals of the organization.

An example is the employee who manually reviews completion of every form and procedure,

rather than supporting automation of the review. The supervisor may conclude the employee is

very committed to the organization and works very hard, thus, deserving a very high

performance rating.

2. Aligns organizational activities and processes to the goals of the organization. PM

identifies organizational goals, results needed to achieve those goals, measures of effectiveness

or efficiency (outcomes) toward the goals, and means (drivers) to achieve the goals. This chain

of measurements is examined to ensure alignment with overall results of the organization.

3. Cultivates a system-wide, long-term view of the organization. An effective performance

improvement process must follow a systems-based approach while looking at outcomes and

drivers. Otherwise, the effort produces a flawed picture. For example, laying off people will

likely produce short-term profits. However, the organization may eventually experience reduced

productivity, resulting in long-term profit loss.

4. Produces meaningful measurements. These measurements have a wide variety of useful

applications. They are useful in benchmarking, or setting standards for comparison with best

practices in other organizations. They provide consistent basis for comparison during internal

change efforts. They indicate results during improvement efforts, such as employee training,

management development, quality programs, etc. They help ensure equitable and fair treatment

to employees based on performance. 7

AND ALSO:

1. Helps you think about what results you really want. You're forced to be accountable, to "put a stake in the ground".

2. Depersonalizes issues. Supervisor's focus on behaviors and results, rather than personalities.

7 www.pms/benfits.htm

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3. Validates expectations. In today's age of high expectations when organizations are striving to transform themselves and society, having measurable results can verify whether grand visions are realistic or not.

4. Helps ensure equitable treatment of employees because appraisals are based on results.

5. Optimizes operations in the organization because goals and results are more closely aligned.

6. Cultivates a change in perspective from activities to results.

7. Performance reviews are focused on contributions to the organizational goals, e.g., forms include the question "What organizational goal were contributed to and how?"

8. Supports ongoing communication, feedback and dialogue about organizational goals. Also supports communication between employee and supervisor.

9. Performance is seen as an ongoing process, rather than a one-time, shapshot event.

10. Provokes focus on the needs of customers, whether internal or external.

11. Cultivates a systems perspective that is, focus on the relationships and exchanges between subsystems, e.g., departments, processes, teams and employees. Accordingly, personnel focus on patterns and themes in the organization, rather than specific events.

12. Continuing focus and analysis on results helps to correct several myths, e.g., "learning means results", "job satisfaction produces productivity", etc.

14. Provides specificity for comparisons, direction and planning.

CONCERNS OF PERFORMANCE MANAGEMENT:

Typical concerns expressed about performance management are that it seems extraordinarily

difficult and often unreliable to measure phenomena as complex as performance. People point

out that today's organizations are rapidly changing, thus results and measures quickly become

obsolete. They add that translating human desires and interactions to measurements is

impersonal and even heavy handed. 8

8 www.pms/benfits.htm

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There are many other significant factors, which deter or impede objective evaluation. These

factors are as follows:

HALO EFFECT: One factor’s excellent score affects the score or the other factor.

HORN EFFECT: Unsatisfactory rating on one factor on one factor affects the score on other factor.

STRICT RATING: Being over conservative and strict in rating.

CENTRAL TENDENCY: Most of the factors are given average rating.

LENIENT RATING: Being relatively more easy and lenient in a rating.

INITIAL IMPRESSION: Rating is influenced by the initial impression of the rate on the rater.

SPILL OVER AFFECT: Using past rating unjustly to rate current performance.

STATUS AFFECT: Rating affected by the status of the rate.

SAME AS ME: Rating highly as the rater and rate share common qualities and attitudes.

DIFFERENT FROM ME: Rating lowly as the rater and rate have different and conflicting qualities and attitudes.

CONTRAST EFFECT: Rating a person in comparison to others already rated.

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OBJECTIVE OF THE PROJECTUnderstanding and analyzing the existing performance appraisal system for Grade 8 & above

associates across the southern region and making strategic suggestion for improvement where

ever required in the PMS system.

METHODOLOGY ADOPTED1) Studying the existing Performance Appraisal system in the organization.

2) Preparation of the Checklist.

3) Verifying/Comparing the performance appraisal form with respect to the Checklist

4) Analysis so as to determine whether the new system is effective & efficient.

5) Making Recommendations and suggestions and converting these ideas into trainings.

PROCESS USED Analyzing and studying existing performance management system: In this we studied

the already existing in place performance management system at coke. This entailed

interacting with the HR managers and understanding the PMS system

Studying the performance appraisal form and preparing a checklist: In this step we

studied the already existing performance appraisal forms for various units and prepared a

checklist on the parameters on which we would audit the appraisal forms.

Auditing the performance appraisal forms according to the checklist: In this step we

checked the forms on the basis of checklist prepared and noted down the discrepancies if

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any from the procedure. Also we analyzed what each detail in the form meant and

signified how it worked etc.

Summary of analysis: In this last step we summarized the analysis and observations of

the performance management system of coke. We made a comprehensive summary of

our observations and suggestions. Formulation of report was done and various tools like

graphical method, pie charts etc were used to extract meaningful information from the

analysis.

PERFORMANCE MANAGEMENT SYSTEM

AT HINDUSTAN COCA COLA BEVERAGES

PVT LTD.

Hindustan coca cola beverages Pvt ltd has recently gone for a change in it’s PMS system.

Rationale for going for change was as follows:

Ratings in the PMS followed & the business achievements do not match.

In the year 2005 the business was not doing well.

Linkage of Key Result Areas to the business result was not clear.

