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No Contents Page No
1. Introduction 2
2. Human Resource Process 2-3
3. Brands of coca cola company 3-4
4. Recruiting and Selecting of new employees 4-5
5. External and Internal Recruitment Methods 5-10
6. Effectiveness of Hiring Process Saves Recruitment Costs 10-15
Poor Hiring has Adverse Financial Impact
7. Conclusion 16

The Coca-Cola Company is an American multinational corporation, and
manufacturer, retailer, and marketer of non-alcoholic beverage concentrates
and syrups. The company is best known for its flagship product Coca-Cola,
invented in 1886 by pharmacist John Stith Pemberton in Atlanta, Georgia. The
company headquartered in Atlanta, Georgia, but incorporated in Wilmington,
Delaware has operated a franchised distribution system since 1889.

Human Resource Management Report

The Coca-Cola Company is the world's leading manufacturer, marketer, and
distributor of non-alcoholic beverage concentrates and syrups, with world
headquarters in Atlanta, Georgia. The Company and its subsidiaries employ
nearly 31,000 people around the world. Syrups, concentrates and beverage bases
for Coca-Cola, the Company's flagship brand, and over 230 other Company soft-
drink brands are manufactured and sold by The Coca-Cola Company and its
subsidiaries in nearly 200countries around the world.

By contract with The Coca-Cola Company or its local subsidiaries,

local businesses are authorized to bottle and sell Company soft drinks within
certain territorial boundaries and under conditions that ensure the highest
standards of quality and uniformity

HR Process
The HR-process still belongs to one of the essentials among the company’s
success factors. As described in the assessment ‘war for talent’ published in the
McKinsey Quarterly Journal 20 years ago, companies were already suffering a
shortage of executive talent and that this competition for new talents will
intensify. However, just finding and hiring the right people is not the only

obstacle which was identified. The attraction and to retain the workforce is the
key. Therefore, the company needs to give the employee the opportunity to refine
and create his value proposition. Then, to attract and retain the people you need,
you must create and perpetually refine an employee value proposition. That done,
you must turn your attention to how you are going to recruit great talent and
finally develop, develop, develop!” (Chambers et al. 1998) These principles
haven’t become obsolete until today. This assignment will take a look at the HR-
activities of The Coca Cola Company and will evaluate it in comparison to recent
trends and benchmarks.
The Coca Cola Company
Coca-Cola is an American company with a 131 year-long tradition of producing
non-alcoholic beverages. It is in business since 1886 originating from Atlanta,
Georgia serving 1.9 billion servings a day to more than 200 countries in 2016.
This makes Coca Cola the global No. 1 provider of sparkling beverages, juices,
juice drinks and ready-to-drink coffee. TCCC manufactures, distributes, and
markets non-alcoholic beverages along with fountain syrups and concentrates,
such as flavouring ingredients and sweeteners. The portfolio includes 500 brands
and 3,500 beverage products featuring 21 billion-dollar brands. Coca Cola’s
mission statement involves three key statements: to refresh the world, to inspire
moments of optimism and happiness, and to create value and make a difference.

Brands of “The coca cola Company”

“The Coca-Cola Company is the world’s largest beverage company. The
Coca-Cola Company markets four of the world’s to-five soft-drink brands Coca-
Cola, diet Coke, Sprite and Fanta. Their beverage offerings income pass nearly
400brands,including,coffees,and,teas,juicesand juice drinks, sports drinks and w
aters as well as carbonated softdrinkswith operations in more than 200 countries.
The products of The Coca-Cola Company touch lives everywhere. Their core

brands have made an impact around the world; brands such as Fanta, Sprite and
off course, Coca-Cola, are available and recognized in many countries.

