global talent management at the coca-cola company

International HR Conference 2009 Talent Management

©People In Aid 2009 This presentation contains material from a People In Aid conference and is provided for information only and does not constitute advice. Neither the speakers nor People In Aid accepts any responsibility for how you use the information and strongly recommends seeking suitable (legal) advice before implementing employment policy, as there may be specific legal implications in the countries in which you operate. The handouts may be photocopied for non-commercial use, citing People In Aid and the speaker as the source. If further information is required, please contact [email protected]

Slide 1

Slide 2

● Worlds largest beverage company

● Worlds most recognized & Valued brand

● Servings: 1.5 billion per day

● Products: 2,800

● Locations: 200+ countries

● 80% of sales outside of North America

● One Million Employees system-wide

● 343 consecutive quarterly dividends

Classified - Internal use

Global Talent Management at the

Coca Cola Company Dr. Arnold Dhanesar



Slide 3

Developing global Talent with global mindsets is essential to the success of our business

DO WE HAVE A SECRET FORMULA ?

Slide 4


2004 2008

Successful Talent Strategies are alignment to the Business Strategy



Slide 5

Play a

leadership role

in growing the

stock price

through

shaping our

intangibles

Disciplined ways

to be an “engine

for talent”

Be a great place

to work where

people are

inspired to be

the best they

can be

Drive System

Alignment to

win in the

market

Build a

Performance

Culture to drive

the results we

want

Play a Strategic

Business

Partner role in

executing our

end-to-end and

productivity

work5Classified - Internal use

hjDiversity now

included in our

values

Our “HR call to action” is embedded in our Manifesto

Slide 6

Our Talent Strategies are beginning to show results…

*2008 Employee Engagement Survey(points change vs. ’04)

High Performing

CPG Norm

KO

‘Unprecedented Improvement’ on Engagement*. . . International Survey Research, 2008

● Diversity & Fairness

● Leadership

● Communications & Awareness

● Performance Management

● Immediate Manager

● Empowerment & Innovation

+ 7 pts+ 7 pts

Engagement

+13 pts

+13 pts

+12 pts

+ 9 pts

+ 9 pts

+ 9 pts




Slide 7

In 2008, TCCC was awarded the SHRM Human Capital Leadership Award – recognizing the instrumental role HR

played in activating our Manifesto for Growth

Slide 8

Global Talent Management - Key Strategic Initiatives

High Potential

Development

General Management

Pipeline

Women’s Leadership

Initiative

Enable PeakPerformance Business Driven Talent

for a Talent Driven Business

People Development

ForumsBuild Core Capability



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9

Leadership Behaviors:

Does the associate

demonstrate the leadership

behaviors needed to be

successful in the desired

role? If not, what needs to

be developed?

Fit: Is s/he the best fit for

the desired role? If not, are

there other opportunities

that may be a better fit?

Critical Experiences and

Functional Competencies:

What experiences does the

associate have and how do they compare to what is

needed in the desired role?

What additional experiences,

knowledge, skills and

abilities are needed? What is

the best way to acquire

them?

Ability: Are the associate’s strengths

transferable to more senior roles?

Has he/she shown evidence that

he/she is able to pick up new skills and

address new challenges?

Aspiration: What are the associate’s

career goals? How quickly does he/she want to progress?

Engagement: How passionate is the

associate about the business and how

well has he/she been able to engage

his/her team?

Performance: Has the associate

accomplished sustained results and

demonstrated the core competencies

required of his/her current role? If not, what

does he/she need to begin delivering/

demonstrating?