Bench mark rating and performance standard was not been identified clearly.

Duplication of development plan of individuals.

Online process not accessible to up country managers.

NEW PERFORMANCE MANAGEMENT SYSTEM AT COKE:

SALIENT POINTS

Objective setting: objectives for evaluation are set in consultation between the employee and the supervisor.

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Communication of objective: the mutually agreed and set objectives and targets are communicated to the employees.

Alignment between associates & mangers: there is communication and alignment between associates and manger.

Mid year feedback & discussion (no ratings): in the middle of the year feed back and discussion are held. No ratings are awarded in these mid year reviews.

Final performance appraisal at the end of year: a final appraisal is done at the end of the year annually. This involves filling up the performance appraisal forms and having a discussion with the employees. Here the final ratings are given to subordinates after evaluating their performance on mutually set objectives.

PERFORMANCE APPRAISAL FORM:

The performance appraisal form of Coke contains three sections namely three key result areas

(KRAs) as follows:

SECTION 1: Personal Information

Name Location DesignationReporting Manager Appraisal period

SECTION 2: Key Result Areas

KRA 1: Business Plan Achievement

Objective Weight Target By when Actual Result Achievement Points Rating

KRA 2: People Development

Objective Weight Target By when Actual Result Rating Recommended Rating

KRA 3: Key Behavioral Measures

Demonstrating financial ability Accountability Collaboration(team work)

Planning and Execution Rating

SECTION 3: Overall Ratings

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KRA # 1 KRA # 2 Key Behavioral Measure Overall Rating

SECTION 4: Supporting Documents

Overall rating and supporting documents are given in the end to substantiate the results in the

appraisal form. The appraisal form follows a five scale rating which is awarded according to the

points scored on various parameters.

The details of the performance appraisal form and system can not be disclosed in the

report as it is confidential.

ANALYSIS & OBSERVATIONSDetailed analysis of coke’s PMS system was done using various statistical and graphical

methods. The details of which are not disclosed in this report as they are confidential for

the organization.

However a brief overview of the pros and cons of the PMS system of coke is as follows.

THE PROS:

Transparent system.

Discussion with the supervisors: PMS system allows the employees and their accessors to

discuss things together and come to a mutual point and also to sort out any discrepancies

if any. Helps in improving communication between the manager and subordinate.

Allows the employee to highlight and bring into notice his achievements and progress.

The form is divided in 3 KRA’s which give an over all and comprehensive evaluations.

Targets are set after mutual discussions.

Reduces subjectivity and improves objectivity in the process.

Does an annual evaluation.

Only mid year feed back or review is done.

Standard, simple and straight forward procedure.

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Supporting documents are required to substantiate the achievements.

Relative performances are taken into consideration as the final touch to the process.

Confidentiality is maintained

THE CONS:

1. Manual process and hence prone to errors.

2. Does not completely protect from biasing and prejudices.

3. Proper communication is required.

SUGGESTIONS

Steps should be taken to help employees understand the appraisal system. Spend a certain

amount of time with employees and discuss the importance of PA, what they should

expect from it, how they can make it more effective.

The present system is time consuming and though it is simpler from the previously

followed system, it still is slightly complex to understand. Hence efforts should be made

to simplify the process further especially the appraisal form.

While creating the development plan, training, cross functional exposure and short term

assignments should be encouraged. This will not only help in achievement of

organizational goals but also in career growth of the employee.

Interaction between employees and supervisors is a very important step in the system.

There are few cases where both the parties have not met and discussed the performance

of the subordinate. Hence it should be made mandatory for both employee as well as

supervisor to meet and discuss issues. An attendance sheet could be maintained which

could be signed by both parties specifying the date and time of such meeting. This step

would help in keeping track as well as facilitating the meetings.

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The feedback given should be specific, relevant and timely. Delay in the process might

result in a negative attitude towards the present system.

It should be made compulsory for managers to fill in complete details. As observed in the

forms many number of times the fields of targets, time to achieve targets, etc were not

filled. Mostly half filled fields were submitted. Hence it is difficult to understand how or

on what basis the ratings or points are awarded. Manager’s comments were missing in

some cases and this reduces the transparency of the system. To combat this problem one

person can be assigned the work to check each form whether it is filled properly and

completely when it is being submitted. This person will act as a single window and only

through him/her the forms would be collected.

Maximum number of times the supporting documents were missing. This does not allow

verifying the claims made. The above suggestion of one point contact person can be

made applicable for this too.

Everyone should be thoroughly explained the process and the requirements for the form.

They should clearly know how to fill it. Some sessions can be taken for each department

to explain the form clearly to managers. Also it can be done that one person can be

appointed as information person who can explain and clear any doubt which may arise to

any manager.

It should preferably be typed so that the comments and all are legible and only signatures

should be done in ink.

Ratings were awarded wrongly in few cases. It may be confusing for someone who is

filling the forms to convert into percentage. For eg. % achievement in KRA#1 i.e

Business Achievement Plan, so the values are to be converted to percentage. Also in a

single KRA a manager has to give rating many numbers of times before giving overall

rating for that KRA. This confuses and tires a person sometimes and the result is half

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filled or incorrectly filled forms. This process is repeated for each KRA and overall

ratings are at the end. Probably it would be a good idea to reduce so many ratings. Only

one rating for one KRA should be done to simplify the process.

The detailed observations and analysis for the PMS system can not be disclosed in the

report as it is confidential data for the organization.

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EMPLOYEE

ENGAGEMENT

SCHEMES

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WHAT IS EMPLOYEE ENGAGEMENT?Employee engagement has been the fastest growing form of community involvement during the

1990’s in many parts of the world.

