Name: Shady Mofied Barty Asyut Group (A)

Coca-Cola Case Study

1- What do you feel Coca-Cola has to offer potential employees? How does this help CocaCola attract a quality workforce? Because they have attracting high-quality workforce whose talents match well with the jobs to be done. To attract the right people, an organization must first know exactly what it is looking for, it must have a clear understanding of the jobs to be done and the talents required to do them all. Then it must have the system in place to excel at employee recruitment and selection. Human Resource planning, Recruiting techniques and Selection techniques will help Coca-Cola attract a quality workforce. Firstly, human resource planning identifies staffing needs, assesses the existing workforce and determines what addition or replacements are required for the future. The process becomes strategic when this is all done in specific reference to organizational mission, objectives and strategies. Human resource planning include job analysis studies exactly what is done in a job and why also include job description details the duties and responsibilities of a job holder. Secondly, recruiting techniques. Recruitment is a set of activities designed to attract a qualified pool of job applicants to an organization. Three steps in atypical recruitment process are advertisement of a job vacancy, preliminary contact with potential job candidates and initial screening to create a pool of qualified applicants. Thirdly, Selection techniques. The selection process is a prediction exercise since the manager is trying to determine which applicants will perform well if hired. For this reason, selection techniques must demonstrate reliability and validity if they are to be effective predictors. This intentional focus on employing the right people in the right areas of responsibility is of paramount importance to ensuring continued success at Coca-Cola

2-

Why would Coca-Cola want to employ the use of external as well as internal recruitment of potential job candidates? Which do you feel would yield the best results, and why?

Coca-Cola want to employ the use of external and internal recruitment because both recruitment methods have potential advantages and disadvantages. External recruitment brings in outsiders with fresh perspectives, expertise and work experience. But less reliable information about the applicant is available and more training time wills probably de required. External recruitment also tends to be tome consuming and expensive. Internal recruitment is usually quicker, less expensive and focuses on person whose performance

records are well known. A history of internal recruitment also builds employees commitment and motivation by showing that opportunities exist to advance within the organization. Internal recruitment also helps to reduce turnover rates and aids the retention of high quality employees. External and internal recruitment would yield the best result because many candidates and applicants will apply and organization will get the best employees, many selection, potential and experience worker that will be increase organization profit. Changes would need to be made and a more refined focus on human resource would be necessary. Securing the best talent in the market place in futile unless it is also combined with the ability to grow. Coca-Cola needs to look for opportunities in which to find and develop talent from within the organization. Part of this process includes the creation of new talent in the organization. It is safe to say that Coca-Cola will continue to invest in its people to grow the talent they already possess.

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Which type of training would you suggest for Coca Cola? Why would this training method be the best approach for a company in the beverage industry?

Market Training April 2010 Coca-Cola Enterprises launched its Go-to-Market initiative in the North Region, designed to bring a new way of working to help to transform sales teams. The objective was to give independent outlets in Great Britain more opportunity to profit using a 'Picture of Success' and ultimately to create sustainable long-term growth for themselves and Coca-Cola Enterprises. Outlets were segmented as Gold, Silver or Bronze, depending on their growth potential. Sales representatives then visited the right outlet at the right time with the right tools. our Northampton training site, Coca-Cola Enterprises created a real-life outlet, which brought to life some important Go-to-Market concepts. Sales teams experienced marketing tools in an authentic environment and were able to see how these could benefit retailers. Elearning tools were also produced to help support this training. As a result Sales Reps developed skills such as better time management, commercial awareness and how to understand customer needs. This concept was rolled out to all regions by the end of 2010. Employee development

diverse workforce. Employees will find information about the performance management process, the Talent Management Review (TMR) process and career development information using the new HeRe! On-line. Employees can access toolkits and other information to support their personal development. Performance Management Performance reviews are used throughout the year to discuss how an employee is doing tracking against performance and competency goals. Managers discuss performance as part of

monthly, mid-year and end of year performance appraisals. From 2010 employees have been able to review and manage their annual objectives On-line. Following this, each employee is encouraged to draw up an Individual Development Plan (IDP) to set objectives for their career development.

This means creating an environment where employees can excel, develop skills for improvement, and move toward their career goals. All employees take part in the Peak Performance Process, which includes performance, Development and career planning elements that are recorded in our online tool. Compensation and bonuses are linked to this each year. The process is a cycle that includes several key phases throughout the year: objectives and establishing core competencies a development and career plan both of the above regularly, through mid-year and year-end formal reviews output across departments throughout Coca-Cola Great Britain This is managed through face-to-face meetings. There are online tools available to support the process too