demographic workforce in ccbpl

Assignment Report:

On

Coca Cola Beverages Pakistan Limited

Student ID:-

MBA ( HRM))

Submission Date:.27/02/2013

SUBMITEDTO :IMRAN AASIQ SB

Page | 1

SUBMİTTED BY :- ASİF HUSSAİN

[COCA-COLA BEVERAGES PAKISTAN LTD ]

DEDICATION

I want to dedicate my work to my parents, and all my friends for being with me and helping me in each and every difficulty I faced in this internship completion and to my Instructor and all those who taught me, trained me and polished my abilities at Virtual University Of Pakistan and my Internship place Coca-Cola Beverages Pakistan Ltd.

2


ACKNOWLEDGEMENT

All the praises are for Almighty ALLAH. By the grace of whom, I have completed my

internship successfully.

I would like to acknowledge and extend my heartfelt gratitude to the following persons

who supported me throughout my great experience of the report and provided me moral

support and helped me whenever I needed.

My course instructor, who helped me throughout my report and my semester.

Management of Coca-Cola Beverages Pakistan Limited, Sialkot for providing me

the great opportunity of report and all necessary information and material

regarding my report.

Whom I come to contact during the course of my internship as well as preparation

of this report. I am fortunate to have many excellent seniors and colleagues who

provided much useful advice with their knowledge & experience.

At the end, I am very obliged to my family and friends who were always there by my side

to guide me and gave me courage that I can do the best in my life.

3


ABSTRACT

Demographics literaly means a statistical data obout any given section of the population.

Demographics study includes data and information about the gender ratio, language,

color, race, beliefs, education and economic conditions of the population. In

organizations today it is very difficult to employee a workforce of the same origin, same

calibre, and competece. So thre is system being evolved by the experts to deal with the

diversed workforce in the organizationas. Human resource management includes the

studies of various fields related to the working or managing the workforce. Diversty in

workforce is a very common phenomenon in todays business world and to manage this

diversed workforce we need and require demographical data and demographical

management trainings and tools.

Managers, especially of the multinational organizations are very much in front with the

issues of the diversed workforce in their organizations. Demographics data of the

workforce in an organization means the data and information related to these:

1- Total volume of workforce.

2- Age statistics.

3- Gender statistics

4- Qualification statistics

5- Required volume of future workforce

6- Prediction of the furure workforce

7- Cultural and ethnic diversity in workforce

8- Training & development of employees

In this study we have discussed briefly the demographics of workforce and its

management in general and with a specific reference of the COCA COLA BEVERAGES

PAKISTAN Ltd. I am sure that this effort of mine will be a source of knowledge for all

of us.

4


INTRODUCTION OF ORGANIZATION BUSINESS SECTOR

There are four key economic business sectors:

Primary sector: - Engaged in raw material extraction such as mining and farming.

Secondary sector: - Involves refining, construction and manufacturing.

Tertiary sector: - Deals with services such as law and medicine and distribution of manufactured goods

Quaternary sector: - Relatively new type of knowledge industry focuses on technological research, design and development such as computer programming and biochemistry.

According to the above scenario, CCBPL falls in the secondary sector as the main function of CCBPL is manufacturing soft drinks to refreshes its customers.

Beverage:-

“A liquid made up of particular ingredients to develop the taste and refreshment is known as beverage.”

Beverage Industry in Pakistan:

Pakistan beverage industry has the international names offering the best quality

beverages across the country. It is an industry in which players continuously innovate, in

order to come up with better products as compared to the competitors to gain more

consumers and satisfy the existing consumers. Now-a-days beverages become an

important part of the lives of people as it is a consumer consumable good. Usage of soft

drinks is become a trend now a days.

5


Introduction

Internationally:

Coca-Cola laid the foundation of the beverage industry when it was formed in May 1886

in Atlanta. However it was not until 1895 that the idea of selling coke in bottles was

introduced. With the passage of time Coca-Cola gained popularity and its product began

to get recognized internationally. Thus from its mere beginning in 1886 Coca-Cola has

now been transformed into a strong multinational with its product being currently

recognized all over the world. Coca-Cola, in fact, has now become one of the most

famous and widely consumed brands in the world. It has not only established its footings

in the beverage industry but is currently heading the list of the most financially sound

companies in the world

Pakistan:

The Coca-Cola Company is a global company with some of the world's most widely

recognized brands, the Coca-Cola business in Pakistan has completed its 50 years of

operation. The beverages are produced locally, employing Pakistani citizens. And their

product range and marketing reflects Pakistani tastes and lifestyles, and they are deeply

involved in the life of the local communities in which they operate.

