hindustan coca cola beverages

Hindustan Beverages

Talent Management

Classified - Internal use

NHRD –Mumbai21st Jan 11

Talent Mgmt


• Demographics ?

Technical, Supervisory, Managerial, Women, Gen Y, Fast Trackers, Solid Citizens, Hi Potentials /Hi Performers, Multi Cultural/ Trans National, Direct and Indirect ……….

• Domain?

Extends to all areas–be it Talent sourcing, On boarding, Performance Mgmt, Career Development, Rewards, Engagement, Bouncing…..

• Why?

Need to Grow Business and People & Retain Talent for Future?

Urgency • In the Journey of Organizations from Good to Great,

It’s the Right People who matter

• If the Organization/Industry per se, is on the Growth trajectory, the urgency is all the more acute.

• So what we discuss here in Talent Mgmt is-- How to identify the Right People & Engage them


Talent ManagementTa

lent

Tale

nt

Talent is below the Visible Iceberg

Articulate

Family

ValuesBeliefs

Life Experiences

Heritage

Culture

Aspiration

Education

BehaviorsCompetenciesLeadership Style

Work Experience

Physical Ability

Race

Results

GenderAge

Language

Family

ValuesBeliefs

Life Experiences

Heritage

Culture

BehaviorsCompetencies

Top TalentDiversity

Bottom Talent

Generation Y

Technical staff

CCulture ulture & C & Continueontinue

The ABC Talent Strategy focuses on building the organization

Inverting the pyramid

GM

Sales Force / Market Development Team

Front Line Sales Management

Middle Management

Commercial Management

Leverage Performance


BBuyuyBBorroworrowBBuilduildBBindind

BBounceounce

AAssessssessStrategic Talent

Solid CitizensSpecialists

Market Developer / Preseller

Contract Labour

Tal

ent

Identify strategic positions to apply B5(Buy, Build, Borrow, Bind & Bounce) Strategy

Commercial Value Price CostMarket Developer √

Sales Team Leader √

Area Sales /Channel / Key Account / Sales Cap Dev Manager

√

General Sales Manager √ √

Unit Cold Drink Equipment Manager

√ √

Supply Chain Value Price CostSite OE Lead √

Factory Manager √ √

Unit Distribution Manager √ √

Business Head Value Price CostArea Operations Director √ √ √

Need to ensure we have Hi Performers in ~ 65% of Strategic Positions and that they are compensated > Market Median

Strategic Capabilities:What must the workforce be ABLE

to do to grow our business by creating customer and economic

value?

Strategic Positions:Are the roles that create customer and

economic value . Strategic Positions Are Found within Strategic

Capabilities (VPC)

V = Influences customer’s perception of value

P = Enables us to charge our desired price

C = Enables us to produce at our desired cost

Tal

ent

?? TOP TALENT TOP TALENT

BOTTOM PERFORMER

SOLID CITIZEN

TOP TALENT

BOTTOM PERFORMER

SOLID CITIZEN

SOLID CITIZEN

Low Performance

High Performance

Pot

entia

lW

ell

Plac

edPr

omot

able

/ E

xpan

dabl

eH

igh

Pote

ntial

Medium Performance

Performance

Talent segmentation & investing in Top Talent, while focusing on Solid Citizens also

Tal

ent

Tools to Talent Management.

Competency Feedback Report------------------Potential

Annual & Mid Review processes-------Performance & Potential

Individual and Group Assessment centers------Potential

OPQ & other psychometric tools.-----------------Potential

Managers & other team members-----Performance & Potential

PDF discussions.-------------------------Performance & Potential

9

KRA 1 – What ( 50%)

Achievement of Business Results against defined objectives

Big Rocks

KRA 2 – How (50%)

People Leadership

Self Development

Culture & Engagement Scores

180 Degree HCCB Competency Feedback’ measures observable behaviors related to:

People Leadership – Situational Leadership, Coaching & Feedback using GROW, Building Capability, Self Development, Emotional Resilience, Supporting Teams, Leading by Example

