Global Talent Management at the Coca Cola Company - People In Aid

International HR Conference 2009 Talent Management
Global Talent Management at the
Coca Cola Company
Dr. Arnold Dhanesar
Slide 1
Slide 2
● Worlds largest beverage company
● Worlds most recognized & Valued brand
● Servings: 1.5 billion per day
● Products: 2,800
● Locations: 200+ countries
● 80% of sales outside of North America
● One Million Employees system-wide
● 343 consecutive quarterly dividends
Classified - Internal use
©People In Aid 2009
This presentation contains material from a People In Aid conference and is provided for information only and does not
constitute advice. Neither the speakers nor People In Aid accepts any responsibility for how you use the information and
strongly recommends seeking suitable (legal) advice before implementing employment policy, as there may be specific
legal implications in the countries in which you operate. The handouts may be photocopied for non-commercial use, citing
People In Aid and the speaker as the source. If further information is required, please contact info@peopleinaid.org

International HR Conference 2009 Talent Management
Slide 3
Slide 4
Developing global Talent with global mindsets is essential to
the success of our business
DO WE HAVE A SECRET FORMULA ?
Successful Talent Strategies are alignment to the
Business Strategy
2004 2008
Classified - Internal use
©People In Aid 2009
This presentation contains material from a People In Aid conference and is provided for information only and does not
constitute advice. Neither the speakers nor People In Aid accepts any responsibility for how you use the information and
strongly recommends seeking suitable (legal) advice before implementing employment policy, as there may be specific
legal implications in the countries in which you operate. The handouts may be photocopied for non-commercial use, citing
People In Aid and the speaker as the source. If further information is required, please contact info@peopleinaid.org

International HR Conference 2009 Talent Management
Slide 5
Slide 6
Our “HR call to action” is embedded in our Manifesto
Play a
leadership role
in growing the
stock price
through
shaping our
intangibles
Disciplined ways
to be an “engine
for talent”
Diversity now
included in our
values
hj
Be a great place
to work where
people are
inspired to be
the best they
can be
Classified - Internal use
Drive System
Alignment to
win in the
market
Build a
Performance
Culture to drive
the results we
want
Play a Strategic
Business
Partner role in
executing our
end-to-end and
productivity
work
Our Talent Strategies are beginning to show results…
KO
High Performing
CPG Norm
‘Unprecedented Improvement’ on Engagement*
. . . International Survey Research, 2008
+ 7 pts
Engagement
*2008 Employee Engagement Survey
(points change vs. ’04)
● Diversity & Fairness
● Leadership
Classified - Internal use
● Communications & Awareness
● Performance Management
● Immediate Manager
● Empowerment & Innovation
©People In Aid 2009
This presentation contains material from a People In Aid conference and is provided for information only and does not
constitute advice. Neither the speakers nor People In Aid accepts any responsibility for how you use the information and
strongly recommends seeking suitable (legal) advice before implementing employment policy, as there may be specific
legal implications in the countries in which you operate. The handouts may be photocopied for non-commercial use, citing
People In Aid and the speaker as the source. If further information is required, please contact info@peopleinaid.org
5
+13 pts
+13 pts
+12 pts
+ 9 pts
+ 9 pts
+ 9 pts

International HR Conference 2009 Talent Management
Slide 7
Slide 8
In 2008, TCCC was awarded the SHRM Human Capital
Leadership Award – recognizing the instrumental role HR
played in activating our Manifesto for Growth
Global Talent Management - Key Strategic Initiatives
Enable Peak
Performance
People
Development
Forums
Women’s
Leadership
Initiative
Business Driven Talent
for a Talent Driven
Business
Build Core
Capability
General
Management
Pipeline
High
Potential
Development
©People In Aid 2009
This presentation contains material from a People In Aid conference and is provided for information only and does not
constitute advice. Neither the speakers nor People In Aid accepts any responsibility for how you use the information and
strongly recommends seeking suitable (legal) advice before implementing employment policy, as there may be specific
legal implications in the countries in which you operate. The handouts may be photocopied for non-commercial use, citing
People In Aid and the speaker as the source. If further information is required, please contact info@peopleinaid.org

