Hr in current environment

Human Resources in Current Business Environment Moscow, April 24-th, 2010

Coca-Cola Hellenic at a glance Developing markets Croatia Czech Republic Estonia Hungary Latvia Lithuania Poland Slovakia Slovenia • • Emerging markets Armenia Established • Belarus Bosnia and Herzegovina markets Bulgaria Austria FYROM Cyprus Moldova Greece Montenegro Italy Nigeria Northern Ireland Romania Republic of Ireland Russia Switzerland Serbia 2 Ukraine

HR Centers of Expertise Traditional Renewed Selection & Recruitment Talent Acquisition Training & Development Career Path & Career Planning Performance Management Employer Branding Compensation & Benefits Change management Employee/Industrial Relations Coaching HR Administration HR Systems

Recruitment: The STAR Model STAR S - Situation T - Task A - Action R - Result STAR ST Identify the situation and/or task the person was doing. A Describe the actions – what was done. R Describe the results of the actions with the consequence on you, others, the organization, etc.

CCH University: Year 2005 - 2013 Welcome Support business Training growth through employees’ capability Passion to Lead development, knowledge management, experience sharing, both leadership and technical Human Resources Management Faculty Supply Chain Faculty Commercial Faculty Marketing Faculty Finance Faculty Faculty 2005 - 2013 Focus on potential development Training Results Trainers Certification Other CCU Initiatives

CCU: Training Programs Support business growth through employees’ capability development, knowledge management, experience sharing, both On-boarding (Welcome Training) leadership and technical BSS, SPIN, Channel Leadership Pipeline deployment Activation, Key to Success, P2L and Leadership Excellence Coaching EFC and Wind of Change RPA, Customer Business Planning GMU / LDP /Excel Management Commercial Segmented Execution (RED) Coaching / Mentoring Faculty Faculty Sales Excellence Center Targeted Selection Creative Thinking Program GR: C&B programs Human Coca-Cola Building Innovation Culture Developing T&D capability Marketing Essential of Marketing Resources HBC Eurasia Faculty Facilitation skills development Marketing Research Faculty University E&I Relations Media Training Program CIPD Other Professional Courses Supply Finance Chain Faculty Advanced Procurement Skills Finance for Non Finance Faculty PPDS / SNP CoE Finance for Commercial Professional Finance Programs SC: Delivery & Warehouse Universities (CIMA, CMA, ACCA) Project Management Health & Safety Program Change Management Negotiation Skills Focus on Potential Development

Purpose of Performance Management 1. Identify the work that is getting done Purpose of 2. Identify the work that is not Performance getting done Management? 3. Make a plan & develop direct reports to get it done 4. Improve performance

Performance Management & Development Cycle OBJECTIVE SETTING Annual People Performance Development Forum Review Dec Jan Franchise Feb PDF Nov Management Annual Mar MIP Incentive Plan – Payment annual bonus Business Plan Oct Apr Country PDF Sep Salary May Aug Plan Jun Jul Interim Review

The Performance/Potential Matrix Terminology SUSTAINED PERFORMANCE Exceptional Full Not Yet Full Performance Performance Performance 1 Exceptional/Turn 3 Full/Turn EXCEPTIONAL TALENT 6 Not Yet Full/Turn Turn Potential TALENT • Exceptional performer ready POTENTIAL TALENT able to do the work at • Full performer with turn to turn i.e. to move to the next • Recently moved/promoted to the next level in three potential who should further passage or higher leadership a new job; requires some to five years or sooner improve performance before layer time and experience being asked to make a • Stretch performance, wait POTENTIAL • Move now leadership turn and see • Stretch performance Growth Potential 2 Exceptional/Growth 5 Full/Growth 8 Not Yet Full/Growth able to do the work HIGH PERFORMER WITH PERFORMER WITH POTENTIAL POTENTIAL PERFORMER of bigger jobs at the POTENTIAL •These persons should be • Performs parts of the job same level in the considered for bigger jobs • Exceptional performer well, other parts poorly near along current path if they can capable of continued growth • Get the whole job done term deliver better results along current path • Develop for next layer •Stretch performance 4 9 Not Yet Full/Mastery Exceptional/Mastery 7 Full/Mastery UNDERPERFORMER Mastery HIGH PERFORMER PERFORMER Potential • These individuals are • Exceptional performer likely to • Full performer not likely to frequently working at the able to do the same remain at current level, but grow beyond the scope of wrong leadership level kind of work, only whose contributions should be current job better recognized • Performance manage and • Stretch performance coach tightly for improved • Reward and recognize performance