Thought Leadership – Developing Ideas and Analytical Thinking

Result Leadership - Speed of Execution, Relentless Responsiveness, Commitment and Relationship Building

PMS Process that focuses on developing people (HOWs), while continuing focus on Business results (WHATs)

Tal

ent

Assessments

11

Low Marginal Acceptable Good Strong Thought Leadership Drives Innovative Business Improvements Stage:2

Objective Analytical Thinking Stage:2

Results Leadership

Takes Initiative To Delivers results Stage:2

Works Effectively With Others and Influences Others Stage:2

People Leadership

Develops and Inspires Others Stage:2

Lives The Values Stage: 2

Defining Potential

Engagement

(Self + Others)

Engagement

(Self + Others)

Ability

(Current Ability + Ability to Grow)

Ability

(Current Ability + Ability to Grow)

Aspiration

(Interest + Motivation)

Aspiration

(Interest + Motivation)

Pre-requisite: Track record of PerformancePre-requisite: Track record of Performance

Aspiration Engagement

Ability

Potential Framework Comprises 3 Key Elements

ABILITY – Focus on both current and future ability. Factors such as core & functional competency expertise, ability to operate effectively under stress, eagerness to learn, openness to and seeking feedback, influencing others are some of the factors to be taken into account. Note: Ability is not the same as performance against current objectives

ASPIRATION – Focus on interests and motivation. Does the associate aspire to a more senior role, do they have the motivation to lead & develop others, understand trade-offs, etc

ENGAGEMENT - Focus not only on how engaged the associate is but also on how they engage others. Do they demonstrate passion for the Company and inspire others?

Potential Framework Comprises 3 Key Elements

ABILITY – Focus on both current and future ability. Factors such as core & functional competency expertise, ability to operate effectively under stress, eagerness to learn, openness to and seeking feedback, influencing others are some of the factors to be taken into account. Note: Ability is not the same as performance against current objectives

ASPIRATION – Focus on interests and motivation. Does the associate aspire to a more senior role, do they have the motivation to lead & develop others, understand trade-offs, etc

ENGAGEMENT - Focus not only on how engaged the associate is but also on how they engage others. Do they demonstrate passion for the Company and inspire others?

Classified - Confidential

The 3 components of Potential – Ability, Aspiration and Engagement - are interlinked and do not stand alone when determining potential. Managers must weight all three elements

EQUALLY when applying them to a potential rating.

NEED HELP IN VALIDATING A POTENTIAL RATING?

Use the Potential Toolkit to:

- Practice rating Ability, Aspiration & Engagement

-Determining the extent to which an associate meets defined behaviors and characteristics using a a scale of High, Medium & Low

NEED HELP IN VALIDATING A POTENTIAL RATING?

Use the Potential Toolkit to:

- Practice rating Ability, Aspiration & Engagement

-Determining the extent to which an associate meets defined behaviors and characteristics using a a scale of High, Medium & Low


Case History of XYZ


XYZArea Operations DirectorLarge Bottling Operation

Is the Area General Manager for ---Unit. He was earlier in the same Role handling ----Unit since April 2007. The movement to this Unit was to make him handle the larger Business Unit and the complexities associated with that.

XYZ had in his previous year (2008) exceeded BP EBIT and Volume Targets. His Unit has been number one Unit on average RED scores. This Unit also had high engagement scores . He has been a consistent high performer (Last 3 years Ratings ME, SP EP)

XYZ has been in bottling industry for last 6 years and has handled Roles as Unit Head in Orissa, as Region Customer Service Manager and Region Logistics and Planning Manager.

An Engineer and a Management Graduate who started his career with Bajaj Auto, Saint Gobain and ACC companies quickly transformed in to current Operations Role. He is also looked at as a Role Model by other MTs and GenY in the Company. The areas of his current responsibilities include the Business Growth in his territory, entire P & L for his Units, improvements in Productivity (across Mfg, Sales ,RTM, HR etc ), Engagement of his Team, leadership , change Management, alignment and interfacing across functions, Region and Corporate.