Mr. John Seward is the current of CCI at CCBPL plants in Pakistan. The Coca Cola

international was established in Atlanta in 1886. Currently Coca Cola international is

conducting its operations in more than 200 countries around the world. The numbers of

employees who are working with Coca Cola international are 92,400 worldwide. In

Pakistan CCBPL is conducting its operations from last 58 years. In Pakistan, CCBPL

started its business in 1953. CCBPL stands for Coca Cola Beverages Pakistan ltd.

6


VISION

“To become a market leader in ready to drink segment while adding best-in-class value to all stakeholders”

MISSION

“Coca-Cola Pakistan exists to refresh the consumers, inspire moments of optimism through our brands and actions as well as benefit all stakeholders, which we will do with highest social responsibility and with uncompromising commitment towards quality of

our products and integrity in our operations”

VALUES

We value and respect our people We communicate openly We have integrity We win as a team We drive quality and innovation We are accountable

7


PRODUCTS

Coca Cola Beverages Pakistan has the following brands in different packs for the convenience of its customers in Pakistan.

Brands:

Coca-Cola® Coke Diet® Fanta®

Sprite 3G® Sprite® Sprite Zero®

Two type of juices are also been introduced in Pakistan

Pulpy Orange®

Pulpy Tropical®

Coca Cola Beverages Pakistan has introduced mineral water as well

Kinley®

8


Competitors:

There are many different competitors in the market but the PEPSI is the main competitor of Coca Cola Beverages. Let’s have a look at the brands of PEPSI which are competing the brands of Coca Cola in the market.

Pepsi® Miranda® Mountain Dew®

7UP® 7UP Zero® Teem®

Pepsi has introduced the following brand to compete the juices of Coca Cola Beverages.

Slice®

Pepsi has introduced mineral water as well to compete the kinley.

Aquafina®

Pepsi has introduced its energy drink in two flavors as well to attract the customers

Sting®

There are other many brand names of different companies which are as follows:

Gourmet, Shezan, Makah Cola, Murree Brewery, Tops etc.

9


INTRODUCTION TO THE TOPIC

Demographics are the quantifiable statistics of a given population. Demographics is also used to identify the study of quantifiable subsets within a given population which characterize that population at a specific point in time.

These types of data are used widely in public opinion polling and marketing. Commonly examined demographics include gender, age, ethnicity, knowledge of languages, disabilities, mobility, home ownership, employment status, and even location. Demographic trends describe the historical changes in demographics in a population over time (for example, the average age of a population may increase or decrease over time). Both distributions and trends of values within a demographic variable are of interest. Demographics are very essential about the population of a region and the culture of the people there.

The growing number of older workers presents distinct challenges. The fifty years and older age group is the fastest growing segment of the workforce. As this generation leaves the workforce there will be fewer employees to replace them.

The immediate challenge for the University is to determine and implement strategies to:

employ and retain retirement-age workers through

flexible work arrangements, salary/benefit incentives

and developmental opportunities,

develop practices to assist the transition of staff to

retirement, and

Replace the skills, knowledge and capabilities that

may be lost from the workforce.

10

http://en.wikipedia.org/wiki/Public_opinion


To prevent significant job/University knowledge loss, local areas must implement knowledge management programs to capture and facilitate transfer of difficult to replace intellectual capital

Short Term Strategy - Retention of Key Talent

The University must focus on retaining employees with special expertise, key relationships or hard to replace skills. Flexibility is the most attractive retention strategy for an ageing workforce. A number of options are available:

Flexible arrangements

Phased retirement

Pre-separation contracts

Training opportunities should be considered that provide work/life balance information. Skill development programs to support specific skill sets through coaching, special assignments and mentoring should also be considered.

Long Term Strategy – Knowledge Capture and Transfer

Knowledge Capture

Local areas must consider implementation of knowledge management practices to capture and disseminate the acquired functional and technical expertise of retirees. In an effort to capture specific knowledge in order to transfer difficult to replace knowledge to remaining employees several options are available:

Performance Management Reviews – capture the

requirement to transfer critical skills and knowledge.

Technology – memory banks can be created to

record critical and valuable information.

Mentoring younger staff.

.