Companies are increasingly aware of the role that they can play in supporting employees, in

becoming more aware of and taking action to respond to the social, economic and environmental

problems in communities. And the benefits back to the company for employee engagement are

tangible in many ways. Employees learn new skills, demonstrate leadership and feel good about

the company, themselves and what they can contribute to the community. The company

improves its public image through its employees acting as company ambassadors, giving the

company a human face.

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A fully engaged employee is intellectually and emotionally bound with the organization, gives

100 percent, feels passionately about its goals and is committed to live by its values. This

employee goes beyond the basic job responsibility to delight the customers and drive the

business forward. Moreover, in times of diminishing loyalty, employee engagement is a

powerful retention strategy. The truth of the matter is that employee engagement does have a

strong tangible impact on the bottom-line.

Employee engagement occurs when staff doesn’t merely turn up, but go that extra mile. Engaged

employees are committed to their work, putting in enthusiasm and discretionary effort for the

organization’s success. Worldwide, six-out-of-ten (59%) of highly-engaged employees said they

planned to stay with their employer, compared with 24% of disengaged staff. Another advantage

of engagement is that workers start to believe in the corporate brand. 9

There are two complementary approaches to developing an employee engagement program. The

first is a supportive approach where the company’s main efforts are to encourage employees’

existing engagement in the community, usually outside of work time. Companies who want to

initiate employee engagement and identify activities and issues that align with their values and

developmental needs use an alternative, strategic approach. The two approaches can, of course,

work together to form a holistic program of employee engagement.

Effective employee engagement:

1. Addresses community needs.

Companies can play an important role in helping to solve community problems.

Employee engagement programs provide an effective way to engage in dialogue with

community stakeholders; jointly identify needs and solutions and bring together the

community needs, the company goals and employee desires to participate.

2. Reflects employee interests and skills.

9 Employee Engagement: The Key to Gaining Competitive Advantage by Richard S. Wellins, Ph.D., Senior Vice President Of Global Marketing And New Business Development, Paul Bernthal, Ph.D., Manager Of Center For Applied Behavioral Research Mark Phelps, Senior Consultant Development Dimensions International

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Employee engagement programs can make a real difference to how employees feel about

themselves and their employer. They provide a way to create new forms of dialogue with

employees.

3. Meets business priorities.

Programs that are aligned with business objectives can bring tangible benefits to the

company and are seen by employees and external stakeholders as relevant and

meaningful.

4. Training and Development.

Employee engagement can complement training and development programs with the

added dimension of a real life situation that traditional training courses cannot provide. In

an unfamiliar situation, employees can be stimulated into creative thinking and problem

solving, end encouraged into real learning.

5. Transfer of core competencies of the business through the time and resources of

employees into local communities.

6. Employer of choice.

There is increasing evidence that people do make the link between companies that are

actively involved in the community and those that are good to work for. More and more

potential recruits are choosing employers who behave responsibly.

7. Values, culture, morale and motivation.

Employees take great pride and satisfaction in what they achieve through their employee

engagement in communities. When employee engagement is developed as a company-

wide program it helps to build a cohesive workforce, underpinning company values and

culture.

8. Corporate reputation.

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Employee engagement as part of a wider social investment program can build a

company’s image in its local communities. Employee engagement is seen as a tangible

way of demonstrating a company’s social responsibility, strengthening its reputation in

the local and wider community. 10

Having fun at work can help morale, reduces stress, improves staff retention, means less

sick days and increase team building and spirits.

BENEFITS OF EMPLOYEE ENGAGEMENTS

Some of the benefits of employee engagements are as follows:

Increased passion, commitment and alignment with organization’s strategies and goals

Increased productivity and improved morale

Boosted business growth

Your employees become effective brand ambassadors for your company

You create a sense of loyalty in a competitive environment

OBJECTIVE OF THE PROJECT

Analyzing the existing employee engagement programs in HCCBPL and making new &

pragmatic proposals for the same keeping in mind the atmosphere, business, constraints, culture

and requirements of Hindustan coca cola beverages pvt ltd.

METHODOLOGY ADOPTED

1) Analysis of existing engagement activities: this involves finding about the existing

programs in the organization.

10 Engage: Getting Started in Employee Engagement by Amanda Bowman

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2) Interviews: Interaction with HR personals and other associates to understand the needs,

requirement, feasibility etc for engagement activities and also to learn about already in

place activities.

3) Suggestions and recommendations: this involves giving suggestions and

recommendations for the future employee engagement programs.

4) Feasibility analysis: Doing a feasibility analysis for various proposals and suggestions

made for the engagement programs.

5) Formation of report: this includes formation of a comprehensive report for the proposed

employee engagement activities.

ANALYSIS AND OBSERVATIONS

STUDY OF ALREADY EXISTING EMPLOYEE ENGAGEMENT

PROGRAMS IN HCCBPL

The areas covered under study of already existing employee engagement are as follows:

1. Moula Ali, Hyderabad

2. Ameenpur, Hyderabad

3. Regional office, Hyderabad

4. Nemam, Chennai

5. Sales office, Chennai

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6. Bidadi, Bangalore

7. Marketing & sales office, Bangalore

8. Vizag

9. Vijayawada

10. Sales and marketing, Coimbatore

A template was designed to store the information received. Various activities in different regions

are as followed:

  Activity-1 Activity-2 Activity-3

Current Activities/ Programs Family DayRefreshment Party

Target Achievement Party

Target Audience/Dept/Gradeall from worker to managers sales sales & MD

Locationbeach (this year), resorts etc

any eating joint or hotels etc

any eating joint or hotels etc

Duration 1 day 1 day 1 day

Budget 11 lakhs

comes under marketing incentives

comes marketing incentive

Ideal Timeafter peak season (dec - jan)

before season begins

after season completion

Culture(mindset of people)family oriented, middle class not conservative  

Interest of People

family time, amusement to children Eating out

More outdoor events and functions etc

Turnout of People 90% 95% 95%

Involvement of Top Managementeveryone was present, 100%

top management is required to be present

involved, HR people involved

Frequency once in year twice a year once a year

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Man-Power Requirement

every department has a representative, HR people

lot of people are involved in planning & organizing

HR + Sales team people are involved.