TCCC Talent Frameworkto guide career development discussions and talent planning efforts


Slide 10

Enabling Peak Performance at TCCC

10

We will become

“world class” at Peak

Performance by

…Focusing every associate

on executing business

strategy to drive growth

…reinforcing the right behaviors

…differentiating rewards

Vision & GoalsVision & GoalsVision & GoalsVision & Goals

Strategy & PlanningStrategy & PlanningStrategy & PlanningStrategy & Planning

Tracking and MeasuringTracking and MeasuringTracking and MeasuringTracking and Measuring

Rewards & Rewards & Rewards & Rewards &

RecognitionRecognitionRecognitionRecognition

Performance, Performance, Performance, Performance,

Career & Career & Career & Career &

Development Development Development Development

Plans Plans Plans Plans

Aug - Dec

January 31

(Perf & Career Plans)

Nov - Jan(Final Review)

July

(Mid-Year Review)Dec – Jan

Reward Decisions Made

Feb - MarRewards




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Accelerates Sustainable Growth

(Thought Leadership)

Drives Execution

(Results Leadership)

Unleashes Potential

(People Leadership)

Drives Innovative

Business ImprovementsDevelops ideas and gains others’

commitment; Seizes opportunities that

can deliver the greatest value; Promotes

an environment of creative thinking and

innovation

Balances Immediate and

Long-Term PrioritiesMeets critical objectives while

considering the impact of those activities

on longer-term goals; Translates strategic

direction into personal actions/plan

Builds

Vision and StrategyTranslates the vision into a compelling

destination, communicates it to others

and takes bold action to deliver upon it;

Manages through complexity to provide

strategic direction for the future

Delivers Results

Takes accountability, ensuring

productive, efficient execution against

priorities; Sets ambitious yet realistic

goals and removes obstacles to ensure

high-quality results

Imports and Exports

Good IdeasShares and adopts ideas in and outside

the Company; Leverages insights to

inform actions or gain support;

Embraces change

Influences

the SystemApplies influence strategies and

negotiation skills to achieve win-win

results; Adapts style based on the

situation and audience

Develops and

Inspires OthersDevelops others, improving their

skills/capabilities; Provides, seeks and

accepts feedback; Supports the diverse

contributions of others; Engages others

through effective communication

Sets a Winning Example

Demonstrates integrity, including

placing Company interests ahead of

personal agendas; Makes sound

decisions and follows-through on them;

Demonstrates passion for the Company

and its products

Builds a

Winning CultureLeads culture change, including a case

for change and vision; Supports the

future culture, even in challenging

situations; Builds a team that includes

complimentary strengths


Slide 12

People Development Forums are the global management routine that ensures we have the

talent needed to execute our short and long-term business strategies

Business

Unit 1

Marketing

Customer

Finance

Etc. Other Global

Functions

Vision

Exceptional TalentReady Now

for all Key Roles

Senior Leadership PDF

Business

Unit 2

Business

Unit 3


People Development

Forums

• High Potential Identification

• Development Planning• Succession Planning• Human Capital Planning

• Capability Building

• Internal Movement

• Expatriate Assignments

• Performance & Potential

Calibration

• Diversity Management

• Organization Redesign



Slide 13

Framework for Defining Potential at TCCC� High Potential (Distribution 0-10%) – This

individual is promotable at least one level in the

organization or capable of operating at Senior

Leadership level as demonstrated through a

combination of ability, aspiration, and

engagement.

� Promotable / Expandable (Distribution 20-30%)

– This individual is viewed as capable of

moving up one level in the organization and/or

expanding the scope and complexity of his/her

role.

� Well Placed (Distribution 50-55%) – This

individual is functioning in a role of appropriate

size and scope. This person is well suited for their current role and, at this time, seems likely

he/she will continue to contribute at their

current level in the organization.

� Placement Issue (Distribution 0-5%) – This

individual is functioning at an inappropriate

level or in the wrong role. This person may

require coaching or a performance

improvement plan to function in the role.

