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Published byAldous Joseph Modified over 9 years ago
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Driving profitability through HR Agenda: PepsiCo experience
David Souperbiet HR Vice-President, PepsiCo in Russia
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PepsiCo in Russia The biggest food & beverage company
In Russia since 1959 Investments in Russia economy about $10Bln 40 plants 25 thousand employees 10 out of 20 biggest F&B brands in Russia
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63% 50% 27% Driving profitability through employees engagement
“Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization that profoundly influences their willingness to learn and perform at work.” Engaged employee: Is satisfied with his/her company as a workplace Has a feeling of personal accomplishment Is committed to the company (is not willing to jump the boat) Put more effort into his/her job than is required to help company succeed Engagement at PepsiCo High-engagement workplaces have: 63% 50% 27% difference in shareholder return (Hewitt Associates) higher sales (Gallup) higher profits (Towers Perrin)
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Recognition to make our people feel valued
PepsiCo’s Engagement strategy is based on “universal” engagement drivers and regular measurement Internal communications to take employees with us and make their job meaningful Recognition to make our people feel valued Manager Quality to make our people processes meaningful for each employee Two types of tools: centralized (Ezzy-portal & newspaper); decentralized & two-way (“communicating manager” concept; infopacks, town hall meetings, round tables, managers’ letters, breakfasts, etc) Two focuses: business strategy & performance; cultural attributes (Values) About emotions not money About appreciation not incentives Focus on on-the-spot recognition by managers: Tools for managers to make recognition every day (25% employees covered) Promoting “thank you” culture Communicating and celebrating wins & heroes Transition programs for managers (First Time Manager, Leader of Managers, etc) Leadership forums Programs for managers: Diversity & Inclusion workshops to embed inclusive leadership; Coaching Manager, etc. Manager Quality site Manager Quality award & success stories Measurement & follow-up: regular (every other year) organizational health survey (95% of employees participate) & down-to-top action planning process
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Talent Acquisition outcomes Context before TA launch
:33 Talent Acquisition outcomes Context before TA launch Fragmented recruitment team ( Capabilities; HRGs involved in hiring) Average recruitment cycle for management roles 50+ days Not consistent hiring process and assessment tools utilization High cost per hire More than 15 HR vendors Solution Standardized hiring protocols for different levels (Consistent candidate experience) Specialization: Functional and Professional vs Industrial Flexible structure: Core + Task force Applicant Tracking System Segregated Sourcing team; ( Recruiters focus more on Selection) Outcomes 70 vacancies per week Recruitment cycle for management roles 43 days Cost per Hire over 40% decrease – from 9,4% to 5,3% (from average annual salary), 10 HR providers © THK-BP presentation name 5
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Thank you! Узнайте больше о нас на www.pepsico.ru David Souperbiet
+ 7 (495) Узнайте больше о нас на
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