XYZ brings with him excellent Analytical skills and new ideas. He has depth of bottling industry business and he has been in the GM Role since year 2007. He drives home the Agenda to deliver results and can bring in focus and alignment across functions and the Region. Sanket likes to experiment with new thoughts and quick to adapt Unit to the initiatives of the Corporate and the Region. Sanket is always up to challenges and has driven focused results across functions wherever he took charge. He plans ahead and progresses on a time bound manner. RTM corrections, cooler placements , Team realignments are well chalked out and executed.

Sanket has aspiration to grow beyond his Unit Head Role in to Region Leadership over a period of time and has the feedback though various assessments. His own motivation is very high for innovative processes, new ideas, initiating change, Talent Development etc. In his quest for achieving high performance Sanket could improve in the areas of providing stable and strong processes. His exposure and involvement on the manufacturing front has started improving over a period of time.

How to use the Tool? Components of Ability

COMPONENTS OF ABILITY *HIGH **MEDIUM ***LOW

Current Ability Demonstrates core & functional competencies that are transferable to either more senior roles, next level in the organization or similar role with greater scope or complexityOperates effectively under stress

More Senior RolesAlways

Next Level RoleSometimes

Similar RolesRarely

Ability to GrowHas a curiosity and eagerness to learn new skills or ways of thinking to adapt to changing circumstances and new demands Is open to & actively solicits feedbackThinks beyond current boundaries; focuses on longer-term, big picture issues; has a global mindsetMakes useful connections across the SystemThinks in fresh, creative waysUnderstands & influences othersPractices active listening; empathizes with and brings out the best in people

Always

Always

Always

ConsistentlyConsistently

AlwaysAlways

Sometimes

Sometimes

Sometimes

SometimesSometimesSometimesSometimes

Rarely

Rarely

Rarely

RarelyRarelyRarelyRarely

OVERALL ABILITY RATING


*High - Associate meets most or all of the defined behavior descriptors and characteristics AND does so exceptionally well**Medium - Associate meets some of the defined behavior descriptors and characteristics AND does so reasonably well***Low - Associate meets only one or none of the defined behavior descriptors and characteristics

• Use the guidelines below as a checklist to determine the extent to which the associate displays the relevant behaviors and characteristics. Place an “x” in the relevant boxes. • Use this as a guide to determining an overall (High, Medium or Low) rating for Ability.

Components of Aspiration


*High - Associate meets most or all of the defined behavior descriptors and characteristics AND does so exceptionally well**Medium - Associate meets some of the defined behavior descriptors and characteristics AND does so reasonably well***Low - Associate meets only one or none of the defined behavior descriptors and characteristics

COMPONENTS OF ASPIRATION *HIGH **MEDIUM ***LOW

InterestsIs interested in advancing to a more senior role or role of additional scope, responsibility or complexityUnderstands the demands and trade-offs of operating in a more senior role

Strong

Strong

Average

Some

Low

Weak

MotivationHas the motivation to lead and develop othersDemonstrates motivation to gain the critical experiences required for a more senior roleMotivation to excel and grow

StrongAlwaysAlways

SomeSometimesSometimes

WeakRarelyRarely

OVERALL ASPIRATION RATING

• Use the guidelines below to determine the extent to which the associate displays the relevant behaviors and characteristics. •Use the guidelines below as a checklist to determine the extent to which the associate displays the relevant behaviors and characteristics. Place an “x” in the relevant boxes. •Use this as a guide to determining an overall (High, Medium or Low) rating for Aspiration.

Sample of Potential Assessment


Potential Rating is a combination of Aspirations + Ability + Engagement

Ability = Current Ability + Ability to Grow ; Aspirations = Interests + Motivation; Engagement = Engaging Self + Engaging Others

PART 1COMPONENTS *HIGH

If Associate meets most or all of the defined behavior descriptors and

characteristics AND does so exceptionally well

**MEDIUM

Associate meets some of the defined behavior descriptors and

characteristics AND does so reasonably well

***LOW

Associate meets only one or none of the defined

behavior descriptors and characteristics

ABILITY

Demonstrates core & functional

competencies that are transferable

to either more senior roles, next

level in the organization or similar

role with greater scope or

complexity

More Senior Roles Next level Role a Similar Roles

Operates effectively under stress Always Sometimes a Rarely

Overall Rating for Current Ability (Mark X against the appropriate column in High/Medium/Low) a