Accessories Requirement Fooding, Logistics, Printouts, gifts, fooding, logistics etc

Printouts, gifts, fooding, logistics etc

Additional Information if any dinner packages None None

target Audience feedbacks

excellent responses, everyone was enthusiastic

great response, like to have such events

Enthusiasm on gifts & rewards etc, motivated people for next targets

Brief Description

dinner packages were given, games and picnic

take out for some lunch or snacks etc

presentations of gifts, lunch etc

       

Grievance Handling and Meetings

Open house meetings or grievance meetings.    

Turnout of People HR participate    

target audience

all staff, everyone on the payrolls of the company    

issues involved

anything that bothers any particular employee, problems varies with season    

Frequency At least once a month but try to do it at least on sat or sun.

   

Involvement of Top Management

HR Dpt participates, managers    

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adherence to time line

most cases are solved immediately    

Ideal Time

try to solve it before next meeting    

Response of top managementtry to solve the problems    

       

Suggestions None specific    

Role of HR

lot of planning, hard work, taking care of small details, supervision, involving top management officials    

  Activity-1 Activity-2 Activity-3 Activity-4

Current Activities/ Programs Family day

Republic Day Safety Day

World Water Day

Target Audience/Dept/Grade

all permanent employees

all permanent employees all employees

all permanent employees

Location Beach resortplant & office plant & office

plant & office

Duration 1day 1day 1day 1day

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Budget Rs. 12 Lakhs Rs. 20,000 Rs. 25,000

Comes under CSR activity, approximate budget 20 - 25 Lakh

Ideal Timeafter peak season, 4th feb 26th Jan 1 day 1 day

Culture(mindset of people)

Family oriented, spend time with kids, involve work with pleasure, workmen etc are from lower end of society so are traditional and conservative also, staff are educated and enjoy fun events and activities.      

Interest of People

would like more events & functions, mingle work with fun activities      

Turnout of People 95%

with security, not full employee attendance required 100% 90%

Involvement of Top Management

Managers involved, AGM also involved

All managers take interest and are involved    

Frequency once a yearoccasions, once a year once a year once a year

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Man-Power Requirement

HR dept and people in other areas also helped if required      

Accessories Requirement

fooding, logistics, transportation etc

logistics, decorations

logistics, accessories

gifts, logistics etc

Additional Information if any None      

target Audience feedbacks

very excellent feedback, especially dinner package which was included this year was appreciated very much, pictures and all were taken

good response

positive response, workmen also participate enthusiastically

good and positive response

Brief Description

Beach resort, theme of village & rural area, candy, games, lunch was served, bhelpuri, dinner was also served so the employees do not have to cook after a tiring day.

flag hoistation, sweets distribution etc

safety pictures, slogans and sketching contests, presentations, drills etc

spread awareness

         

Grievance Handling and Meetings

Open houses meeting

Follow the calendar    

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Turnout of People

Earlier there were many issues and complaints but over the time now the turnout is lowered as not many issues come out.    

Target audience

Conduct meetings separately for all grades of associates like work men, contract labour, staff and managers alone      

issues involved

Now only small issues like wages calculations, leave problems and OT calculations come up.      

Frequency

Once in month, alternative day btw 2-4 pm anyone can come with problems etc.      

Involvement of Top Management

Everyone is committed to help and solve any problem as per possible      

Adherence to time line

Mostly issues are solved in 24 hrs      

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Ideal Time

Within 24 hrs some action is tried to be taken on regular issues otherwise appropriate time line is fixed      

Response of top management

positive and helpful      

         

Suggestions

Try to plan something for the canteen etc, No activities for contract laborers.      

Role of HR

Planning and co ordination is all done by HR dept. overall organization of the events is also handled by HR with help from other areas if required.      

  Activity-5 Activity-6 Activity 7 Activity 8

Current Activities/ Programs

Navratri Pooja

Vishwakarma Pooja

Women Day Diwali

Target Audience/Dept/Grade

all permanent employees

everyone from workmen to mangers

staff & managers etc

all employees

Locationplant & office plant & office Office

plant & office

Duration 1day 1day 1day 1day

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Budget Rs. 25000 Rs. 3 Lakhs

Rs. 600 per person + Rs. 2000 pearl necklace

Rs. 750 per employee

Ideal Time 1 day 1 day 1 day 1 dayCulture(mindset of people)        Interest of People        Turnout of People 95% 95% 100% 100%Involvement of Top Management        

Frequencyoccasion, once a year

occasion, once year

occasion, once a year

festival, once a year

Man-Power Requirement        

Accessories Requirement

decoration, logistics, fooding and related stuff

decoration and related accessories

bouquet, sweets and gifts etc

crackers, decorations, sweets etc

Additional Information if any        

target Audience feedbacks

good participation and great response

great response and full participation from employees

gifts and all were appreciated very well

positive and good response

Brief Descriptionbig pooja, sweets etc

plant and office is decorated, pooja is conducted on large scale, sweets and snacks are given

bouquet of flowers, sweets and gifts of pearl necklaces re given to women employees

free crackers and sweets are distributed to employees.

