Coca Cola Human Resources

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QUESTION 1 …………………………………………………… Pages 3 – 6

QUESTION 2 …………………………….……………………… Pages 7 – 11

QUESTION 3 …………………………………………………… Pages 12 – 16

QUESTION 4 …………………….……………………………… Pages 17 – 22

BIBLIOGRAPHY …………………………………………………… Pages 23 – 24

1. Introduction:

Talent management can be defined as a concise action plan which outlines how an organization acquires, cultivates, retains and organizes the required talent to the organization’s current and future business objectives (Bergeron, 2004:133). It describes the required core knowledge, skills, expertise and behaviors to ensure that the organization has the right quantity and quality of people in place at the right time (Bergeron, 2004:133). As stated in the case study, Coca-Cola places considerable emphasis on talent management. The following discussion outlines the components of talent management (acquisition, cultivation, retention and organizing abilities) and highlights how Coca-Cola subscribes and aligns itself to the above definition of talent management.

2. Discussion:

1. How Coca-Cola acquires its staff:
The case study states that Coca-Cola recruits staff members via referrals and employment agencies.

Noe, Hollenbeck, Gerhart and Wright (2008:204) mention that companies who take a “lead-the-market” approach to pay have a distinct advantage in recruiting. The case study mentions that Coca-Cola pays its employees at the top end of the remuneration scale, therefore, they are more likely to attract and select highly talented and skilled applicants.

Noe et al. (2008:208) state that personnel that are recruited via referrals are more likely to be a good fit to the vacancy as they are usually referred by current employees who are knowledgeable of both the requirements of the vacancy and the capabilities of the person they are referring.

Noe et al. (2008:210) also state that employment agencies such as the executive search firm (ESF), often referred to as “headhunters” identify and source top performers in the employment market. By using these employment agencies, Coca-Cola is able to target the best available talent and expertise for their vacancies.

2. How Coca-Cola cultivates its staff:
Development can be seen as a process that prepares an individual to excel to higher levels of functioning for future positions and career paths (Nel, Werner, Haasbroek, Poisat, Sono, Schultz (2008:446). Coca-Cola’s new Management Development Programme (Kusile) is designed to offer an in-depth development and understanding of the business. It aims to develop and nurture future leaders not only for the South African market but overseas as well. Candidates for this programme are drawn from within and from outside the Company. This approach not only encourages internal staff development but allows for the introduction of outsiders to provide new ideas and greater diversity (Noe et al. 2008:207).

As stated by Noe et al. (2008:536) individual incentives have the potential to significantly increase performance. The case study mentions that Coca-Cola employees are encouraged to perform via financial rewards and the Company rewards and differentiate their talent by paying for performance. As stated by Mojapelo, the HR Director of Coca-Cola, employees are continuously encouraged to pressure themselves to be better every day. The previous year’s success motivates employees to perform even better this year.

3. How Coca-Cola retains its staff:
To retain employees, organizations must maintain a working environment that encourages learning, provides challenges, and allows for growth opportunities that will keep employees motivated and make them want to stay...
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