Changing workforce demographics may pose challenges for small

businesses. Some experts believe that businesses face increased rates

of younger and older workers, as workers in the middle age range

11


decline. Managers may experience increased training and

compensation costs for younger and older workers, respectively, which

affects solvency and profitability. A growing international labor force is

another factor that may affect companies. Changing demographics

have a direct impact on business models and strategies

Training and Education Expenses

Older workers also take proprietary skills and certifications with them when they retire. Young adults receive general career training from universities and colleges. However, many companies must still develop in-house training programs run by qualified instructors that prepare employees for a specific job task. Small business managers who have limited budgets may not have the staffing or financial resources to conduct these seminars. An untrained workforce can slow down or halt business operations. Also, some tasks are too hazardous or critical to allow employees to have on-the-job training. In many cases, workers need a type of state certification before being allowed to perform job duties. For example, a small electrical company may need to ensure all contractors.

Phased Retirement

Phased retirement enables organizations to retain required skills whilst enabling mature workers to develop outside interests. Rather than going from full-time work to retirement the staff member eases out of employment by way of reducing the number of hours worked, or by reducing the responsibilities through other means. It can also include the practice of vacating a present position in the University’s structure and becoming a flexible resource within the organization, perhaps in a project or mentoring capacity.

A robust Performance Management Plan is required to support any phased retirement initiative. The focus should be on identifying potential work processes related to physical capability and the effective design of work roles to utilize the staff member’s skills and experience. Management of the culture and support from other staff is required to ensure mature workers relinquish their former position with comfort and dignity, as the transfer of skills and knowledge and the retraining of mature staff is undertaken.

Prior to changing their working conditions, the impact on the retiree’s superannuation

benefit must be considered by the retiree. As the individual University superannuation funds are governed by separate Trust Deeds, different rules will apply to the retiree’s future superannuation benefit. It is advised that the retiree contact the University’s Superannuation Officer and the retiree should also be encouraged to seek financial advice.

12


Pre-separation contracts

Through the workforce planning process, the University may identify an opportunity to conclude a continuous position in the future, or a continuing staff member may apply to

separate from the University by entering into a pre-separation contract. Opportunities to enter into a pre-separation contract provide managers and staff with employment flexibility.

Examples may be when it has been identified that an area or program has a limited life cycle, where an area is undergoing or planning managing change or to enable career management and succession planning opportunities.

A pre-separation contract is one in which a staff member elects to alter their employment relationship from continuing status to a single, non-renewable fixed term contract for a period of up to five years. In return for opting for a fixed term appointment, the staff member shall receive a salary loading on their annual base salary.

As with phased retirement, the staff member should contact the University’s Superannuation Officer or their superannuation fund to discuss the impact of their superannuation entitlements.

Steps in Workforce Planning

There are five fundamental activities that make up a Workforce Plan:

Environment Scan Current Workforce Profile

Future Workforce View

Analysis and Targeted Future

Closing the gaps

SWOT ANALYSIS

STRENGTHS

Managing workplace diversity can strengthen work teams.

Diversity in the workplace encompasses a range of elements. Differences in national origin, primary language, religion, social status and age can benefit or harm

13


organizations. Managing diversity effectively is the key to leveraging the advantages and minimizing the disadvantages of diversity in the workplace.

Diverse Experience

Co-workers with diverse cultural backgrounds bring unique experiences and perceptions to the table in groups and work teams. Pooling the diverse knowledge and skills of culturally distinct workers together can benefit companies by strengthening teams' productivity and responsiveness to changing conditions. Each employee in a diverse workplace possesses unique strengths and weaknesses derived from their culture in addition to their individuality. When managed properly, diversity in the workplace can leverage the strengths and complement the weaknesses of each worker to make the impact of the workforce greater than the sum of its parts.

Learning And Growth

Another advantage of workplace diversity is the opportunity for employees' personal growth. Being exposed to new ideas, cultures and perspectives can help individuals to reach out intellectually and gain a clearer view of their surroundings and their place in the world. Spending time with culturally diverse co-workers can slowly break down the subconscious barriers of ethnocentrism and xenophobia, encouraging employees to be more well-rounded members of society.

WEAKNESSES

Communication Issues

Diversity impacts workplace communication in positive and negative ways. Between co-workers, diversity can place impediments in the way of effective communication, which can directly dampen productivity and the cohesiveness of small groups. Spending time with diverse employees can break down communication barriers over the long-term, but first impressions and co-workers' orientation periods can be difficult to control when cultures clash. Diversity can strengthen your company's relationships with specific customer groups by making communication more effective. Customer service representatives can be paired up with customers from their specific demographic, making the customer feel comfortable with the representative, and thus with the company. A number of companies in the southwest United States, for example, prefer to hire bi-lingual customer service reps to deal with Spanish-speaking customers in their native language.