Has a curiosity and eagerness to

learn new skills or ways of thinking

to adapt to changing circumstances

and new demands

Always Sometimes a

Is open to & actively solicits

feedback Always a

Thinks beyond current boundaries;

focuses on longer-term, big picture

issues; has a global mindset Always Sometimes a

Makes useful connections across

the System Consistently Sometimes a

Thinks in fresh, creative ways Consistently aUnderstands & influences others Consistently Sometimes aPractices active listening;

empathizes with and brings out the

best in people

Consistently Sometimes a

Overall Rating for Ability to Grow a

WORKSHEET FOR OVERALL POTENTIAL RATING - XYZ

Current Ability

Ability to Grow

Top TalentDiversity

Bottom Talent

Generation Y

Technical staff

CCulture ulture & C & Continueontinue

The ABC Talent Strategy focuses on building the organization

Inverting the pyramid

GM

Sales Force / Market Development Team

Front Line Sales Management

Middle Management

Commercial Management



BBuyuyBBorroworrowBBuilduildBBindind

BBounceounce

AAssessssessStrategic Talent

Solid CitizensSpecialists

MD / Preseller/ Hunter

Contract Labour

Tal

ent

20

MHTML Document

Talent Profile Summary

Name XYZ Joined Company 20/01/2004

Job Title Director Area Operations Date of Birth 25/04/1973

Location ABC Time in Role April’2010

Admin Manager -NA- Time in TCCC/ System

6 Yrs - 9 Mths

Functional Manager Milind Pingle Mobility Yes for international assignments

Performance Track Record Previous 3 years

2009 EP Preference Open for National & International mobility

2008 EP Travel (% ) 50

2007 SP Consider for future role in TCCC (Business Unit)

No

Potential Rating High Potential

Retention Risk Medium

Career History (Within and Outside Coca-Cola System)

Education Backgroun

d

HCCB Competency Feedback Overall Behavior wise Score

W.E.F W.E.T Type Designatio

n Functio

n 01/04/2010

-- Transfer Director Area Operations Gujarat

Operations

01/04/2007

30/11/2008

Promotion

General Manager Area Operations Orissa

Operations

01/11/2006

31/03/2007

Transfer Area General Manager Orissa

Operations

Outside Coca-Cola System Organisation

Name Industry

Type Last

Designation Tenure

Lafarge Engineering Senior Manager Year 3 Month 5

ACC Engineering Asst Manager Year 1 Month 8

Bajaj Auto Automotive GET Year 0 Month 11

PG Diploma (PGDM-Sales & Marketing), Engineering (Bachelor of Engineering-Mechanical)

Career Aspiration Core

Functional Skills

Aspired Role Region Head

Associate Explanation

I have spent 4 years in handling Unit Head roles in two different set of markets -Orissa & Gujarat. I am currently working on to make Gujarat a model bottling unit and driving it towards a Cash Cow.

Manager's Comments

Sanket is good talent. He has to channelise energies of his team into delivering sustained and accelerated results.

Local Succession Plan

Role Readiness

Sanjeev Marya 1 Yrs 0 Mths

Abhishek Mandal 2 Yrs 0 Mths

Key Message from Discussion (Pertaining to B5 strategy / Recommendation on IDP)

21

Mr -XYZ

INDIVIDUAL DEVELOPMENT PLAN

Behaviors Strength / Opportunity

Behavioral Competencies Specific Action Plan Timeline

Data Usage Strength Objective Analytical Thinking The project of Sales Effectiveness as part of IIM-A program , will help him to leverage the usage of data. The project is till Sept-011 but Mid year review on the progress

Sep 11

Coaching & Feedback using GROW

Opportunity Develops and Inspires Others Impart Coaching & Feedback Using GROW Model to all his DRs and Managers. Improvement to reflect in the Competency feedback