International HR Conference 2009 Talent Management
Slide 9
Slide 10
Leadership Behaviors:
Does the associate
demonstrate the leadership
behaviors needed to be
successful in the desired
role? If not, what needs to
be developed?
Critical Experiences and
Functional Competencies:
What experiences does the
associate have and how do
they compare to what is
needed in the desired role?
What additional experiences,
knowledge, skills and
abilities are needed? What is
the best way to acquire
them?
TCCC Talent Framework
to guide career development discussions and talent planning efforts
Classified - Internal use 9
Fit: Is s/he the best fit for
the desired role? If not, are
there other opportunities
that may be a better fit?
Enabling Peak Performance at TCCC
Feb - Mar
Rewards
Rewards Rewards &
&
Recognition
Recognition
Dec – Jan
Reward Decisions Made
Vision Vision & & & Goals
Goals
Strategy Strategy & & Planning
Planning
We will become
“world class” at Peak
Performance by
…Focusing every associate
on executing business
strategy to drive growth
…reinforcing the right
behaviors
…differentiating rewards
Tracking Tracking and and Measuring
Measuring
Nov - Jan
(Final Review)
Classified - Internal use
Ability: Are the associate’s strengths
transferable to more senior roles?
Has he/she shown evidence that
he/she is able to pick up new skills and
address new challenges?
Aspiration: What are the associate’s
career goals? How quickly does
he/she want to progress?
Engagement: How passionate is the
associate about the business and how
well has he/she been able to engage
his/her team?
Performance: Has the associate
accomplished sustained results and
demonstrated the core competencies
required of his/her current role? If not, what
does he/she need to begin delivering/
demonstrating?
Aug - Dec
Performance,
Performance,
Career Career &
&
Development
Development
Plans
Plans
January 31
(Perf & Career Plans)
©People In Aid 2009
This presentation contains material from a People In Aid conference and is provided for information only and does not
constitute advice. Neither the speakers nor People In Aid accepts any responsibility for how you use the information and
strongly recommends seeking suitable (legal) advice before implementing employment policy, as there may be specific
legal implications in the countries in which you operate. The handouts may be photocopied for non-commercial use, citing
People In Aid and the speaker as the source. If further information is required, please contact info@peopleinaid.org
July
(Mid-Year Review)
10

International HR Conference 2009 Talent Management
Slide 11
Slide 12
Accelerates Sustainable Growth
(Thought Leadership)
Drives Innovative
Business Improvements
Develops ideas and gains others’
commitment; Seizes opportunities that
can deliver the greatest value; Promotes
an environment of creative thinking and
innovation
Balances Immediate and
Long-Term Priorities
Meets critical objectives while
considering the impact of those activities
on longer-term goals; Translates strategic
direction into personal actions/plan
Builds
Vision and Strategy
Translates the vision into a compelling
destination, communicates it to others
and takes bold action to deliver upon it;
Manages through complexity to provide
strategic direction for the future
People
Development
Forums
Marketing
Customer
Finance
Etc.
Other Global
Functions
Business
Unit 1
Drives Execution
(Results Leadership)
Delivers Results
Takes accountability, ensuring
productive, efficient execution against
priorities; Sets ambitious yet realistic
goals and removes obstacles to ensure
high-quality results
Imports and Exports
Good Ideas
Shares and adopts ideas in and outside
the Company; Leverages insights to
inform actions or gain support;
Embraces change
Influences
the System
Applies influence strategies and
negotiation skills to achieve win-win
results; Adapts style based on the
situation and audience
Classified - Internal use
Unleashes Potential
(People Leadership)
Develops and
Inspires Others
Develops others, improving their
skills/capabilities; Provides, seeks and
accepts feedback; Supports the diverse
contributions of others; Engages others
through effective communication
Sets a Winning Example
Demonstrates integrity, including
placing Company interests ahead of
personal agendas; Makes sound
decisions and follows-through on them;
Demonstrates passion for the Company
and its products
Builds a
Winning Culture
Leads culture change, including a case
for change and vision; Supports the
future culture, even in challenging
situations; Builds a team that includes
complimentary strengths
People Development Forums are the global
management routine that ensures we have the
talent needed to execute our short and long-term
business strategies
Senior Leadership PDF
Business
Unit 2
Vision
Exceptional Talent
Ready Now
for all Key Roles
Classified - Internal use
Business
Unit 3
• High Potential Identification
• Development Planning
• Succession Planning
• Human Capital Planning
• Capability Building
• Internal Movement
• Expatriate Assignments
• Performance & Potential
Calibration
• Diversity Management
• Organization Redesign
©People In Aid 2009
This presentation contains material from a People In Aid conference and is provided for information only and does not
constitute advice. Neither the speakers nor People In Aid accepts any responsibility for how you use the information and
strongly recommends seeking suitable (legal) advice before implementing employment policy, as there may be specific
legal implications in the countries in which you operate. The handouts may be photocopied for non-commercial use, citing
People In Aid and the speaker as the source. If further information is required, please contact info@peopleinaid.org