14


Integration Issues

Social integration at work can only be influenced to a small degree. The formation of cliques and exclusive social groups is a natural process that can be impossible to control at times. Because of this, companies can experience informal divisions in their staff, creating a situation where culturally diverse employees avoid exposure to each other during break times and after work. Although there is nothing fundamentally wrong with this scenario, it can hinder the effectiveness of sharing knowledge, skills and experience, thus curbing productivity growth and the effectiveness of teams

OPPORTUNITIES

– Providing reasonable accommodations for individuals with disabilities

– Promoting a nondiscriminatory workplace environment

– Top-management commitment and rewards for the support of diversity are

critical ingredients for the success of diversity management initiatives

– Distributive Justice

– A moral principle calling for the distribution of pay raises, promotions, job

titles, interesting job assignments, office space, and other organizational

resources to be based on meaningful contribution that individuals have

made and not personal characteristics over which they have no control.

– Procedural Justice

– A moral principle calling for the use of fair procedures to determine how

to distribute outcomes to

organizational

members.

THREATS

15


In coming years, corporations will face two categories of demographic risk: risks having

to do with retiring employees and risks having to do with aging employees. Both require

creative forethought and active management.

Retiring employees.

When a worker retires, you lose someone to do a job and the accumulated knowledge and

expertise that this person takes out the door with him. If many people are retiring and they’re

difficult to replace, your organization faces what we call capacity risk—a potentially diminished

ability to carry out the company’s business of making a product or offering a service.

Take RWE, Europe’s third-largest energy utility, a company we’ve worked with on assessing and

managing demographic risk. The publicly traded German utility, which in 2006 had annual sales

of €44 billion and more than 70,000 employees, restructured several times over the past decade.

The power generation and mining division, RWE Power, for example, basically cut its workforce

in half between 1992 and today. Until recently, the company was encouraging older workers to

leave under large-scale early retirement schemes.

PRACTICAL STUDY OF THE ORGANIZATION

We discussed the topic demographic workforce and its management in general context.

Now we will discuss the topic with the specific reference of our study of the organization.

I selected the COCA COLA BEVERAGES PAKISTAN Ltd as my study field; it is a

pleasure and honor indeed for me to share this knowledge with you because I am a part of

this prestigious organization.

Demographic workforce and its management in CCBPL

Change is not only a law of nature but also “need” of the time. Every movement of present becomes past & similarly every movement of the present expect better movement for future .This is the basic and unrebutable principle & applies to mankind & organizations. Modern technology has introduced new fields and areas of thinking and working and focused on changes.

To meet with the demands of time and to bring pleasant and productive changes the COCA COLA organization {CCBPL} has made revolutionary changes in its policies altogether.

16


Current Organizational Hierarchy Chart

At present, CCBPL has 3 main sectors of workforce,

1- Permanent employees.

These are the workers and employees that enjoy a permanent employee status. They are eligible to enjoy all the benefits and facilities the job entitles them. They also has a defined promotion system and structure.

2- Contract employees,

These are the employees appointed on a contract basis designed by the company for various jobs. These employees enjoy less benefit as compare to the permanent employees; however they can be appointed as permanent employees as by company policy.

,

3- Third party employees.

These are employees and workers provided to the company by a third party as for the company demands and requirements, this includes mainly Daily wagers labors and workers.

MANAGEMENT OF HUMAN RESOURCE AT CCBPL

Management of CCBPL is of a centralized nature. A very brief description of the HR management in the CCBPL is as under:

17


1- Country HR Manager.

2- Directors of HR.

3- HR Business Unit Leader.

4- HR executives.

5- HR officers.

We at CCBPL strive to Attract, Nurture, Mentor, Develop and Renew talent.

We are committed to helping you to develop and mature as a professional. The company enables you to do what you can do best; by providing you the conducive Environment to maximize your potential. Our goal is to promote a positive and winning attitude in a Supportive Work Environment.

We continue to strive for the Right Person in the Right Job at the Right Time. "Amara BashirDirector Human Resources

RECRUITMENT POLICY

Previously, like other multinational organizations the COCA COLA BEVERAGES PAKISTAN Ltd were hiring and recruiting female personnel only on need and merit basis, but now they have revised recruitment policy and have fixed 30% quota for females.

PRE SALE & SALE SRUCTURE POLICY

In the past certain age was fixed for the workforce in all departments, but now the new policy has been modified and changed. People from all segments of society, language, race, and color and without keeping in view the age factor even retired from other organizations are being recruited in various branches of sale department, whereas young qualified are essentially added in the system.