Jun11

Skill Areas Strength / Opportunity

Functional Competencies Specific Action Plan Timeline

Forecasting Strength Category Development (b) Rollout of DOIP Module in Gujarat including the pre- rollout preparations

Dec10

Disclplines and routines : A) Understanding the Capability Process and routines. B) Ability to manage a mid-term perspective to people management

Opportunity Customer Management (c) To improve the Deep RED scores of unit Gujarat from August onwards and will work for average 10 points Improvement till Dec

March’11

PDF highlightes succession pipe line & B5 decisions needed + areas to acquire Skilled Talent

22

0 - 1 year 2 - 3 years 3 yrs+

Role : RSM Name: Ranjeet KPotential Rating : HighCurrent Role : SM Bihar

Name: Abhishek MandalPotential Rating : HPCurrent Role : GSM- Gujarat

Name: Vivek PPotential Rating : HighCurrent Role : RCDM North

Name: Akshay SPotential Rating : PromotableCurrent Role : RCM North

Peeyush SharmaPotential : P/ERegion Channel Mgr

Niraj BiyaniPotential : HighSales Manager - Karnataka

Role : RHRM P. Naresh Kumar Potential Rating : MediumCurrent Role : Cluster HR Manager - AP

Name: Amit SinghalPotential Rating : PromotableCurrent Role : HRM Rajasthan

Name:Vijay DeshpandePotential Rating : P/ECurrent Role : HR Manager Mumbai

Name: Anant IndulkarPotential Rating : P/ECurrent Role : Area HR Manager -Gujarat


Role : RSM Name: Ranjeet KPotential Rating : HighCurrent Role : SM Bihar


Name: Vivek PPotential Rating : HighCurrent Role : RCDM North

Name: Akshay SPotential Rating : PromotableCurrent Role : RCM North

Peeyush SharmaPotential : P/ERegion Channel Mgr

Niraj BiyaniPotential : HighSales Manager - Karnataka

Role : RHRM P. Naresh Kumar Potential Rating : MediumCurrent Role : Cluster HR Manager - AP

Name: Amit SinghalPotential Rating : PromotableCurrent Role : HRM Rajasthan

Name:Vijay DeshpandePotential Rating : P/ECurrent Role : HR Manager Mumbai

Name: Anant IndulkarPotential Rating : P/ECurrent Role : Area HR Manager -Gujarat

Role : R Cap Dev M Name: Sanjay MunshiPotential Rating : ExpandableCurrent Role : SM Jammu

Name: Kayan SharmaPotential Rating : Well PlacedCurrent Role : SM Raj

Name: Prathamesh MPotential Rating : P/ECurrent Role : SM – Mumbai

Name: Dev AroraPotential Rating : ExpandableCurrent Role : CD M Raj & Jam

Name: Ashish Rai NigamPotential Rating : P/ECurrent Role-RTM Mgr –Goa


Role: RFM Mr. Basant ModaniPotential Rating : HighCurrent Role: Cluster FM (AP)

Name: Sumit GoyalPotential Rating : PromotableCurrent Role : FM Raj & Jam

Name:Amit GuptaPotential Rating : P/ECurrent Role : Finance Manager Gujarat \Mr. Ashutosh GoyalPotential: MediumUnit FM – K’taka

Mr. L. VijaykumarPotential : MediumUnit FM

Name: Manish MalooPotential Rating : HPCurrent Role : Finance Manager MP

Role : R Cap Dev M Name: Sanjay MunshiPotential Rating : ExpandableCurrent Role : SM Jammu

Name: Kayan SharmaPotential Rating : Well PlacedCurrent Role : SM Raj

Name: Prathamesh MPotential Rating : P/ECurrent Role : SM – Mumbai

Name: Dev AroraPotential Rating : ExpandableCurrent Role : CD M Raj & Jam

Name: Ashish Rai NigamPotential Rating : P/ECurrent Role-RTM Mgr –Goa


Role: RFM Mr. Basant ModaniPotential Rating : HighCurrent Role: Cluster FM (AP)