Recruiting and Selecting of new employees

The Coca Cola Company-process
With a network of over 700 thousand associates worldwide HR-management is
fundamental activity for Coca-Cola. The process is composed by internal and
external recruitments in which, the Coca-Cola Company (TCCC) established a
common procedure and framework to maintain quality standards to a certain
level. In the external search, Coca-Cola is always on the lookout for new talent,
be it in experienced hires, the Coca-Cola graduate programme, or the University
Talent Programme. As it costs in average up to $4000 to
recruit an employee for an open position the recruitment process need to make
sure the person and its abilities are fitting perfectly to the vacant position.
As previously mentioned, the recruitment starts with being attractive to talents
and applicants ‘achieves this with several initiatives and a clear statement towards
employees of being part of a community with shared values and stating it is a
local business on a global scale with a unique culture and a strategy to grow from
within. This means that a new employee is fully integrated and has a variety of
development programs to choose from as well as having ‘one of a kind’
experiences like being a brand-ambassador at the Olympics or FIFA World Cup.
TCCC puts also a lot effort into the acquisition of new talents, as they are
supporting students in the ‘University Talent Program’ or are creating new
platforms like the ‘All women hackathon’, to name two of them. Coca Cola
Company’s recruitment process of external applicants also follows a specific
multi steps practice as seen below, where they want to find the ideal candidate,
who combines the attributes of ‘Creative and fresh thinking’- spirit of
collaboration-pragmatic and commercial mind set.

The current recruitment process of TCCC combines all the features of a global
player assuring to find the right person for the position and can be seen as highly
effective. TCCC can also create the so important attractiveness for new
applicants, through the popularity of its brands, the creation of a corporate culture
which values every position, as well as putting up several initiatives. However,
these things are more or less taken for granted from a global company and lacks
a certain degree of uniqueness. The changing environment where the trend is
going towards a more candidate-driven market, where applicants are using
interviews to determine if the company fits to them and their lifestyle is one of
the central topics pressuring companies to adapt. (Glassdoor 2016). In order to
respond to this development, companies need to include new digital and cognitive
technologies like VR and channels to target the new generation of talents.
Platforms like LinkedIn and Glassdoor are gaining even higher importance in the
next years and are central for the search to employees. Here it is key for TCCC
to build a digital employment brand on a defined strategy which is recognizable
and transparent to benefit from the socialized online environment where people
are sharing experiences and evaluate their employers.
External and Internal Recruitment Methods
External Recruitment Methods
These are the universal methods used by professional recruiting agencies.
It is an important activity for initiating the recruitment process.
Detailed job specification descriptions must be given along with the mainrespon
sibilities and also highlighting the regular and occasional tasks
to be performed. The detail of reporting lines and team responsibilities, if
Human Resource Management Report
any, shall also be listed. The advertisement shall mention the Seasoned
immediately and also those which can be developed through training at later

stages. Advertising in appropriate publications is the most important phase
sincerity has to attract maximum candidates. For example, appreciation of target
employees using national newspapers, specialist trade magazines, audio/video
channels etc, is required before selecting the advertising channel. Unless we
expect the candidates to relocate to our area, local audio/video channels or print
media may be the best option. The cheapest way to advertise is on company
website if same has been launched. But this may be inefficient if the site does not
attract enough visitors. You can also advertise on job sites such as
or many others. It is much easier to post your CV on industry business portals.
Employment Agencies
The candidates as well as the employers generally consider those employment
agencies, preferably having credibility/experience in the given business sector.
Such agencies are very helpful specially when recruiting specialists or temporary
employees or recruits from skills shortage areas.
Job Fairs
These are organized by graduating institutions where companies are invited to set
up their stalls and interview the potential candidates as part of talent hunt program
Internship Programmers
The graduates are offered internships by the companies/organizations which
afford a chance to both potential employers and the internees to develop mutual
understanding of competency levels and work environments.
Contingency Firms
These firms are generally used to provide unskilled manpower on
contingency/temporary basis during specified time period, usually for seasonal
Professional Associates

