Coca Cola Slides

7/30/2019 Coca Cola Slides

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2/13

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


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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.



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Goals for 2020 cont.

Portfolio

More than double our servings to over 3 billion a dayand be No. 1 in the NARTD beverage business in everymarket 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.



5/13

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



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GM Set-up

There is a GM Centre of Expertise (CoE)

consultant for each region:

North America

Latin America

Europe

Eurasia/Africa

Pacific



7/13

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



8/13

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 inregional sites)

Scaled

Expertise

COEse.g.,

C&B

Talent Mgmt

TalentAcquisition

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 HRDs

BU / Group HRDs

Build people strategies and drive

change / organizational effectiveness,

in partnership with the business Coach and advise Business Unit leaders

Enable talent and performance

management for their business

Corporate Center


Shared

Transaction

Services

GBS HR(located in

regional sites)


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9HIGHLY RESTRICTED


Building a Global Talent Acquisition Foundation

One Process

Technology Platform

Right People

The Foundation

Global recruiting team withdeep sourcing expertise

Common global process

Single global technology
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10/13Classified - 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 - Employedbut open to a position

Moderate

Prospect willing to explore otheropportunities

Prospect may be disenchanted

with current employer

Internet postings


Contingent and Retained Search

Firms

(3) Relationship

Focused- Employed,happy, & not seeking

external opportunities

Difficult Any companys most prized

employees and typically the highpotentials

Contingent & Retained Search Firms


Sourcing Consultant

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11/13Classified - 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 Modelvs

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12/13

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



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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


Documents

Coca Cola Slides