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1、Re-Defining DirectionThe Story of the Manifesto for GrowthIn The Coca-Cola CompanyMay 2007PEOPLE 32%of world population DIVERSITY all religionsCOUNTRIES 43 countriesVlad BogTalent&Development Director-EurasiaCoca-Cola University Director-EurasiaFrom Richards ClassMost time spent with the employer br
2、and dailyAbility to make a difference turns people on+learning+funIf you want to be a comedian dont tell people you are funnyGot to have people on your side HR becoming more commercial and strategicNeed to know what kind of people you need-engagement surveyIncreasing realization that engagement coun
3、ts3Lessons Learned in the Process-Direction is a core element for employers brand-Look at your problems before your stock gets the hit-All answers are inside the organization-Communicate back,direction,progress-Involve associates in designing the vision,strategic paths and values-Reevaluate periodic
4、ally-Involve EA-Everything communicates/Integrate-Dont bind employees-Brand HR first4The TriggerLesson:Look at your problems before your stock gets the hit5The Trigger-LessonLook at your potential problems before your stock gets hitHint:The Stock has its story to the associates6The QuestioningLookin
5、g in the Mirror7The Questioning-Lessons-All answers are inside the organization-Communicate backHints:-Be ready to hear the truths-Look for the honorable truths,too-Be true8The DirectionMission,Vision and ValuesGrowth PathsValuesWorking as a Global TeamPerformance ManagementBuilding CapabilitiesWork
6、ing with our Partners9Our Manifesto for GrowthIntegration and consistencyAlignedGlobal Teams PEOPLEPORTFOLIOPLANETPROFITPARTNERS10Does it Work?From 39 to 58 in less than 3 years11Where does this leave HR?PEOPLEA great place to work where all are inspired to be the best that they can be12HR Assumptio
7、nsMotivated associates are critical to commercial successHigh turnover has a negative impact on resultsHigh engagement increases corporate reputationEmployee opinions drive behaviors that impact results13Brand HR FirstTalk business language(volume,profit,share)Demonstrate HR impact on business resul
8、tsDevelop the HR value propositionBe a challenger14Findings Employee belief in the Strategy impacts engagement,company reputation,market share Improvement in engagement relates to volume growth Corporate reputation drives improved share of market Opinions on operating effectiveness and engagement le
9、vels relate to control of administrative expenses Retention of employees drives higher volume and financial performance 15Overview of linkage analysis Goal:Validation of focus on People/engagementEmployee opinions and programsEmployeebehaviorConsumerattitudes&behaviorFinancial performancenRetentionn
10、EngagementnGlobal reputationnSharenOperating IncomenNet RevenuenAdministrative ExpensesnOperating EffectivenessnImagenDevelopment/TrainingnLeadershipnManifesto for Growth16Research context Employee Insights Survey Internal and external benchmarkingFurther interviews to deep dive Looking for relation
11、ships between metricsA perfect relationship is 1.0 extremely rare!Researchers use a relationship of.3 as an indicator of a significant findingUsed statistical significance testing to confirm findings Caution data are an indicator of relationships,but not direct causationNote:Analyses shown throughou
12、t are regression analyses,where.xx is R2 value;all values significant,p .0517Employee opinions&programsEmployeebehaviorConsumerattitudes&behaviorFinancial perform-anceEmpowerment and InnovationEmployee EngagementEmployee Opinions&ProgramsEmployee BehaviorFactors driving EngagementImageDevelopment an
13、d TrainingLeadershipEmployee Retention.46 This indicates the areas of focus to drive employee engagementNote:.xx is R2 value;all values significant,p .05Strategic Direction18Strategic DirectionEmployee EngagementEmployee Opinions&ProgramsEmployee BehaviorEmployee opinions and behaviors relate to con
14、sumer opinions and purchasesImageDevelopment and TrainingLeadershipEmpowerment and InnovationEmployee RetentionEmployee opinions&programsEmployeebehaviorConsumerattitudes&behaviorFinancial perform-anceGlobal Reputation TrackerConsumer Behavior&AttitudesShare.32.25.59.26.46 Belief in the Strategic Di
15、rection results in better reputation among consumers and higher share High retention reflects in high share Reputation is not just a“feel-good thing”;it results in higher shareNote:.xx is R2 value;all values significant,p .0519Share Divisions with more favorable employee opinions have a higher share
16、Employee Opinion:High FavorabilityEmployee Opinion:Low FavorabilityShare is higher in divisions where employees are more favorable,as indicated by the difference in the red and green bars20Divisions with lower people turnover have a higher share of category sales 28.4%14.4%30.9%20.0%6.0%2.4%Share of
17、 Category Sales0%5%10%15%20%25%30%35%Low TurnoverHigh TurnoverCateg1Categ2Categ321Strategic DirectionEmployee EngagementEmployee Opinions&ProgramsEmployee BehaviorImageDevelopment and TrainingLeadershipEmpowerment and InnovationEmployee Retention.46Employee opinions&programsEmployeebehaviorConsumera
18、ttitudes&behaviorFinancial perform-anceGlobal Reputation TrackerConsumer Behavior&AttitudesShare of Category Sales.32.40.59.25Financial PerformanceFinancial Performance Net Revenue RatioBrand Contribution RatioOperating Income RatioAdministrative ExpensesActual vs.Plan.18Operating EffectivenessNet R
19、evenue Per Employee.39.34 Engagement and perceptions of operating effectiveness are related to control of admin expenses Improvement in engagement relates to unit case growth Retention relates to better financial performance Where we have higher share of sales,net revenue per employee is betterThe following slides illustrate these relationshipsUnit Case Growth2005-2006.20.1522演讲完毕，谢谢观看！
可口可乐公司会议模板之如何重新选择公司成长方向（七星级推荐）
