1. Talent Management meets Global Mobility
The Coca-Cola Company
Talent Management
meets
Global Mobility
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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
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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 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.
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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
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7. 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
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8. 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
BU / Group HRD’s
Global Business Services
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
Transactional services across all HR processes
Implement certain initiatives and plans developed by the COE, with input from HRD’s
Shared Transaction Services GBS HR
(located in regional sites)
Scaled Expertise
COE’s
e.g.,
C&B
Talent Mgmt
Talent Acquisition
Global Mobility
5. Conducting the BU/Corporate Leader Conversations –
Contains thought-provoking questions to help you prepare, conduct and process the Leader conversation(s)
Corporate Center
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
Lean Corporate Center
Governance
Strategy
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9. Building a Global Talent Acquisition Foundation
The Foundation
Right People
Global recruiting team with deep sourcing expertise
One Process
Common global process
We are investing in standard process and technology… enabled with the right people… People with the experience in this space.
Technology Platform
Single global technology
HIGHLY RESTRICTED
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10. 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
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
Sourcing Consultant
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11. 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 vs
Direct Sourcing Model
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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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13. 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
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