可口可乐公司会议模板之如何重新选择公司成长方向ppt课件

1、Re-Defining DirectionThe Story of the Manifesto for GrowthIn The Coca-Cola CompanyMay 2007PEOPLE 32% of world population DIVERSITY all religionsCOUNTRIES 43 countriesVlad BogTalent & Development Director-EurasiaCoca-Cola University Director-EurasiaFrom Richards ClassMost time spent with the employer

2、 brand dailyAbility to make a difference turns people on +learning+funIf you want to be a comedian dont tell people you are funnyGot to have people on your side HR becoming more commercial and strategicNeed to know what kind of people you need-engagement surveyIncreasing realization that engagement

3、counts3Lessons Learned in the Process-Direction is a core element for employers 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 p

4、eriodically-Involve EA -Everything communicates/Integrate-Dont bind employees-Brand HR first4The TriggerLesson: Look at your problems before your stock gets the hit5The Trigger - LessonLook at your potential problems before your stock gets hitHint: The Stock has its story to the associates6The Quest

5、ioningLooking in the Mirror7The Questioning - Lessons-All answers are inside the organization-Communicate backHints:-Be ready to hear the truths-Look for the honorable truths, too-Be true8The DirectionMission, Vision and ValuesGrowth PathsValuesWorking as a Global TeamPerformance ManagementBuilding

6、CapabilitiesWorking with our Partners9Our Manifesto for GrowthIntegration and consistencyAlignedGlobal Teams PEOPLEPORTFOLIOPLANETPROFITPARTNERS10Does it Work ? From 39 to 58 in less than 3 years11Where does this leave HR ?PEOPLEA great place to work where all are inspired to be the best that they c

7、an be12HR AssumptionsMotivated associates are critical to commercial successHigh turnover has a negative impact on resultsHigh engagement increases corporate reputationEmployee opinions drive behaviors that impact results13Brand HR FirstTalk business language (volume, profit, share)Demonstrate HR im

8、pact on business resultsDevelop the HR value propositionBe a challenger14FindingsEmployee belief in the Strategy impacts engagement, company reputation, market shareImprovement in engagement relates to volume growthCorporate reputation drives improved share of marketOpinions on operating effectivene

9、ss and engagement levels relate to control of administrative expensesRetention of employees drives higher volume and financial performance 15Overview of linkage analysisGoal: Validation of focus on People/engagementEmployee opinions and programsEmployeebehaviorConsumerattitudes & behaviorFinancial p

10、erformanceRetentionEngagementGlobal reputationShareOperating IncomeNet RevenueAdministrative ExpensesOperating EffectivenessImageDevelopment/TrainingLeadershipManifesto for Growth16Research contextEmployee Insights Survey Internal and external benchmarkingFurther interviews to deep diveLooking for r

11、elationships between metricsA perfect relationship is 1.0 extremely rare!Researchers use a relationship of .3 as an indicator of a significant findingUsed statistical significance testing to confirm findingsCaution data are an indicator of relationships, but not direct causationNote: Analyses shown

12、throughout are regression analyses, where .xx is R2 value; all values significant, p .0517Employee opinions & programsEmployeebehaviorConsumerattitudes & behaviorFinancial perform-anceEmpowerment and InnovationEmployee EngagementEmployee Opinions & ProgramsEmployee BehaviorFactors driving Engagement

13、ImageDevelopment and TrainingLeadershipEmployee Retention.46This indicates the areas of focus to drive employee engagementNote: .xx is R2 value; all values significant, p .05Strategic Direction18Strategic DirectionEmployee EngagementEmployee Opinions & ProgramsEmployee BehaviorEmployee opinions and

14、behaviors relate to consumer opinions and purchasesImageDevelopment and TrainingLeadershipEmpowerment and InnovationEmployee RetentionEmployee opinions & programsEmployeebehaviorConsumerattitudes & behaviorFinancial perform-anceGlobal Reputation TrackerConsumer Behavior & AttitudesShare.32.25.59.26.

15、46Belief in the Strategic Direction results in better reputation among consumers and higher shareHigh retention reflects in high shareReputation is not just a “feel-good thing; it results in higher shareNote: .xx is R2 value; all values significant, p .0519Share Divisions with more favorable employe

16、e opinions have a higher shareEmployee Opinion: High FavorabilityEmployee Opinion: Low FavorabilityShare is higher in divisions where employees are more favorable, as indicated by the difference in the red and green bars20Divisions with lower people turnover have a higher share of category sales 28.

17、4%14.4%30.9%20.0%6.0%2.4%Share of Category Sales0%5%10%15%20%25%30%35%Low TurnoverHigh TurnoverCateg1Categ2Categ321Strategic DirectionEmployee EngagementEmployee Opinions & ProgramsEmployee BehaviorImageDevelopment and TrainingLeadershipEmpowerment and InnovationEmployee Retention.46Employee opinion

18、s & programsEmployeebehaviorConsumerattitudes & behaviorFinancial perform-anceGlobal Reputation TrackerConsumer Behavior & AttitudesShare of Category Sales.32.40.59.25Financial PerformanceFinancial Performance Net Revenue RatioBrand Contribution RatioOperating Income RatioAdministrative ExpensesActual vs. Plan.18Operating EffectivenessNet Revenue Per Employee.39.34Engagement and perceptions of operating effectiveness are rela