Cola giant sees turnaround in fortunes after HR intervention
Building leadership capability at the top of Coca-Cola Enterprises (CCE) hasled to a huge drop in employee turnover and minimised the damage from badpublicity. Vice-president of HR, Simon Brocket, told Personnel Today that embedding HRat board level was key in turning round a company dogged by low confidence inits leadership team and low employee commitment. CCE, which manufactures and distributes Coca-Cola products and employs 5,000people, took further hits over media revelations that its Dasani mineral wateroriginated from public water supplies in Kent. However, new figures show employees’ trust in leadership has gone up by 30per cent and commitment up 40 per cent, while labour turnover has fallen 66 percent since 2000. After CCE’s 2000 employee survey showed a discontented workforce andturnover far exceeding the national average, Brocket contracted Lane4 training tohelp build a new cohesion at board level, beginning with one-to-one coachingsessions to prepare executives for off-site training. “Off-site events can be a blood bath,” said Brocket. “Iwanted to have productive conversation and to create the right climate you haveto have open-mindedness.” Brocket oversaw a programme of leadership team meetings, workshops,individual coaching, upward feedback and applied learning projects. The programme has resulted in greater interaction across functionalbarriers, higher employee commitment and a better appreciation of trainingacross the organisation. He said that managers and staff at CCE valued HR because it understood theissues they faced and was able to help shape solutions that meet the company’sbusiness needs. “In some companies, HR dislocates itself and becomes HR in a blackbox,” Brocket said. “It is not able to connect to the business strategy and then when itgenerates its disconnected product, it just throws it out and hopes for thebest.” By Michael MillarHow Coca-Cola prioritises HR projectsProject prioritisation criteria WeightingContributes to business performance 10Promotes early delivery of business benefits 4Maximises employee engagement 8Improves or simplifies people management activities 5Supports legal or regulatory compliance 2Leadership behaviours andorganisational commitmentVision– Identifying and articulating a vision– Being an appropriate role model– Fostering acceptance for group goalsSupport– Providing individualised support– Providing contingent reward feedbackChallenge– Setting high performance expectations– Offering intellectual stimulation Previous Article Next Article Comments are closed. Cola giant sees turnaround in fortunes after HR interventionOn 23 Mar 2004 in Personnel Today Related posts:No related photos.