International HR Conference 2009 Talent Management
Slide 13
Slide 14
Framework for Defining Potential at TCCC
Ability
(Current Ability + Ability to Grow)
Aspiration
(Interest + Motivation)
Ability
Aspiration Engagement
Pre-requisite: Track record of Performance
Engagement
(Self + Others)
Classified - Internal use
� High Potential (Distribution 0-10%) – This
individual is promotable at least one level in the
organization or capable of operating at Senior
Leadership level as demonstrated through a
combination of ability, aspiration, and
engagement.
� Promotable / Expandable (Distribution 20-30%)
– This individual is viewed as capable of
moving up one level in the organization and/or
expanding the scope and complexity of his/her
role.
� Well Placed (Distribution 50-55%) – This
individual is functioning in a role of appropriate
size and scope. This person is well suited for
their current role and, at this time, seems likely
he/she will continue to contribute at their
current level in the organization.
� Placement Issue (Distribution 0-5%) – This
individual is functioning at an inappropriate
level or in the wrong role. This person may
require coaching or a performance
improvement plan to function in the role.
Framework for Defining Potential at TCCC
Aspiration (Interest + Motivation)
Ability (Current Ability + Ability to Grow)
Ability
(Current ability & Ability to grow)
•Demonstrates core & functional
competencies
•Curiosity & eagerness to learn
•Open to & solicits feedback
•Thinks beyond current boundaries
•Understands & influences others
•Operates effectively under stress
Aspiration
(Interest & Motivation)
• Wants to advance
• Motivation to lead & develop others
• Understands the demands &
tradeoffs of a more senior Role
Pre-requisite: Track record of Performance
Classified - Internal use
Engagement
(Self & Others)
• Demonstrates passion for TCCC
• Models TCCC Values
• Strives for Excellence
• Contributes beyond scope of role
• Energizes & inspires others
Engagement (Self + Others)
©People In Aid 2009
This presentation contains material from a People In Aid conference and is provided for information only and does not
constitute advice. Neither the speakers nor People In Aid accepts any responsibility for how you use the information and
strongly recommends seeking suitable (legal) advice before implementing employment policy, as there may be specific
legal implications in the countries in which you operate. The handouts may be photocopied for non-commercial use, citing
People In Aid and the speaker as the source. If further information is required, please contact info@peopleinaid.org

