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Coco cola


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Coca cola case - HRM

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Coco cola

  1. 1. Introduction• Coca – Cola Company is the global soft-drink industry leader with its headquarters in Atlanta.• There are 160 other soft-drink brands that are manufactured & sold by The Coca – Cola Company.• Approx. 70% of the sales volume & 80% of the company profits come from outside the US.• They have extended there product line to sparkling waters, juices, coffee, tea etc.
  2. 2. • In 1960, Coca – Cola Company purchased the Minute Maid Corporation• The US bottling operations was handled by Coca – Cola Enterprises Inc (CCE).• CCE got listed in NYSE & offered stock to public in 1986.• Company sells 4.3 billion unit cases of its product each year.• CCE employs approx 74,000 people.
  3. 3. Aim and Approach• Coca – Cola Company aims to create a workplace of fairness, equality and opportunity for each employee.• For the company, the Human Resource Development (HRD) is a key to building competitive advantage through people.• HRD also is a key to the creation of a high performing organization.
  4. 4. • The approach or the company is: To strengthen link between business strategy and development focus To involve leadership of the organization in all aspects of development To use variety of development tools to match personal and organizational needs better.
  5. 5. Difference between Mentoring & Coaching• Mentoring: Follows an open and evolving agenda and deals with a range of issues. Developmental tool that involves leader in the organization. Formal relationship structured around the development needs of the protégé.
  6. 6. • Coaching: Focuses on achieving specific objectives, usually within a preferred time period. It is an interaction that enhances performance. Helps the person increase competence & the probability of success. Relationship is not of utmost importance.
  7. 7. • Relationship: In mentorship the process is focused on the building a good formal relation between two person to communicate effectively in-depth each other. It help the protégés to understand the organization and do their job better. The mentor helps to learn more about the organization culture, company mission and how things are getting done in- depth as it is a one-to-one interaction. On
  8. 8. • Coaching do not consider the relationship. Coca-cola consider coaching as an interactive process by providing goals, techniques, opportunities to practice and feedback to enhance the performance. It consider the element of coaching is critical rather than relationship. In coaching, the relationship is not of utmost importance; rather the agreement that the coaching is valuable is the critical element.
  9. 9. • Position of the host: Typically, in Coca-cola, the host person of the mentorship process is in higher position having experience as well as knowledge on the culture and the dynamics of the organization. It means, the information flow is from upper direction to lower direction. On the other hand, the person who is hosting coaching might be in senior or junior or in the similar position with knowledge of specific area. The information flow might be from any direction.
  10. 10. • Background of the host: In most of cases the mentor and the protégés are from different departments. So, there is no direct reporting relationship involved in between both persons. It might encourage to share more in-depth understanding between both the parties in lies with comp any’s goal and protégés’ future developme nt as a leader. In contrast, in the coaching process all the parties are from the same department. The main focus lies in the learning of the technique to manage the business for effectively focusing on the department’s activity.
  11. 11. • Background of the host:• In most of cases the mentor and the protégés are fromdifferent departments. So, there is no direct reporting relationship involved inbetween both persons. It might encourage to share more in-depth understandingbetween both the parties in lies with company’s goal and protégés’ future• development as a leader. In contrast, in the coaching process all the parties arefrom the same department. The main focus lies in the learning of the technique tomanage the business for effectively focusing on the department’s activity.• A coach and a mentor:• Coaching is concerned primarily with performance and the development of definable skills. It usually starts with the learning goal already identified. The most effective coaches share with mentors the capability to help the learner develop the skills of listening to and observing them, which leads to much faster acquisition of skills and modification of behavior. Coaches also share with mentors the role of critical friend – confronting executives with truths no one else feels able to address with them. Whereas the coach is more likely to approach these issues through direct feedback, the mentor will tend to approach them through questioning processes that force the executive to recognize the problems for themselves. Mentoring is usually a longer- term relationship and is more concerned with helping the executive determine what goals to pursue and why. It seeks to build wisdom –the ability to apply skills, knowledge and experience in new situations and to new problems. Coach Protégé’s learning is primarily focused on abilities Technical or professional focus Effective use of the protégé’s existing competencies. Professional interaction with the protégé Inspires respect for his/her professional competencies Mentor Learning is focused on attitudes Focus on personal and professional development Helps the protégé realize his/her potential More interaction with an affective component Is a role model
  12. 12. Goals that Mentoring Program helps the Protégé achieve• Helps to understand the organization & their role in it better.• Learns more about the culture, mission & context of how things get done.• Gains confidant who help him plan a career within the organization.
  13. 13. Ten part Mentoring process1. Protégé identified: In this step Coca-Cola need to identify people for the mentoring program. They would have to identify people those who are eligible for responsible of the company.2. Identify developmental needs: After identifying protégé they need to prepare a developmental plan for the protégé. In this step protégé need to interact with the mentor to find out where they need to develop
  14. 14. 3. Identify potential mentors: After finding protégé and their problem potential mentors are need to be selected so that th ey could mentor them in the program. In this step mentor could be selected by the protégé or could be recruited by the senior managers.4. Mentor-Protégé matching: While recruiting or selecting mentor protégé need to match their personalities with them so that there is understanding between them & relationship between them should be compatible
  15. 15. 5. Mentor & protégé orientation: In this step t here would be introduction between the mentor and the protégé. Mentor would welcome the participants and thank them for their interest in Mentor-Protégé program. The purpose of this program is to help protégé grow from within and to strengthen the critical areas in the organization. The orientation would co ver time commitments, types of activities, time and budget support, relationship with the organization, schedule of meetings etc
  16. 16. 6. Contracting: In this step an agreement should be created between the mentor and the protégé. In the agreement, everything would be written regarding the program i.e. schedule of the program, invest of mentoring activities by each party7. Periodic meetings: In this step mentor and the protégé will sit for discussion about the program progress. They will discuss about their performance planning, coaching and feedback sessions
  17. 17. 8. Periodic reports: There should be evaluation of the program by both mentors and protégé. In this step mentor as well the protégé will make report of the program9. Conclusion: After developing the entire ab ove step they would come to conclusion whether they could continue to go for the program or not. This could be understood through the relationship between mentor and protégé
  18. 18. 10. Evaluation and follow-up: Finally in the end when they would find that their relationship and their program planning is well structured then they would do interview with each other regarding timing, logistics, time constraints and other related to mentor program
  19. 19. Forged link between Mentoring & Business Strategy
  20. 20. Conditions important for the success of Mentoring program• Need voluntary participation from both mentor & protégé outside the normal hierarchy relationship.• One on one relationship.• Integration with other development efforts.• Commitment to the program by protégé’s boss.• Creation & communication of policies & procedures.