They help in locating hard-to-find people having specific
qualification/experiences or ability to work well within teams. Subject or
Research Experts in scientific field are the best examples.
Internal Recruitment Methods
Job Posting and Job Bidding
Job posting is the procedure for communicating to own company employees, the
fact that a job opening exists in their company and they can apply for the same as
per their company policy. Job bidding is a technique that permits individuals in
an organization who believe that they are qualified and posses the required
qualification/experience to apply for a posted job. They are recommended by
their supervisors, both existing and the projecting. Such internal moves are based
on promotions which are not only the most economical and efficient
option but also result into employee motivation and their retention. We mustexe
cute employee training and development programmers to develop/prepare them
for promotions.
Employee Referrals
This is a cheap technique of recruiting those having specialized skills. Since such
people are difficult to locate, therefore existing employees are the most
appropriate means to let people know that the company really does want people
having specific skills/experience to apply.
Recruitment Websites
Such sites have two main features; firstly job boards allow member companies to
post job vacancies whereas on other hand, CV(curriculum vitae) data base allows
the candidates to upload their résumés, later to be included in searches by member
Recruitment Agencies and Their Selection Processes
Recruitment is now emerging as a strategic function at industry level since it
needs more professional approach to be adopted by the recruiters who are to be
equipped with right type of knowledge, skills and mechanism for selecting high

potential resources. They must conduct two or more interviews in addition to
using other assessment tools to ascertain objective assessment of the candidate.
They, at the end must include their supervisors being the job-relevant personnel
to determine their suitability from knowledge-application point of view.
Supervisors shall give all possible information about the job, and ensure that the
candidate has understood the whole perspective because any missing link shall
later on result into employee frustration. Some of the agencies used for
recruitment are traditional agencies, head hunters, in-house recruiting
departments and passive candidates research firms.
Traditional Agencies
These agencies historically have a physical location. A candidate visits a local
branch for a short interview and an assessment is made by the experts before
being taken
onto the agency’s books. Recruitment
consultants then work to match their pool of candidates to their clients ‘open
positions. Suitable candidates are short-listed and put forward for an interview
with potential employers on a temporary or permanent basis. These agencies are
given different compensation packages, of which the most popular is that a
contingency fee is paid by the company when a recommended candidate accepts
a job. An advance payment that serves as a retainer is also paid by the company
in some case.
It is an industry term used for a third-party recruiter who seeks out candidates,
often when normal recruitment efforts have failed. Head hunters execute typically
small operations that make high margins on candidate placements. Due to their
higher costs, head-hunters are usually employed to fill senior management
andexecutivelevel positions. Headhunters are also used to recruit very specialize
dindividuals, such as in emerging scientific research areas where there are only a

handful of top-level professionals who may be active in their required fields. They
may search, prepare a candidate for the interview and help to negotiate the salary.
In-house Recruitment
The HR departments or employers themselves undertake their own in-house
recruitment. In addition to coordinating with the agencies mentioned above, in-
house recruiters may advertise job vacancies on their own websites, coordinate
internal employee referrals, work with external associations, trade groups and/or
focus on campus graduate recruitment.
Passive Candidate Research Firms
These firms provide competitive passive candidate intelligence tosupport
company's recruiting efforts. Normally they will generate varying degrees of
candidate information from those people currently engaged in the position a
company is looking to fill. These firms usually charge a per hour fee or
by candidate lead.
Recruitment Process
The recruitment process is based on three main steps, described as below.
Sourcing involves advertising, a common part of the recruiting process described
as above.
Screening and Selection
Suitability for a job is typically assessed by looking for skills, e.g.
Communication, typing, and computer skills. Qualifications may be
found through résumés, job applications, and interviews, educational
or professional experiences. The testimony of references or in-house testing is
also part of psychological tests or employment tests.
Orientation is the introduction process with regards to work environment and
company culture. A well-planned orientation training program helps new
employees to become fully operational in the quickest manner and is often