Elements of Feedback Motivational Developmental (Praise/Encouragement): (Improvement/further development): Tells the person what he or she Tells the person what needs to did well and should continue to do be improved or further developed and explores possible actions The right balance is key

Possible Remuneration Map General Population Managers & Senior Managers Stock Options Long-term Incentive Total Remuneration Supply Sales Chain Other Incentive Incentive Incentives Management Incentive Base Salary Employee Stock Purchase Plan (not for all Business Units) Benefits 13

HR Centers of Expertise Traditional Renewed Selection & Recruitment Talent Acquisition Training & Development Career Path & Career Planning Performance Management Employer Branding Compensation & Benefits Change management Employee/Industrial Relations Coaching HR Administration HR Systems

The Leadership Pipeline Model Passage # 6 Passage # 5 Passage # 4 Passage # 3 Passage # 2 Passage # 1

The Concept There is a natural hierarchy of leadership work in any business organization. The required results change dramatically at key breakpoints in the hierarchy. So when you are promoted past one of those breakpoints a transition is required in: • Skills • Time application • Work values In addition, all the transition points require a letting go of things that make you successful at one layer and adopting entirely new ones in order to: 1. succeed at the new layer and 2. make those around you successful.

Управление Карьерой Каждый сотрудник может Перспективы Развития учиться и развиваться в своей должности Отдел Продаж участвовать в открытом конкурсе на любую Транспортный Отдел вакансию Доставка Производство Склад Доставка Склад

Breakthrough Model It all Starts with the Business Plans…. 1 Destination What is the business unit What will it look like in the Market? striving to create? Market Objectives 4 3 Current Reality Organizational Capabilities What is the “state” of the business 5 2 What are the Work Processes, People, Measurement today? Systems, Knowledge, and Environment we will need?

Employer Branding

Introducing Our Road Map for Successful Change I Prepare & Increase sense of urgency VIII II Make it stick Build guiding teams VII III Get the Don’t let up Project mgt & Leadership Vision right VI IV Short-term wins Communicate V Empower action

Our 8-Step Change Process Steps Purpose 1. Prepare and Create a sense of Urgency Help others see the need and importance of the change 2. Pull together the guiding team Make sure there is a powerful group guiding the change – one with leadership skills, credibility, communication ability, authority, analytical skills and a sense of urgency 3. Get the Vision right Clarify how the future will be different from the past, and how you can make that future a reality 4. Communicate for Understanding and Buy Make sure as many others as possible understand and accept in the vision and the strategy 5. Empower action Remove as many barriers as possible 6. Produce Short Term Wins Plan, create and celebrate some visible, unambiguous successes as soon as possible 7. Don’t let up Continue with wave after wave of change until the vision becomes a reality 8. Make Change stick Hold on to the new ways of behaving, and make sure they success, until they become strong enough to replace old traditions Source: J. Kotter’s 8 step process

Two approaches to Change: Logic and Emotion John P. Kotter and Dan S. Cohen ; The Heart of Change: Real-Life Stories of How People Change Their Ogranizations, 2002 Both thinking and feeling are essential, but the true heart of change is in our emotions

Stages of Change Active Anger Acceptance Trigger Bargaining Emotional Response New State Old State • Habits • Roles • Habits • Identity • Roles Performance • Identity Testing Denial Immobilization Depression Passive Ending Transition/Neutral Zone Beginning

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Hr in current environment

by Empatika on May 17, 2010

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