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Talent Management meets Global Mobility

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Presentation on theme: "Talent Management meets Global Mobility"— Presentation transcript:

1 Talent Management meets Global Mobility
The Coca-Cola Company Talent Management meets Global Mobility Classified - Internal use

2 Classified - Internal use
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 Classified - Internal use

3 Classified - Internal use
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. Classified - Internal use

4 Classified - Internal use
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. Classified - Internal use

5 Classified - Internal use
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 Classified - Internal use

6 Classified - Internal use
GM Set-up There is a GM “Centre of Expertise” (CoE) consultant for each region: North America Latin America Europe Eurasia/Africa Pacific Classified - Internal use

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 Classified - Internal use

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 Classified - Internal use

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 Classified - Internal use

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 Classified - Internal use

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 Classified - Internal use

12 Classified - Internal use
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 Classified - Internal use

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 Classified - Internal use

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