integrated with a new work and company environment. Orientation develops the
comfort zone of the new employees and helps them in the recruitment process for
retention purposes. Many companies have comprehensive orientation process to
retain top talent which is new to the company and it may last from 1 week to 6
Effectiveness of Hiring Process Saves Recruitment Costs Poor Hiring has
Adverse Financial Impact
Hiring a wrong person for the job can be costly since a lot of time and managers
or staff effort is spent in the whole selection process. There are enormous costs
which are associated with interviewing candidates, training new hires,
advertising and other related administrative activities.
There is always a substantial financial impact of poor hiring decisions on the
organization affecting its recruitment budget adversely.
Feed Back Improves Hiring Standards
Recruiters must develop a mechanism for recording the performance of their ex-
candidates when employed in real work environment. If necessary, they must
arrange post-employment interviews for the employees who have been their
candidates during selection process. At times, poor performance may result due
to employee shortages or other issues of compensation, empowerment, work life
balance etc. We must consider using a qualified consultant for an objective
assessment of recruitment problems, such as high employee turnover, frustration
and discipline.
Employee Retention Contribute to Customer Satisfaction
It is critical to the long-term health and success of the business. Managers readily
agree that retaining their best employees ensures customer satisfaction, product
sales and satisfied co-workers. It also helps in satisfaction of reporting staff,
effective succession planning and deeply imbedded organizational knowledge.
Organizational Development is Key to Operational Success

Organizational development aspects, such as training and
development programmers for the employees, management development progra
mmers, career development centers and Change management programs help in r
esolving the organizational issues which need toreviewed in line with on-going
changes in technology, skill levels
and processes. The employees are given equal opportunities to developthemselv
es in line with company policies.
Diversity Strengthens Organizational Culture
The diverse culture of the organization helps in setting up good recruitment
procedures which do not discriminate illegally on the basis of gender, race,
religion, belief, age, disability, marital or status orientation.
Selection process:
The selection process will vary depending on the position employee
applying for, as one process can’t fit all the different roles as Coca Cola
Company have.
 Interviews
 Group exercise
 Presentations
 Psychometric test
 Roles plays/situational test
Training and development:
Coca cola training and development programs are equally impressive. They have
an extensive on the job training program to focus on the day-to-day needs of their
people and in each of their offices across the continent there are a number of local
training initiatives catering to particular regional needs. In addition, The
tailoredanddiverseresources including:

 Instructor led training classes in a range of areas including People
Leadership, Franchise Leadership, Consumer Marketing and
Customer/Commercial Leadership;
 E-learning to share core knowledge;
 Workshops to help generate new ideas and apply them practically;
 Just-in-time training and development for critical skills;
 An extensive online library of books and other resources to support on the
job learning
 External speakers reviewing the latest thinking on hot topics.
Performance Appraisal
Coca cola performance appraisal is annually Hr. Manager Waqar Mahmood said
that we appraise the employee due to their performance about goals of the
organization. we set the goals started the year and tells the employees about the
goal if the employees achieve this goal we appraise the employees.
Steps in appraising performance
The performance appraisal process contains three steps; Define the job Appraise
the performance Provide feedback
Define the job;
Means making sure that you and your subordinate agree on his or herduties and
job standard.
Appraise performance;
Means comparing your sub
ordinate’s actual performance to the
standards that have been set.
Provide feedback;
Means discuss the subordinate performance and progress and make plans for any
development required.

Objective and Compensation
Our compensation objective is to improve performance employees and convey
the message of employees that the company is loyal with employees. HR
department manage says that employees are our assets, there for we are careful
about their health and benefits.
 Support the implementation of different compensation projects (i.e. Market
benchmarking) by providing data and implementing adjustments.
 Ensure annual rewards management cycle is run smoothly end to end.
 Perform due diligence in order to identify opportunities or concerns with
ongoing plan administration, including monitoring vendor performance
against SLAs.
 Preparation of attractive compensation package offers for new
hires, promotions, lateral moves conforming to internal and external equit

 Provide detailed, constructive impact analysis of proposed plan and

legislative changes from legal, administrative, participant and
otherresources through in-depth research.
 Monitor changes and development in labour codes/legislation and inform
Managers accordingly.
 Responsible for successful implementation of annual rewards management
cycle, off-cycle compensation process and implementation of global and
local bonus plans.
 Responsible for delivering compensation training (either virtual or in-
class) to managers and associates per the need.
 Administer on-going benefits programs & Flexible Benefits.