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SUGGESTIONS FOR EMPLOYEE ENGAGEMENT ACTIVITIES & THEIR

FEASIBILTY ANALYSIS

Various suggestions for employee engagement activities made by me are as follows:

Fields Activity -1 Activity -2 Activity -3

       

  Night Out Camping Cricket Tournament

Visit SOS Village / Old Age Home

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Brief Description

Night Out Camping involves going to an out door location like some natural park, grounds, or any open sky areas. Put up tents and bonfire, play some songs, play games, cook food there itself and enjoy the night out with the nature. Employees are required to bring along their families and children. A bus or transport should be arranged for travel and one could explore the natural surroundings around the city.

Book a ground for one day and conduct an coke cup cricket tournament. Drinks, snacks and food for both audience and players will be provided on ground itself. Selections are made by conducting matches within employees of one unit and then the best winning team can compete with teams of other units in south or whole India. Winning team would take home the trophy and the gifts.

Visit an SOS village with the families and kids. Spend the days with children there. Take along some gifts etc to give to underprivileged children there. Play with them, teach them or I n general interact with them.

Target Audience

Majorly this activity would be for staff and manager level associates

This activity is for Market developers and Sales team people.

For all staff and managers

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Benefits / Reasons

Night out is different activity than most day activities already conducted. It will be fun for the families and especially for the children who would enjoy the experience.

Since the MD and Sales team consist of mostly guys this would be more interesting for them. It is an outdoor and physical activity which is different from usual eat out parties. This would entail the pride of winning the coke cup and would bind the employees more with the company.

Will teach the employees and their families some compassion towards the society. Would act as image booster for the company. When children of employees interact with kids at SOS village they would also learn and enjoy along with their families. Would be a different and satisfying experience for all.

Location

Natural open skies areas, grounds, wild sanctuaries, parks and similar places

Any open ground or stadiums which are easily available for rent at cheap prices for a day.

Any Old Age Home or SOS villages around the city.

Time Required 1 day and 1 night 1 day 1 day

 Budget

Rs. 7-8 Lakhs approximately. Breakup: Rs.15,000 (for a tent for 4 person accommodation) + fooding ( Rs.20,000) + Rs. 2,500 (transportation by Bus)

Rs. 75,000 - 1 Lakhs approximately (2500*2 + 6000*4 + 300 *150). Breakup: Rs. 2,000 (transportation by bus) + Rs. 6,000 (sports kit) + Rs. 300 (food) per head

Rs. 77,500 - 1 lakh approximately. Breakup: Rs. 2,500 (transportation by one bus) + Rs. 50,000 (Fooding) + Rs. 25,000 (Gifts)

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Ideal Time

After the peak season. One should probably start on Saturday morning and get back to homes on Sunday so as to relax and be ready for work on Monday morning.

Can be conducted once every year as per suited by the organization. Any time

Accessories Required

Tents, food and stuff required for cooking, night lamps, beddings, games and related activities, transport and other such related items.

Trophy, gifts, foods, snacks, drinks, uniforms, ground, transportation, logistics etc

Gifts etc (which could also be old clothes & medicines etc collected), fooding, transportation, logistics etc.

Fields Activity -4 Activity -5 Activity -6       

  Open Air Theater

Inter Department Carom, Chess or Badminton Championship / Games Room Theme parties

Brief Description

Put up a big screen, loudspeakers and projectors. Get the VCDs or DVDs of popular movies and show in any open space. Provide food and snacks like cold drinks, popcorns, sandwiches etc during the movies.

Can Conduct any games championship like carom, chess etc or can make a games room inside the campus where some common games can be kept for the enjoyment of the employees.

Can pick any theme like ethnic, flowers or astronomy and provide decoration and food according to the theme. Everyone is required to dress up according to the theme and added props can be there like tarot readers, parrot readers or flower garlands, big prints or traditional dishes of nay one part of India.

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Target Audience

Workmen and their families.

Can be done for both staff level or for workmen etc. games room facility can be enjoyed by workmen and staff during breaks etc. Staff and manager

Benefits / Reasons

Since not many activities are for Contract labours and workmen and it is difficult to arrange an event for them I think this activity can be enjoyed by them. Movies are liked and watched by mostly all and involving families would entail more participation and enjoyment for them. Can be done separately for staff and other levels of employees also.

Would provide entertainment and break from monotonous work environment.

Different activity and interesting to attempt. Do not require any specific skills and can be enjoyed by all age groups.

Location

Any open ground or available place (if such a space is available inside the campus boundaries it would be better).

Any available space can be converted in games room. Championship can be conducted inside the campus location itself.

Can hire any hotel or resort. Can be conducted inside the office campus if a big hall or space is available.

Time Required 1 day Not applicable 1 day

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Budget

Rs. 50,000 approximately (considering the availability of projector and related equipments). Breakup: Rs. 1.5 lakhs (Projectors, big screen, loudspeakers; mostly already available) + Food (Rs. 200 per person). This estimate is base on 200 people.

Rs. 8,000 approximately. Breakup: Rs. 3,000 (for games equipment) + Rs. 5,000 (Gifts / prizes as per budget)

Rs. 2 Lakhs Breakup: Rs. 75,000 (themed food) + Rs. 25,000 (Decorations etc) + Rs. 25,000 (Games, quizzes, props) + Rs. 25,000 (Hotel booking) + Rs. 2,500 (transport by bus)

Ideal Time After peak season Anytime Before peak season

Accessories Required

Logistics like projectors, speakers, screen etc, food and other items.

