Employer Branding Presentation Coca Cola

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Information about Employer Branding Presentation Coca Cola

Published on April 27, 2008

Author: brandbliss

Source: slideshare.net

Description

http://www.employerbrand.ro/

Re-Defining Direction The Story of the Manifesto for Growth In The Coca-Cola Company May 2007

PEOPLE 32% of world population DIVERSITY all religions COUNTRIES 43 countries Vlad Bog Talent & Development Director-Eurasia Coca-Cola University Director-Eurasia

From Richard’s Class Most time spent with the employer brand daily Ability to make a difference turns people on +learning+fun If you want to be a comedian don’t tell people you are funny… Got to have people on your side HR becoming more commercial and strategic Need to know what kind of people you need-engagement survey Increasing realization that engagement counts

Most time spent with the employer brand daily

Ability to make a difference turns people on +learning+fun

If you want to be a comedian don’t tell people you are funny…

Got to have people on your side

HR becoming more commercial and strategic

Need to know what kind of people you need-engagement survey

Increasing realization that engagement counts

Lessons Learned in the Process -Direction is a core element for employer’s brand -Look at your problems before your stock gets the hit -All answers are inside the organization -Communicate back, direction, progress -Involve associates in designing the vision, strategic paths and values -Reevaluate periodically -Involve EA -Everything communicates/Integrate -Don’t bind employees -Brand HR first

-Direction is a core element for employer’s brand

-Look at your problems before your stock gets the hit

-All answers are inside the organization

-Communicate back, direction, progress

-Involve associates in designing the vision, strategic paths and values

-Reevaluate periodically

-Involve EA

-Everything communicates/Integrate

-Don’t bind employees

-Brand HR first

The Trigger Lesson: Look at your problems before your stock gets the hit

The Trigger - Lesson Look at your potential problems before your stock gets hit Hint: The Stock has its story to the associates

Look at your potential problems before your stock gets hit

Hint: The Stock has its story to the associates

The Questioning Looking in the Mirror

Looking in the Mirror

The Questioning - Lessons -All answers are inside the organization -Communicate back Hints: -Be ready to hear the truths -Look for the honorable truths, too -Be true

-All answers are inside the organization

-Communicate back

Hints:

-Be ready to hear the truths

-Look for the honorable truths, too

-Be true

The Direction Mission, Vision and Values Growth Paths Values Working as a Global Team Performance Management Building Capabilities Working with our Partners

Mission, Vision and Values

Growth Paths

Values

Working as a Global Team

Performance Management

Building Capabilities

Working with our Partners

Our Manifesto for Growth Integration and consistency Aligned Global Teams PEOPLE PORTFOLIO PLANET PROFIT PARTNERS

Integration and consistency

Aligned

Global Teams

Does it Work ? From 39 to 58 in less than 3 years…

Where does this leave HR ? PEOPLE A great place to work where all are inspired to be the best that they can be

HR Assumptions Motivated associates are critical to commercial success High turnover has a negative impact on results High engagement increases corporate reputation Employee opinions drive behaviors that impact results

Motivated associates are critical to commercial success

High turnover has a negative impact on results

High engagement increases corporate reputation

Employee opinions drive behaviors that impact results

Brand HR First Talk business language (volume, profit, share) Demonstrate HR impact on business results Develop the HR value proposition Be a challenger

Talk business language (volume, profit, share)

Demonstrate HR impact on business results

Develop the HR value proposition

Be a challenger

Findings Employee belief in the Strategy impacts engagement, company reputation, market share Improvement in engagement relates to volume growth Corporate reputation drives improved share of market Opinions on operating effectiveness and engagement levels relate to control of administrative expenses Retention of employees drives higher volume and financial performance

Employee belief in the Strategy impacts engagement, company reputation, market share

Improvement in engagement relates to volume growth

Corporate reputation drives improved share of market

Opinions on operating effectiveness and engagement levels relate to control of administrative expenses

