Global Talent Management at the Coca Cola Company - People In Aid
Global Talent Management at the Coca Cola Company - People In Aid
Global Talent Management at the Coca Cola Company - People In Aid
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<strong>In</strong>tern<strong>at</strong>ional HR Conference 2009 <strong>Talent</strong> <strong>Management</strong><br />
Slide 11<br />
Slide 12<br />
Acceler<strong>at</strong>es Sustainable Growth<br />
(Thought Leadership)<br />
Drives <strong>In</strong>nov<strong>at</strong>ive<br />
Business Improvements<br />
Develops ideas and gains o<strong>the</strong>rs’<br />
commitment; Seizes opportunities th<strong>at</strong><br />
can deliver <strong>the</strong> gre<strong>at</strong>est value; Promotes<br />
an environment of cre<strong>at</strong>ive thinking and<br />
innov<strong>at</strong>ion<br />
Balances Immedi<strong>at</strong>e and<br />
Long-Term Priorities<br />
Meets critical objectives while<br />
considering <strong>the</strong> impact of those activities<br />
on longer-term goals; Transl<strong>at</strong>es str<strong>at</strong>egic<br />
direction into personal actions/plan<br />
Builds<br />
Vision and Str<strong>at</strong>egy<br />
Transl<strong>at</strong>es <strong>the</strong> vision into a compelling<br />
destin<strong>at</strong>ion, communic<strong>at</strong>es it to o<strong>the</strong>rs<br />
and takes bold action to deliver upon it;<br />
Manages through complexity to provide<br />
str<strong>at</strong>egic direction for <strong>the</strong> future<br />
<strong>People</strong><br />
Development<br />
Forums<br />
Marketing<br />
Customer<br />
Finance<br />
Etc.<br />
O<strong>the</strong>r <strong>Global</strong><br />
Functions<br />
Business<br />
Unit 1<br />
Drives Execution<br />
(Results Leadership)<br />
Delivers Results<br />
Takes accountability, ensuring<br />
productive, efficient execution against<br />
priorities; Sets ambitious yet realistic<br />
goals and removes obstacles to ensure<br />
high-quality results<br />
Imports and Exports<br />
Good Ideas<br />
Shares and adopts ideas in and outside<br />
<strong>the</strong> <strong>Company</strong>; Leverages insights to<br />
inform actions or gain support;<br />
Embraces change<br />
<strong>In</strong>fluences<br />
<strong>the</strong> System<br />
Applies influence str<strong>at</strong>egies and<br />
negoti<strong>at</strong>ion skills to achieve win-win<br />
results; Adapts style based on <strong>the</strong><br />
situ<strong>at</strong>ion and audience<br />
Classified - <strong>In</strong>ternal use<br />
Unleashes Potential<br />
(<strong>People</strong> Leadership)<br />
Develops and<br />
<strong>In</strong>spires O<strong>the</strong>rs<br />
Develops o<strong>the</strong>rs, improving <strong>the</strong>ir<br />
skills/capabilities; Provides, seeks and<br />
accepts feedback; Supports <strong>the</strong> diverse<br />
contributions of o<strong>the</strong>rs; Engages o<strong>the</strong>rs<br />
through effective communic<strong>at</strong>ion<br />
Sets a Winning Example<br />
Demonstr<strong>at</strong>es integrity, including<br />
placing <strong>Company</strong> interests ahead of<br />
personal agendas; Makes sound<br />
decisions and follows-through on <strong>the</strong>m;<br />
Demonstr<strong>at</strong>es passion for <strong>the</strong> <strong>Company</strong><br />
and its products<br />
Builds a<br />
Winning Culture<br />
Leads culture change, including a case<br />
for change and vision; Supports <strong>the</strong><br />
future culture, even in challenging<br />
situ<strong>at</strong>ions; Builds a team th<strong>at</strong> includes<br />
complimentary strengths<br />
<strong>People</strong> Development Forums are <strong>the</strong> global<br />
management routine th<strong>at</strong> ensures we have <strong>the</strong><br />
talent needed to execute our short and long-term<br />
business str<strong>at</strong>egies<br />
Senior Leadership PDF<br />
Business<br />
Unit 2<br />
Vision<br />
Exceptional <strong>Talent</strong><br />
Ready Now<br />
for all Key Roles<br />
Classified - <strong>In</strong>ternal use<br />
Business<br />
Unit 3<br />
• High Potential Identific<strong>at</strong>ion<br />
• Development Planning<br />
• Succession Planning<br />
• Human Capital Planning<br />
• Capability Building<br />
• <strong>In</strong>ternal Movement<br />
• Exp<strong>at</strong>ri<strong>at</strong>e Assignments<br />
• Performance & Potential<br />
Calibr<strong>at</strong>ion<br />
• Diversity <strong>Management</strong><br />
• Organiz<strong>at</strong>ion Redesign<br />
©<strong>People</strong> <strong>In</strong> <strong>Aid</strong> 2009<br />
This present<strong>at</strong>ion contains m<strong>at</strong>erial from a <strong>People</strong> <strong>In</strong> <strong>Aid</strong> conference and is provided for inform<strong>at</strong>ion only and does not<br />
constitute advice. Nei<strong>the</strong>r <strong>the</strong> speakers nor <strong>People</strong> <strong>In</strong> <strong>Aid</strong> accepts any responsibility for how you use <strong>the</strong> inform<strong>at</strong>ion and<br />
strongly recommends seeking suitable (legal) advice before implementing employment policy, as <strong>the</strong>re may be specific<br />
legal implic<strong>at</strong>ions in <strong>the</strong> countries in which you oper<strong>at</strong>e. The handouts may be photocopied for non-commercial use, citing<br />
<strong>People</strong> <strong>In</strong> <strong>Aid</strong> and <strong>the</strong> speaker as <strong>the</strong> source. If fur<strong>the</strong>r inform<strong>at</strong>ion is required, please contact info@peopleinaid.org
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