Carom board, Prizes, Gifts, Chess. Table, Chairs and related stuff.

Fooding, Logistics, Decoration etc

Fields Activity – 7 Activity - 8 Activity - 9  Activity - 10         

 Run Way Nine/ Go Carting Snacks bar GYM

Water Park / Oceans water park

Brief Description

Can take the staff for outdoor go carting, rock climbing and other related sports. It will be a different and interesting experience.

All the units of Coke have a canteen and cold drinks, coffee etc for the employee but addition of fresh healthy snack bars like fruit juices, sandwiches or fruit salad is added to the

All units of coke can have a room for gym.

Water parks are the best way to beat the heat of summers. The organization can take the employees to Water Parks along with their families for 1 day.

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Coketeria it would increase facilities. People who would like to have some light and healthy snacks between meals it would be suitable for them too.

Target Audience

Sales Team / Staff and manager

All employees. For Contract labors and workmen a fruit juice machine or counter can be installed near their working space.

managers & staff Managers & Staff

Benefits / Reasons

Different activity and interesting to attempt. Do not require any specific skills and can be enjoyed by all age groups.

Healthy option, energizing and would provide light snack between meals.

Healthy option, energizing and would increase the fitness level of employees

Fun filled activity to beat the stress of work and have a break from monotonous life.

Location

Any go carting and sports center like Run Way Nine in Hyderabad

Any space in the office and plant. Can also be included in canteen.

any free room of space in premise.

Any water park like Ocean water park in Hyderabad

Time Required 1 day NA NA 1 day Budget Rs. 40,000

(500*40+300* 40 +5000). Breakup: Rs. 500 (for sports) + Rs. 300 (food per person) + Rs. 2500

Rs. 25,000 Approx 2 lakhs per unit.

Rs. 85,000 (300*150 + 150*200 + 4 *2500) Breakup: 300 (food per person) + 200 (ticket fees) +

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(transportation by one bus for a day). This estimate is based on 40 people.

2500 (transport by 1 bus). This estimate is based on 150 people.

Ideal Time After peak season Anytime anytime Summers

Accessories Required Transport

fruits, machine etc.

Fitness machines, music system, free room. Transport.

Apart from these suggestions of activities we came up with easy to implement ideas to brighten

up the office lives of employees and to keep them energetic and boosted up for the entire day.

We compiled a comprehensive list of games, places to visit, important contact numbers and

addresses required, easy to implement ideas for work place. Amongst all the suggestions and

recommendations made by us the management chose four ideas to implement. We elaborately

designed these ideas. Following are the four ideas which are to be implemented in the

organization in the near coming future.

We also concentrated on easy to implement ideas and activities in day to day routine lives of the

employees. Since employees spend most of their day in the office, their life can become

monotonous and tiring. The office is not a fun place anymore. This hampers creativity,

productivity and motivation of an employee. It is also not possible for organization to plan big

activities for their work force much often as it requires time, energy, money and other resources.

Hence we concentrated on easily implemented ideas which require less effort and time to be

implemented and make big differences. The list for these ideas is attached with the report in the

appendices.AK

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1# COKE WOMEN’S PARLIAMENT

LOGO: (Signifies opening up of veil of Indian

women.)

VISION: Women’s empowerment for global betterment.

MISSION:

1. To stimulate women’s participation and address their concerns.

2. To motivate women empowerment.

OBJECTIVE:

Coke Women’s parliament aims to provide a forum wherein all the women associates of coke

can voice their opinions and grievances as well as give their suggestions for any matter

concerned (personal or professional).

SCOPE:

Provide an open forum where in any women associate can voice her opinions, issues, problems,

and give various suggestions, advices and counseling for the related topics.

COORDINATOR OF THE FORUM: Mentor

AGENDA & ACTIVITIES:

Regular interaction among the women associates

Discussing the rights and related issues for women.

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Discussing and addressing the personal and professional problems affecting the women

associates.

Conducting various CSR activities in the region and adding to the reputation of the

organization.

Conducting various educational and orientation programs to develop and enhance their

skill set and groom their personalities.

Conducting various engagement activities to bring forth their talents and capabilities.

Celebration of events and occasions like international women’s day and festivals etc.

CALENDAR: A common meeting has to be conducted once in two months.

2 # COKE BUDDY/COKE CARES!!

PURPOSE:

The main aim of this exercise is to make the associates feel that the organization listens and also

responds to their grievances, suggestions, queries, advices and ideas. Anyone can put any thing

which he wants to bring into the notice of company on a piece of paper and just drop it in the

box. It’s a simple and easy way to bridge the communication gap. Anyone who wishes to

communicate anonymously can also bring his points in the notice of management.

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NUMBER OF BOXES:

1 In factory (next to the notice board)

1 In shipping (inside shipping building on the office wall)

1 In office (next to the board)

1 On entrance to the plant (C Gate)11

FREQUENCY:

The box will be opened on every second Wednesday of the month. The committee will have two

days to discuss and find solutions of various issues. On the following Saturday the committee

will give their decisions. They may issue some notice & information’s on related topics on the

notice board or they can go for individual counseling and if need be they may address an open

forum. The notice of the next date when the box will be opened is to be put on the notice board

so as the employees know that their concerns are being heard & they can expect a response, and

also this make the system transparent system.

