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Moving from Curiosity to Impact: Coca-Cola Enterprise’s Workforce Planning Journey
Erin White, Senior Manager HR Strategy & Insights, Coca-Cola Enterprises Susan McClure, PhD, Vice President & Principal Consultant, Right Management
Coca-Cola Enterprises: A Unique History 1986
The Coca-Cola Company merges
some of its own bottling
operations with the John T. Lupton
franchises and BCI Holding Corp’s bottling
holdings – forming Coca-Cola Enterprises Inc.,
a publicly traded company on the New York
Stock Exchange
1991 A merger between CCE and the Johnston
Coca-Cola Bottling Group creates a larger,
stronger organisation – laying the foundation
for the company we are today
1993 CCE makes its first international acquisition –
the Coca-Cola bottling operations in The
Netherlands
1996 CCE buys the Coca-Cola bottling operations
in Belgium and France
1997 Great Britain becomes the latest
European territory to be bought by CCE
1998 & 1999 CCE acquires bottling operations
in Luxembourg and Monaco
2001 CCE acquires now produces and sells
approximately 80% of The Coca-Cola
Company’s bottles and cans in the U.S.
2006 CCE celebrates its 20th birthday
– and John Brock joins the
company as President and CEO
2010 CCE sells its operations in North America to
The Coca-Cola Company and acquires the
Coca-Cola bottling businesses in
Norway and Sweden
HQ Manufacturing
Brussels
Antwerp
Chaudfontaine
Gent
Paris
Clamart
Dunkirk
Grigny
Toulouse
Marseille
Uxbridge
East Kilbride
Edmonton
Colwall
Milton Keynes
Morpeth
Sidcup
Wakefield
Rotterdam
Dongen
Oslo
Oslo
Stockholm
Stockholm
Sofia
Atlanta
Coca-Cola Enterprises
Key Statistics • Manufacturing & distribution • 11k+ employees across 8 countries • 17 manufacturing sites • 50+ nationalities • 60% unwired workforce
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• Part of ManpowerGroup®, the world leader in innovative workforce solutions
• Global career experts: we enable organizations to win by helping their employees succeed
• Provide tailored solutions to assess, develop, and transition talent to drive faster time to value
• Global practice and solutions with local experts and delivery
• Founded in 1980
PEOPLE TRANSITIONED IN 35 YEARS
OF FORTUNE 500
OF GLOBAL 500
MILLION
3
80%
70%
SERVE
&
About Right Management
Right Management Capabilities that Deliver Outcomes For Organizations and Individuals
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Our Curiosity…
…fueled ad hoc requests for:
Headcount Basic
Productivity Gender Metrics
Turnover
PIP Data
Time to Fill Ratings & Designations
Good, but Unfocused Efforts = Unfocused Results
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Project Timeline
Au
gust
20
12
Workforce Planning integrated into HR Strategy CoE
Full
Year
20
13
Worked w/ Reporting & Analytics to fulfill ad hoc report requests. Built WP Strategy.
Jan
uar
y 2
01
4
Began working with RM to build concept for 1st Quarterly Insight Paper
May
20
14
Released HR Insight Paper findings via webinar
Jun
e 2
01
4
Partnered w/ R&A and RM to deliver WP workshop at HR L’ship Meeting
Au
gust
20
14
1st draft of CCE Workforce Planning Playbook completed
Tod
ay
New version of Workforce Planning Playbook released to HRBPs
How we decided to focus… • In 2014, CCE partnered with Right Management to produce a series of studies
on CCE’s workforce, with Q1’s focus on Current Workforce Demographics:
• In addition to the analysis of CCE’s workforce, an assessment of the eight European labour markets and competitors in those countries were conducted to yield insight into:
Scope: Demographics & opportunities of the overall CCE workforce
Inputs: Date, tenure, title, BU, location, gender, EE type, etc.
Results: Hiring efficiency, career progression, workforce flexibility
Measurement of CCE Workforce Dynamics
Comparison of CCE to the Market
Impact on the Business
Recommended Next Steps
Research Methodology
CCE Workforce Data
Competitive Workforce Data
National Market Statistics
Structured Comparative Views by:
Country
Business Unit
Function
Gender
Age
Tenure
Reviews
Education
CCE’s Core Strengths & Opportunities related to current workforce
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Workforce Analysis
Increase Communication & Alignment of Career Progression Plans to Strengthen Engagement & Retention
Evaluate Contract Hiring & Conversion Policies to Drive Long-Term Impact on Diversity
1. CCE Continues to Successfully Retain its Long-Term Workforce
2. CCE Develops its Core Talent with Career Progression Plans Successfully Aligned to EVP for the Majority of the Workforce
3. CCE Attracts the Right Talent with Targeted Recruitment Strategy
Key Strengths Key Opportunities
1
3
Effectively Leverage Results of Talent and Performance Reviews to Optimize Workforce
2
Effectively Leverage Results of Talent and Performance Reviews to Optimize Workforce
2
Our Greatest Opportunity…
Opportunity #2: Talent & Performance Reviews Effectively Leverage Results of Talent & Performance
Reviews to Optimize Workforce
Measure • Impact of current reviews
Compare • With peer organizations
• Internally against previous years
Value • Noticed disparity between progression and
corrective action
Action • Actively measure and monitor review results
with career progression and/or corrective action
15
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Curiosity
• Disconnected analysis
• Reporting culture
• Data vs. insights
• Current needs vs. longer term impact
IMPACT
• Insight driven talent sessions
• Board level talent analytics conversations
• Focused & functional WP projects
• HRBP Workforce Planning resources
The Movement
The Continuum…
Understand
1
Communicate 3
Educate
2
Understand our data systems and analysis capabilities
Educate the HR Function and HRBPs on Strategic Workforce Planning (SWP) and its talent implications
Enable HRBPs to communicate effectively about SWP to their leaders
What Worked Well
Purpose
Process
People
Strong alignment of this work to CCE’s business strategy
Strong personal and professional commitment to doing good work with good people
Flexibility and responsiveness to moving where the data took us
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Challenges We Addressed
Purpose
Process
People
Curiosity led to “continuous improvement”
Resource challenges impacted timelines, and impacted timelines lead to additional resource challenges
When there was discomfort with data, the efficacy of the approach was called into question
Partnering with a complex international organization across multiple time zones,
geographies, and divisions requires planning, patience, and partnership
Building trust takes time, and timelines are
unforgiving
When you have ethical, committed people
doing good work, great things happen
Susan’s Key Learnings
Erin’s Key Learnings
EDUCATION
Leadership on data “quality” and its
meaning
HRBPs WP maturity & expectations
Our CoE on the realities of the culture to accept
new concepts
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THANK YOU!
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