The document discusses Coca-Cola's approach to human resource development and mentoring programs. It outlines key differences between mentoring and coaching, with mentoring focusing more on building long-term relationships to help protégés understand company culture and career paths, while coaching emphasizes achieving specific performance goals. A 10-step mentoring process is also described that matches mentors and protégés, orients them, establishes agreements and periodic meetings to develop the protégé. Success requires voluntary participation outside normal reporting lines and integration with other development efforts.

2. 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.

3. • 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.

4. 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.

5. • 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.

6. 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.

7. • 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.

8. • 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

9. • 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.

10. • 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.

11. • 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.

12. • 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

13. 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.

14. Ten part Mentoring process
1. 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

15. 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

16. 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

17. 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 party
7. 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

18. 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
program
9. 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

19. 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

20. Forged link between Mentoring
& Business Strategy

21. 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.