COORDINATING COMMITTEE: 3 Members (2 from hr, 1 from plant)

PROPOSED SHAPES:

3 # FLAVOURS OF THE WEEK!!

DESCRIPTION: This is a notice board to be placed within the office premises. This would facilitate the flow of

information from management to employees and vice versa also.

11 See glossary

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LOCATION:

1. Office premises, right hand side wall the in front of the photocopy workshop.

2. On the way to plant, right hand side wall of storage room.

CONTENTS OF THE BOARD:

1. Announcement of different Contest winners

2. Important notices by the company regarding

- job vacancies

- competitions & contests

- Advices and suggestions given by the employees which company implemented or

planning to implement.

- schedule of meetings

- up coming event

- upcoming birthdays and wedding anniversaries (responsibility of HR department)

3. Thought for the day (responsibility of HR team)

4. Articles or newsletters (they may be published articles about company in newspaper and

magazines or written by any associate, or any interesting article from anywhere).

5. This board could be decorated according to the themes. If there is any festival or occasion

around then it could contain articles related to that, related events happening etc.

6. Latest happenings in the city – any event happening in the city; the details of which could

be provided on the board for employees

7. Tit Bits- Any contribution by employees themselves.

8. Pictures of events held in coke, pictures of contest winners or candid camera pictures.

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Contents of the board will be changed once a week. Thought for the day will be written

daily.

PROPOSED SHAPES:

This board can be placed with the coke buddy i.e the grievance and suggestion box discussed above.

4 # KO – ROAR PATI

INITIAL ANNOUNCEMENT

Firstly there should an announcement made (probably with the help of notices and circulars)

about the game and its rules and regulations.

TARGET AUDIENCE

Managers and Members of Staff (Those having access to PC).

INITIAL ROUND

This round will comprise of 15 questions for each participant. Each question will be having four

options. These questions will be very basic General Knowledge questions. (This round will

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comprise of questions on Mythology, Elementary Science, Current Happening, Movies,

Geography, and History etc.)

Step 1: Filling the personal information by an individual.

Step 2: After filling of the personal information by the employee, he’ll be getting 15 questions

on the screen and the employee in top 5 positions (the ones who have been able to answer the

maximum number of questions correctly in the minimum time span) will be selected for the next

level.

Whenever the 1st question gets wrong the system will indicate the guy to quit the game.

The first priority for the selection is the maximum number of questions been answered

correctly and

The second is the time taken to answer these questions.

For Example: Full form of PITA12

At the end of this first screening round 5 guys from each unit would be selected, these will be the

top 10 performers of that particular unit. These winners will be getting a cheque of Rs.2000/-

each.

SECOND ROUND

This round will comprise of 10 questions. These questions are going to be based on the Function

a guy is in (HR questions for HR people). These questions also will be having four options and

one of the answers given would be the correct answer.

Step 1: For this round also the employee would be filing in the personal information online.

Step 2: Next he’ll be getting 10 questions on his screen and 1 person from each region who has

answered the maximum number of questions correctly in the minimum time span will be

qualified for the next round.

As and when the participant gives the wrong answer to any question he would not be

allowed to continue further.

12 See glossary

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In this case if the 2 participants correctly answer the same number of question they will

be selected on the basis of minimum time taken to answer the questions.

For example: From a marketing guy: What is the maximum Red score of an individual in the

region?

One person per unit will be selected for the final round after this round; she/he will be the best

performer of the unit. This winner will be getting a cheque worth Rs. 5000/-

FINAL ROUND

This round will be conducted at Hyderabad Head Office of HCCBPL for South Region. All the

best performers of from each unit will be assembled at a venue on a predetermined date.

These participants will be made to sit in a group and they will be playing the Fastest Answer

First. There will be a question put up on the screen and who so ever hits the buzzer first and

gives the correct answer for the screened question will be qualified to play at the COKE SEAT.

This participant on the COKE SEAT will have to answer 15 questions correctly in order to win

the BUMPER PRIZE. This person needs to necessarily answer the first 5 questions and if he fails

to do so next person would be qualified by the method of Fastest Answer First.

The Prize to the participant would be given as per the following scheme:

If the Participant

Answers the 6th question correctly- 200 ml bottle- 200 Miles Trip (One Way)

Answers the 7th question correctly- 250 ml bottle- 250 Miles Trip (One Way)

Answers the 8th question correctly- 300 ml bottle- 300 Miles Trip (One Way)

Answers the 9th question correctly- 400 ml bottle- 400 Miles Trip (One Way)

Answers the 10th question correctly- 500 ml bottle- 500 Miles Trip (One Way)

Answers the 11th question correctly-1 Lt bottle- 1000 Miles Trip (One Way)

Answers the 12th question correctly-1.2 Lt bottle- 1200 Miles Trip (One Way)

Answers the 13th question correctly- 1.5 Lt Bottle- 1500 Miles Trip (One Way)

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Answers the 14th question correctly- 2 Lt Bottle- 2000 Miles Trip (One Way)

Answers the 15th question correctly- He will get a Trip to Australia or Mauritius for two

members.

Finally if the person answers all the questions he will be called as the KO-ROAR-PATI. In case

if a person cannot answer all the questions, the person who has reached or gained maximum

miles will be the KO-ROAR- PATI13.

OTHER PROJECTS: MD’S ASSESMENT

CENTER

13 See glossary

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MD’S ASSESMENT CENTER

DESCRIPTION:

We also helped HCCBPL in the ongoing project ‘MD’S Assessment Center’. Market Developers

are not on the pay rolls of the company. However to motivate market developers and to develop

their careers the organization has launched this assessment center wherein even a market

developer has chance to get promoted and become a part of HCCBPL. They can also come on

the pay rolls of the company. This is an excellent opportunity for them.