18


DIVERSTY IN WORKFORCE OF CCBPL

The CCBPL is a branch and part of a multinational organization of THE COCA COLA COMPANY based in ATLANTA, U.S.A. In Pakistan it is operating with 7 of its manufacturing plants and many sales centers, with a work force of approximately 8000 peoples. CCBPL has a diverse workforce including peoples from every part of the country as well as foreign staff members. This includes peoples of different age, race, language, beliefs, and ethnicity as well as of different academic backgrounds. This diversity plays an important role in the company’s working efficiency and its performance; also it is an important factor to be considered when making policy decisions in the organization.

There is also a significant amount of opportunities for females in the organizations.

Diversity is at the heart of our business. We strive to create a work environment that provides all our associates equal access to information, development and opportunity. By building an inclusive workplace environment, we seek to leverage our global team of associates, which is rich in diverse people, talent and ideas. We see diversity as more than just policies and practices. It is an integral part of who we are as a company, how we operate and how we see our future.

Employee DevelopmentCareer progression at CCBPL is based on your potential. We carefully analyze your abilities through experience, performance ratings, qualifications and competencies and in our strive for excellence, we ensure that your potential is put to its best and most efficient use in our various departments.

CCBPL Capability Development WingCapability Development is a fundamental strategic objective of CCBPL and an integral part of one of the main pillars of CCI’s Vision 2020 – People and Organizational Leadership. We aim to systematically build key organizational capabilities, develop and maintain a pipeline of diverse talent and foster a high performance workforce.

The CCBPL Capability Development Wing would be focusing on organizational competencies in order to bridge the skill gap leading to superior performance as well as create focused training & development plans for our employees. With the introduction of new training methodologies in the Sales Capability Development we would be developing a superior Sales Force that is Business driven.

CCBPL Capability Development Wing is striving to achieve the objective of Living Positively, Adding Value, Making a Difference…!

19


SWOT ANALYSIS OF WORKFORCE DEMOGRAPHICS IN CCBPL

A brief analysis of the Strengths, Weaknesses, Opportunities and Threats of the demographic workforce in the CCBPL is as under:

Strengths (internal) Weaknesses (internal)

The CCBPL has an experienced and dedicated workforce 2. There is a good training program for new employees 3. Senior management is committed to workforce planning 4. Human resource staff are easy to work with and willing to try new recruitment ideas 5. 50% of the staff hold a professional

1. A significant number of the managers and supervisors are eligible for retirement 2. The CCBPL does not offer a mentoring program for lower staff.3. Procedural manuals need to be updated 4. The current workforce lacks female workers.

20


certification

Opportunities (external) Threats (external)

1. New information technology tools can provide quicker data sharing between CCBPL various units.2. There are job sharing opportunities with other units of the organization. 3. A large number of retired personnels are included to the workforce on a part-time basis 4. Universities are looking for internship opportunities for their students

1. The demand for workers in the field exceeds the supply of potential workers 2. There is less resource base available for training employees.3. The diversity can cause workplace dis harmony.4. Management can face difficulties in resolving issues of language and culture.

CONCLUSION

After the very brief discussion of our topic MANGING DEMOGRAPHIC WORKFORCE, we conclude it as:

Workforce is the main part of an organization, if we consider management as the brain; workforce is the heart of an organization. To run the business smoothly in an organization, the workforce should be efficient and well trained.

Workforce demographics provide the valuable data to the mangers and policy makers in an organization for the planning, forecasting and improving its human resource and to upgrade and enhance the workforce efficiency.

As the world is changing, trends in business and in human resource management are also changing. Companies are turning into organizations and into multinational corporations.

So, to keep our place firm in this growing business world we have to utilize the new technologies and must frame our policies according to the new trends in managing human resource and workforce.

RECOMMENDATIONS

21


We discussed the work force demographics in CCBPL; we also discussed the strengths, weaknesses, opportunities and threats of the workforce demographics. Here are some recommendations for the improvement of the human resource management in CCBPL:

1- A detailed and comprehensive data base must be established.

2- All information about the current workforce should be included in the data base.

3- Present state of the workforce and the company’s human resource profile should be kept updated

4- Future requirements of the workforce according to the departments and job specifications must be planned and organized systematically

5- A detailed policy should be developed to accommodate various parts of the workforce.

6- Employee development programmes and training of the HR managers and leaders should be conducted on frequent basis.

7- Females should be encouraged to apply and be selected to work with the organization.

8- The management should design policies to utilize the competencies of their diverse workforce to the maximum possible benefits for the company.

9- Organization must encourage and motivate its workforce to improve their skills and competencies by providing them with trainings

10- Organization should discourage any sort of discrimination practices in regards to its workforce, Gender, Color, Race, Language, Belief, etc

11- The organization should allow its workers to express their concerns and must consider their suggestions seriously.

22


23