International HR Conference 2009 Talent Management
Slide 15
Slide 16
16
Worksheet to assist in determining Potential Ratings
Components of Potential Example
Associate A
Aspiration (Interest & Motivation)
� Wants to advance to a more senior role
� Has the Motivation to lead & develop others
� Understands demands & trade-offs of a more
senior role
Current Ability
� Demonstrates core & functional competencies
that are transferable to more senior roles
� Thinks beyond current boundaries
� Operates effectively under stress
Ability to Grow
� Has a curiosity & eagerness to learn
� is open to & actively solicits feedback
� Understands & influences others; active
listening; empathizes; brings out best in people
Engaging Self
� Strives for excellence
� Contributes beyond scope of role
� Models TCCC Values
Engaging Others
•Demonstrates passion for TCCC
•Energizes and Inspires Others
OVERALL POTENTIAL RATING
Potential
SCALE: Low
Medium
High
Example
Associate B
*This worksheet is to be used as a guide. It does not replace sound managerial judgment. Best practice (and TCCC) weights all components listed above equally
High
Potential
Promotable/
Expandable
Well Placed
Placement
Issue
Classified - Internal use 15
Example
Associate C
Example
Associate D
High High Medium Low
High Medium Medium Low
High High Medium Low
High Medium Medium Low
Medium High Low Medium
©People In Aid 2009
This presentation contains material from a People In Aid conference and is provided for information only and does not
constitute advice. Neither the speakers nor People In Aid accepts any responsibility for how you use the information and
strongly recommends seeking suitable (legal) advice before implementing employment policy, as there may be specific
legal implications in the countries in which you operate. The handouts may be photocopied for non-commercial use, citing
People In Aid and the speaker as the source. If further information is required, please contact info@peopleinaid.org
HiPo
Promotable
Well Placed
Placement Issue
4-5 Highs; No Lows
2-3 Highs
Majority Mediums
Majority Lows
Hi Po Promotable
Well Placed Placement issue
PDF Performance / Potential Grid
Quadrant 2
4 Quickly create development
plan to actively engage &
increase performance
Quadrant 4
4 Ensure appropriate plan
is in place to address
and/or improve
performance
Not Meeting Developing Successful
Performance
Quadrant 1
4 Create robust plan
4 Actively steward
4 ID experiences or learning
opportunities to
accelerate development
Quadrant 3
(Well Placed Only)
4 Focus development to
optimize impact &
engagement
Classified - Internal use
Exceptional
Differentially
invest in
Talent in
Quadrant 1

International HR Conference 2009 Talent Management
Slide 17
Potential
Post-Calibration Communication:
Combined Performance and Potential Messages
High Potential
Promotable
Well Placed
You are highly valued by TCCC
as a future leader. We consider
you among our most critical
talent and are committed to
preparing you for future
opportunities
– probably new in role so we
want to invest to make you
successful
Valued individual who has the
potential for a successful career
– probably new in role so focus
is on short term performance
You could be new in role or
underperforming - either way
we need to quickly identify and
address gaps and move to SP
level
You are highly valued by TCCC
as a future leader. We consider
you among our most critical
talent and are committed to
preparing you for future
opportunities
– we really want to invest in you
to accelerate your career
Valued individual who has the
potential for a successful career
– our focus is to push your
performance & prepare you for
future roles
Solid performer and we are
really grateful for your
contribution. We really want you
to continue to grow and develop
in your role.
You are highly valued by TCCC
as a future leader. We consider
you among our most critical
talent and are committed to
preparing you for future
opportunities
– We believe you can play
multiple leadership roles
throughout your Career at TCCC
Valued individual who has the
potential for a successful career
- we will continue to stretch you
by providing you with new
challenges and supporting you
as you continue to grow in your
career
Deliver real value to the
company through outstanding
technical skills and Living the
Values – critical to our success
today
Developing Performance Successful Performance Exceptional Performance
Performance
©People In Aid 2009
This presentation contains material from a People In Aid conference and is provided for information only and does not
constitute advice. Neither the speakers nor People In Aid accepts any responsibility for how you use the information and
strongly recommends seeking suitable (legal) advice before implementing employment policy, as there may be specific
legal implications in the countries in which you operate. The handouts may be photocopied for non-commercial use, citing
People In Aid and the speaker as the source. If further information is required, please contact info@peopleinaid.org