We helped the management in the recruitment process for these MD’s. This project provided us

with the opportunity to understand the recruitment and selection procedure of the MD’s.

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This exercise was divided into two parts:

1. One part concentrated on analyzing the work performance of the market developer. For

example how successful are they in achieving results, what are their RED score 14, How

successful are they in achieving EBITDA etc. This measure how the actual professional

work performance is of the MD.

2. The second part concentrated on understanding and analyzing the behavioral aspects of

the market developer. The aim of the exercise was to understand whether the particular

person had the qualities necessary for the job profile.

For the first part previous performances of the MD’s were checked. For the second part

various exercises were conducted and performances measured.

The exercises conducted were as follows:

1. Group Discussion

2. Aero-modeling discussion

3. Case let

4. Aero-modeling Implementation

5. Role Play

6. Interview

The qualities checked were:

Lives the values

Delivers results

Building Relationships

Planning & Execution

Demonstrating Financial Acumen

ANALYSIS:

In this exercise we concentrated on understanding the recruitment and selection process fro

market developers. We audited the files of market developers and maintained the records of each

14 See glossary

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individual’s performance. We recorded the comments of the assessors for each market

developers. We also analyzed the areas for development for each market developers so as to

indentify short comings and work on further training & development of market developer.

The analysis and details of this assessment center can not be disclosed in this report as they

are confidential for the organization.

BENEFITS FROM THIS EXERCISE:

A greater in depth understanding of recruitment and selection process.

An overall assessment of an individual i.e from behavioral components to work

performance all is considered and then final selections are made.

In house promotion scheme boosts the moral of the employees.

Clear cut defined procedure for assessment of MD’s

Maintenance of files so as to give a feedback to the MD and also to determine his training

and development needs as well as his strengths and skills.

Also makes it easy to track down any record of any individual.

REFERENCESBOOKS

Ashwathappa K, Ashwathappa K, Human Resource and Personnel ManagementHuman Resource and Personnel Management, Tata Mc Graw Hill, Tata Mc Graw Hill

Publications, New Delhi, 1992Publications, New Delhi, 1992

Edwin B Flippo, Edwin B Flippo, Personnel ManagementPersonnel Management, McGraw Hill International, Singapore, 1984., McGraw Hill International, Singapore, 1984.

Malhotra Naresh K. Marketing Research, an applied orientation.

Prasad LM, Prasad LM, Principles of ManagementPrinciples of Management..

Rao T V, Performance Management & Appraisal System, Response Books

Smith Malcolm, Performance Measurement & Management, SAGE Publications.

INTERNET WEB SITES

www.coca-cola.com

http://en.wikipedia.org

www.google.co.in

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www.coco-colaindia.com

www.careerjournal.com

http://www.shrm.org (Society for Human Resource Management)

http://www.mrs.org.uk (MRS Network Employee Research Group)

www.attackstress.com

www.employeeengegment/cerebralstuff.htm

www.employeebenefits.co.uk

ARTICLES AND RESEARCH PAPERS

Organizational Culture by Kathyrn A Baker.

Employee Engagement: The Key to Gaining Competitive Advantage by Richard S.

Wellins, Ph.D., Senior Vice President Of Global Marketing And New Business

Development, Paul Bernthal, Ph.D., Manager Of Center For Applied Behavioral

Research Mark Phelps, Senior Consultant Development Dimensions International

Engage: Getting Started in Employee Engagement by Amanda Bowman

GLOSSARY

RED – Right Execution Daily; a term related to market developer wherein they

have to ensure that the outlets under them are following the specification

properly. A high RED score means good performance.

COKETERIA – cafeteria in coke office at Moula Ali, Hyderabad.

KO – In NYSE coke is registered under the name of KO.

PITA – A arithmetic term used in market developers to help them understand

how to improve the

C GATE – Security check gate on the entrance to the plant premises at Moula

Ali, Hyderabad.

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APPENDICES

1 # EASY TO IMPLEMENT IDEAS FOR WORK PLACE:

1. Puzzle: Send E-mail to everyone containing one Crossword or Puzzle, The person who

sends first and right answer will be the winner.

2. Good Morning Mails to Every executive.

3. Best Quotation: We can decide days in a week i.e. Monday is Happiness, so the person

should send some quote related to happiness, the best quote will be awarded with some

goody bag.

4. Flowers: Once in a month we can send a single stick of flower to everyone, it should

either be given in the morning or place it before they come to office.

5. Lucky Draw: Everyone should be given a number and lucky draw will be taken

randomly and it will be taken once a week and will be awarded with a goody bag. We can

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place some Sudoku puzzle or Garfield at the desk, once a week and one who submits

first will be awarded with the Goody bag and Garfield can be read for entertainment.

6. SMS contest: One who sends the best SMS or submit it will be awarded Goody Bag.

7. Complete the Phrase/Line.

8. Describe the word in the funniest way you can.

9. Give some ice cream/ chocolates in middle of the day.

10. Complete the joke.

11. Theme day: You have to wear something related to the colour i.e. Red or Blue etc.

12. Give the Exact word in Hindi i.e. Train is called lohpatgamini.

13. Graffiti wall: in Coketeria wall besides the sofas could be turned into a graffiti wall

wherein anyone can write any quote, any funny lines or jokes. This wall will brighten up

the atmosphere and would be fun activity to indulge in. this wall can be constructed by

simply applying paint or chart paper on the walls and putting some sketch pens etc near

by.

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