Retention of employees drives higher volume and financial performance

Overview of linkage analysis Goal: Validation of focus on People/engagement Employee opinions and programs Employee behavior Consumer attitudes & behavior Financial performance Retention Engagement Global reputation Share Operating Income Net Revenue Administrative Expenses Operating Effectiveness Image Development/Training Leadership Manifesto for Growth

Goal: Validation of focus on People/engagement

Retention

Engagement

Global reputation

Share

Operating Income

Net Revenue

Administrative Expenses

Operating Effectiveness

Image

Development/Training

Leadership

Manifesto for Growth

Research context Employee Insights Survey Internal and external benchmarking Further interviews to deep dive Looking for relationships between metrics A perfect relationship is 1.0 – extremely rare! Researchers use a relationship of .3 as an indicator of a significant finding Used statistical significance testing to confirm findings Caution – data are an indicator of relationships, but not direct causation Note: Analyses shown throughout are regression analyses, where .xx is R 2 value; all values significant, p < .05

Employee Insights Survey

Internal and external benchmarking

Further interviews to deep dive

Looking for relationships between metrics

A perfect relationship is 1.0 – extremely rare!

Researchers use a relationship of .3 as an indicator of a significant finding

Used statistical significance testing to confirm findings

Caution – data are an indicator of relationships, but not direct causation

Employee opinions & programs Employee behavior Consumer attitudes & behavior Financial perform-ance Empowerment and Innovation Employee Engagement Employee Opinions & Programs Employee Behavior Factors driving Engagement Image Development and Training Leadership Employee Retention .46 This indicates the areas of focus to drive employee engagement Note: .xx is R 2 value; all values significant, p < .05 Strategic Direction

This indicates the areas of focus to drive employee engagement

Strategic Direction Employee Engagement Employee Opinions & Programs Employee Behavior Employee opinions and behaviors relate to consumer opinions and purchases Image Development and Training Leadership Empowerment and Innovation Employee Retention Employee opinions & programs Employee behavior Consumer attitudes & behavior Financial perform-ance Global Reputation Tracker Share .32 .25 .59 .26 .46 Belief in the Strategic Direction results in better reputation among consumers and higher share High retention reflects in high share Reputation is not just a “feel-good thing”; it results in higher share Note: .xx is R 2 value; all values significant, p < .05 Consumer Behavior & Attitudes

Belief in the Strategic Direction results in better reputation among consumers and higher share

High retention reflects in high share

Reputation is not just a “feel-good thing”; it results in higher share

Divisions with more favorable employee opinions have a higher share Share Employee Opinion: High Favorability Employee Opinion: Low Favorability Share is higher in divisions where employees are more favorable, as indicated by the difference in the red and green bars

Divisions with lower people turnover have a higher share of category sales 28.4% 14.4% 30.9% 20.0% 6.0% 2.4% Share of Category Sales 0% 5% 10% 15% 20% 25% 30% 35% Low Turnover High Turnover Categ1 Categ2 Categ3

Strategic Direction Employee Engagement Employee Opinions & Programs Employee Behavior Image Development and Training Leadership Empowerment and Innovation Employee Retention .46 Employee opinions & programs Employee behavior Consumer attitudes & behavior Financial perform-ance Global Reputation Tracker Share of Category Sales .32 .40 .59 .25 Financial Performance Financial Performance Net Revenue Ratio Brand Contribution Ratio Operating Income Ratio Administrative Expenses Actual vs. Plan .18 Operating Effectiveness Net Revenue Per Employee .39 .34 Engagement and perceptions of operating effectiveness are related to control of admin expenses Improvement in engagement relates to unit case growth Retention relates to better financial performance Where we have higher share of sales, net revenue per employee is better The following slides illustrate these relationships Unit Case Growth 2005-2006 .20 .15 Consumer Behavior & Attitudes

Engagement and perceptions of operating effectiveness are related to control of admin expenses

Improvement in engagement relates to unit case growth

Retention relates to better financial performance

Where we have higher share of sales, net revenue per employee is better

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