 Administer local country benefits programs as well as global programs
applicable in the location.
 Develop and execute implementation/communication strategies
for any plan changes and other benefits initiatives.
 Support Managers on collecting market benchmarking data.
 Provide data for local benefits surveys if applicable.
 Perform due diligence in order to identify opportunities or concerns with
ongoing plan administration, including monitoring vendor performance
against SLAs.
 Educate managers and employees on benefits plans and
programs, practices, processes.
 Ensure communication channels are kept up-to-date of changes in benefit
plans and programs, processes and tools.
Employee Relationship
Employees are the most important assets of every company so it is very important
to give them importance. The satisfaction of the employees make the company
successful. The reason is that if the employees of the company are satisfied then
they will work hard for the development of the company but if they are not
satisfied with the company’s policies and they are not given the rights then they
will leave the company which can turn into a big loss. So employees’ relationship
is very important for every company. Every company has its own policy. This
thing should bead opted by every company because this makes the employees
satisfied with the company. We believe that an open door policy is the best policy
for employees relations because due to this, our employees feel very independent
and they know that if they get any problem, they can contact directly to the
manager of their department. So, we strongly believe that such policy makes our
employees satisfy with us.
Career Development

Career development includes programs designed to assist employees at all levels
of the organization to define their career objectives, assess their skills and develop
the skills needed for their desired career path. The specific programmatic sections
of the Agreement related to career development and their status are presented in
Appendix A. As discussed below, the Company is in the initial stages of
designing a comprehensive career development strategy. The Company is in the
initial stages of designing a career development strategy for employees in pay
grades 13 and below, which will interface with succession planning for
employees at higher grade levels. This strategy will continue the philosophy of
employee ownership of career development but will provide additional resources
to assist employees to design and execute an effective career development plan.
In addition, as specified by best practices, the roles of managers, employees and
the Company will be clarified and communicated, with monitoring reinforced
within the performance management process. The Company plans to provide
career information, assessment tools and educational resources to help employees
compare their skills and competencies with those needed by the Company. When
completed, the Company is planning to follow the best practices of utilizing work
analysis data to provide the competency and skill information both for the career
development process and for job profiles and job posting. Employees will also be
able to register their interest in a particular job opportunity and receive
notification when the job is posted.
Succession Planning
Succession planning relates to the identification, assessment and development of
internal candidates for senior management positions. Succession planning
includes defining candidate slates and planning for management continuity in the
event of turnover and/or retirements. The Company is in the early stages of re-
designing and implementing its succession planning process. One component of
succession planning is the talent review process by which an

potential for movement within the organization is assessed. Through the talent
review process, regular discussions occur among the highest-level managers
regarding talent and talent gaps. Other key components of the proposed
succession planning process include using information from the performance
management system and coordinating with the Company’s career development
programs to identify career objectives and required competencies for the desired
career path identified by the individual employee. The expected outcome will be
"succession management," which the Company anticipates will include a mixture
of succession planning activity, the development of existing internal talent and,
when appropriate, the recruitment of necessary external talent.
The Coca-Cola Company has made real progress in complying with requirements
of the Settlement Agreement. The design of new or revised human resource
systems is nearly complete and a baseline has been established against which
progress can be measured. During the next year, the Task Force will ensure the
Company sets appropriate diversity goals and holds its managers accountable for
their efforts to achieve them. Coca-Cola has started to implement many required
programs, to varying degrees. The Task Force will monitor these developments.
The Taskforce expects to see positive changes in employee attitudes (as
measured, in part, through the annual employee engagement survey) and
improved diversity as a result of these systems. Necessary changes to the systems
will be made based on the Task Forces and Coca-Cola’s monitoring efforts. Coca-
Cola’s success in achieving this vision remains to be seen. Continued review and
monitoring by the Task Force and the Company should help ensure progress is
made. The results of that progress will be measured and addressed in future