Engagement

(Self + Others)

Engagement

(Self + Others)

Ability

(Current Ability + Ability to Grow)

Ability

(Current Ability + Ability to Grow)

Aspiration

(Interest + Motivation)

Aspiration

(Interest + Motivation)

Pre-requisite: Track record of PerformancePre-requisite: Track record of Performance

Aspiration Engagement

Ability


Slide 14

Framework for Defining Potential at TCCC

Engagement (Self + Others)

Ability (Current Ability + Ability to Grow)

Aspiration (Interest + Motivation)

Pre-requisite: Track record of Performance

Ability

(Current ability & Ability to grow)

•Demonstrates core & functional competencies

•Curiosity & eagerness to learn

•Open to & solicits feedback

•Thinks beyond current boundaries

•Understands & influences others

•Operates effectively under stressAspiration

(Interest & Motivation)

Engagement

(Self & Others)

• Demonstrates passion for TCCC• Models TCCC Values• Strives for Excellence• Contributes beyond scope of role• Energizes & inspires others

• Wants to advance• Motivation to lead & develop others• Understands the demands &

tradeoffs of a more senior Role




Slide 15

15

Worksheet to assist in determining Potential Ratings

*This worksheet is to be used as a guide. It does not replace sound managerial judgment. Best practice (and TCCC) weights all components listed above equally

Components of Potential Example Associate A

Example Associate B

Example Associate C

Example Associate D

Aspiration (Interest & Motivation)

� Wants to advance to a more senior role� Has the Motivation to lead & develop others� Understands demands & trade-offs of a more

senior role

High High Medium Low

Current Ability� Demonstrates core & functional competencies

that are transferable to more senior roles� Thinks beyond current boundaries� Operates effectively under stress

High Medium Medium Low

Ability to Grow� Has a curiosity & eagerness to learn� is open to & actively solicits feedback� Understands & influences others; active

listening; empathizes; brings out best in people

High High Medium Low

Engaging Self� Strives for excellence� Contributes beyond scope of role� Models TCCC Values

High Medium Medium Low

Engaging Others•Demonstrates passion for TCCC•Energizes and Inspires Others

Medium High Low Medium

OVERALL POTENTIAL RATING

SCALE: LowMediumHigh

HiPo

Promotable

Well Placed

4-5 Highs; No Lows

Majority Mediums

Majority Lows

2-3 Highs

Placement Issue

Hi Po Placement issueWell PlacedPromotable


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16

PDF Performance / Potential Grid

High

Potential

Performance

Pote

nt i

al

Well Placed

Placement

Issue

ExceptionalNot Meeting SuccessfulDeveloping

Promotable/

Expandable

Quadrant 14 Create robust plan4 Actively steward4 ID experiences or learning

opportunities to accelerate development

Quadrant 3(Well Placed Only)4 Focus development to

optimize impact & engagement

Quadrant 44 Ensure appropriate plan

is in place to address and/or improve performance

Quadrant 24 Quickly create development

plan to actively engage & increase performance


Differentially invest in Talent in Quadrant 1



Slide 17

You are highly valued by TCCC as a future leader. We consider

you among our most critical talent and are committed to

preparing you for future opportunities

– probably new in role so we want to invest to make you

successful

You are highly valued by TCCC

as a future leader. We consider you among our most critical talent and are committed to


– we really want to invest in you to accelerate your career

You are highly valued by TCCC

as a future leader. We consider you among our most critical talent and are committed to


– We believe you can play multiple leadership roles

throughout your Career at TCCC

Valued individual who has the potential for a successful career

– probably new in role so focus is on short term performance

Valued individual who has the potential for a successful career

– our focus is to push your performance & prepare you for

future roles

Valued individual who has the potential for a successful career - we will continue to stretch you

by providing you with new challenges and supporting you as you continue to grow in your

career

You could be new in role or underperforming - either way

we need to quickly identify and

address gaps and move to SP level

Solid performer and we are really grateful for your

contribution. We really want you

to continue to grow and develop in your role.

Deliver real value to the company through outstanding technical skills and Living the

Values – critical to our success today

Hig

h P

ote

nti

al

Pro

mo

tab

leW

ell

Pla

ced

Developing Performance Successful Performance Exceptional Performance

PerformancePerformance

Potential

Potential

Post-Calibration Communication: Combined Performance and Potential Messages

global talent management at the coca-cola company

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