Name: Sumit GoyalPotential Rating : PromotableCurrent Role : FM Raj & Jam

Name:Amit GuptaPotential Rating : P/ECurrent Role : Finance Manager Gujarat \Mr. Ashutosh GoyalPotential: MediumUnit FM – K’taka

Mr. L. VijaykumarPotential : MediumUnit FM

Name: Manish MalooPotential Rating : HPCurrent Role : Finance Manager MP


Role : RTQM No ready talent Name: Dinesh JadhavPotential Rating : P/ECurrent Role : Factory Manager – Wada

Mr. Sanjay AwasthiPotential Rating : HighCurrent Role : FM –K’taka

Name: Raman GoelPotential Rating : PromotableCurrent Role : Factory Mgr Raj & Jam

Name: Rajeev ChawlaPotential Rating :P/ECurrent Role : Factory Manager –Gujarat

BRS Reddy,Potential : P/EFM- Chittor

G. GuruswamyPotential : P/EFM- Hospet

RVSK Ravi PrasadFM-Moula AliPotentila: P/E


Role : RTQM No ready talent Name: Dinesh JadhavPotential Rating : P/ECurrent Role : Factory Manager – Wada

Mr. Sanjay AwasthiPotential Rating : HighCurrent Role : FM –K’taka

Name: Raman GoelPotential Rating : PromotableCurrent Role : Factory Mgr Raj & Jam

Name: Rajeev ChawlaPotential Rating :P/ECurrent Role : Factory Manager –Gujarat

BRS Reddy,Potential : P/EFM- Chittor

G. GuruswamyPotential : P/EFM- Hospet

RVSK Ravi PrasadFM-Moula AliPotentila: P/E

Region Key –A/c Mgr Name:Abhishek GuptaPotential Rating : HP

Current Role : Region Channel Mgr – RO

Name: Prathamesh MPotential Rating : P/E

Current Role : SM – Mumbai

Region Channel Mgr Name: Ashish PinglePotential Rating : P/E

Current Role : Sales Mgr –Gujarat (not releasable as of Oct 2010)

Sandeep GhoshPotential Rating—P/E

Current role –Channel Mgr –Mumbai

Role : R Channel & KA M Name: Akshay SPotential Rating : PromotableCurrent Role : RCM North (probable transfer to Central)

Name: Sachin GugnaniPotential Rating : ExpandableCurrent Role : KAM Del

Name: Shadab KhanPotential Rating : PromotableCurrent Role : AKAM Delhi


Role : R Dist M Name: Sanjay MunshiPotential Rating : ExpandableCurrent Role : SM Jammu


Name: SudiptoPotential Rating : ExpandableCurrent Role : Dist Mgr - North

Name: Vishal GovilPotential Rating : P/ECurrent Role :RTM –MP

Region Key –A/c Mgr Name:Abhishek GuptaPotential Rating : HP

Current Role : Region Channel Mgr – RO

Name: Prathamesh MPotential Rating : P/E

Current Role : SM – Mumbai

Region Channel Mgr Name: Ashish PinglePotential Rating : P/E

Current Role : Sales Mgr –Gujarat (not releasable as of Oct 2010)

Sandeep GhoshPotential Rating—P/E

Current role –Channel Mgr –Mumbai

Role : R Channel & KA M Name: Akshay SPotential Rating : PromotableCurrent Role : RCM North (probable transfer to Central)

Name: Sachin GugnaniPotential Rating : ExpandableCurrent Role : KAM Del

Name: Shadab KhanPotential Rating : PromotableCurrent Role : AKAM Delhi


Role : R Dist M Name: Sanjay MunshiPotential Rating : ExpandableCurrent Role : SM Jammu


Name: SudiptoPotential Rating : ExpandableCurrent Role : Dist Mgr - North

Name: Vishal GovilPotential Rating : P/ECurrent Role :RTM –MP

Tal

ent

In Sum

Talent Management needs Nurturing & Culture of Coaching

Needs to become the DNA of Orgn

Every business review needs to have People discussion

PDF is Dynamic & needs periodic review.

Intimacy & Professionalism

It’s a Journey, the earlier you begin, the better it is.

24

Thank You

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