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Hindustan Coca-Cola Beverages Pvt. Ltd.

2010 Cola

Summer Internship at

Project Report

By Akanksha Kanojia MBA II HR (32219)

Symbiosis Institute of Business Management, Pune

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

ACK OWLEDGEME T
Learning through experience is the best way of learning and the two months spent at Hindustan Coca-Cola Beverages Pvt. Ltd. have been a tremendous learning experience in terms of practical application of the theoretical learning I have gained so far, through two completely different yet strongly interlinked projects each touching a different aspect of Human Resources. In a business environment like Coca-Cola where everyone has their own targets to meet and deadlines to adhere to, I received a lot of valuable time, able guidance, encouragement, feedback and inputs from people at Hindustan Coca-Cola Beverages Pvt. Ltd. I would like to express my sincere gratitude to Mr. Tarun Varma (National Director HR Operations) and Ms. Seemali Shukla (Talent Acquisition Manager) for their constant support and valuable guidance through the duration of this internship and across all projects. I also wish to thank Prof. Ameeta Shiroor (Faculty Guide, SIBM) without whose help and support this internship could not have been completed successfully. My sincere gratitude also goes out to my fellow Summer Trainees at Hindustan Coca-Cola Beverages Pvt. Ltd. for making the internship a great memorable and learning experience.

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

EXECUTIVE SUMMARY
The Summer Internship program at Hindustan Coca-Cola Beverages is highly structured and organized. The program is designed such that the interns get a taste of the fast paced work culture of HCCB. The projects chosen for the internship ensure continuous learning for the interns and are also of value add to the organization because they are pieces of the larger projects undertaken by the HR team. The authors internship at Hindustan Coca-Cola Beverages comprised of two projects each touching upon a different yet interlinked facet of HR. Each project was different from the other and was an enriching experience. The areas covered under the project included Induction Program, Lateral Recruitment Process. All the projects were successfully completed with the final deliverable being design of framework, related tools and in most cases implementation upto closure.

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

TABLE OF CO TE TS
Acknowledgement...........................................................................................................................2 Executive Summary.........................................................................................................................3 About the Company........................................................................................................................6 Manifesto for Growth......................................................................................................................8 Values..................................................................................................................................8 Vision...................................................................................................................................8 Mission.................................................................................................................................8 Manufacturing Process at HCCBPL................................................................................................9 Business Plan model at HCCBPL..................................................................................................10 Distribution Network.....................................................................................................................11 Distribution Routes.......................................................................................................................11 Products..........................................................................................................................................13 SWOT Analysis of HCCB.............................................................................................................13 Competitive Positioning................................................................................................................16 Project 1........................................................................................................................................18 Objective........................................................................................................................................18 Scope..................................................................................................................................18 Methodology..................................................................................................................................19 Existing Process............................................................................................................................19 Recommended Process..................................................................................................................20 Detailed Induction Plan..................................................................................................................22 Tools Designed & Used.................................................................................................................26 Pre Joining Form................................................................................................................26 Internal Reference Check Form.........................................................................................26 Employee HRIS Details Form...........................................................................................27 Induction Booklet...............................................................................................................27 Feedback Form...................................................................................................................28 Checklists...........................................................................................................................29 Quiz....................................................................................................................................29 Other documents................................................................................................................29 Constraints.....................................................................................................................................30 Way Forward................................................................................................................................30 Project 2........................................................................................................................................31 Objective........................................................................................................................................31 Scope..................................................................................................................................31 Methodology..................................................................................................................................31 Existing Process v/s Recommended Process.................................................................................32 Tools Designed & Used.................................................................................................................34 Application Form...............................................................................................................34 Phone Interview Feedback.................................................................................................34 Individual Competency Report..........................................................................................35 Interview Position Grid......................................................................................................36

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010 Interview Evaluation Sheets..............................................................................................36 JD.......................................................................................................................................37 BEI Skills Guide............................................................................................................38 Candidate Scorecard..........................................................................................................39 Concept of Candidate Recruitment File.............................................................................39 Recruitment Feedback Form..............................................................................................40 Constraints.....................................................................................................................................41 Way Forward................................................................................................................................41 Questionnaire Used........................................................................................................................43

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

HI DUSTA COCA-COLA BEVERAGES PRIVATE LIMITED (HCCBPL)

ABOUT THE COMPA Y


Coca-Cola was the leading soft drink brand in India until 1977, when it left rather than reveal its formula to the Government and reduce its equity stake as required under the Foreign Regulation Act (FERA) which governed the operations of foreign companies in India. Coca-Cola re-entered the Indian market on 26th October 1993 after a gap of 16 years, with its launch in Agra. An agreement with the Parle Group gave the Company instant ownership of the top soft drink brands of the nation. With access to 53 of Parles plants and a well set bottling network, an excellent base for rapid introduction of the Companys International brands was formed. The Coca-Cola Company acquired soft drink brands like Thumps Up, Goldspot, Limca, Maaza, which were floated by Parle, as these products had achieved a strong consumer base and formed a strong brand image in Indian market during the re-entry of Coca-Cola in 1993.Thus these products became a part of range of products of the Coca-Cola Company.

In the new liberalized and deregulated environment in 1993, Coca-Cola made its re-entry into India through its 100% owned subsidiary, HCCBPL, the Indian bottling arm of the Coca-Cola Company. However, this was based on numerous commitments and stipulations which the Company agreed to implement in due course. One such major commitment was that, the Hindustan Coca-Cola Holdings would divest 49% of its shareholding in favour of resident shareholders by June 2002.

Coca-Cola is made up of 7000 local employees, 690 managers, over 60 manufacturing locations, 27/25 Company Owned Bottling Operations (COBO), 17/24 Franchisee Owned Bottling Operations (FOBO) and a network of 29/21 Contract Packers that facilitate the manufacture process of a range of products for the company. It also has a supporting distribution network consisting of 700,000 retail outlets and 8000 distributors. Almost all goods and services required to cater to the Indian market are made locally, with help of technology and skills within the Company. The complexity of the Indian market is reflected in the distribution fleet which

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010 includes different modes of distribution, from 10-tonne trucks to open-bay three wheelers that can navigate through narrow alleyways of Indian cities and trademarked tricycles and pushcarts.

Think local, act local, is the mantra that Coca-Cola follows, with punch lines like Life ho to aisi for Urban India and Thanda Matlab Coca-Cola for Rural India. This resulted in a 37% growth rate in rural India visa-vie 29% growth seen in urban India. Between 2001 and 2003, the per capita consumption of cold drinks doubled due to the launch of the new packaging of 200 ml returnable glass bottles which were made available at a price of Rs.5 per bottle. This new market accounted for over 80% of Indias new Coca-Cola drinkers. At Coca-Cola, they have a long standing belief that everyone who touches their business should benefit, thereby inducing them to uphold these values, enabling the Company to achieve success, recognition and loyalty worldwide.

COBO

FOBO

CONTRACT PACKAGING

LOCATIO S OF COBO, FOBO & CO TRACT PACKAGI G I I DIA

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010 Cola

MA IFESTO FOR GROWTH


VALUES The values that the employees in the Company are expected to keep up to and work by regularly are as follows:

LEADERSHIP INNOVATION PASSION ACCOUNTABILITY OWNERSHIP TEAMWORK

To take an initiative and lead, motivate and drive the To team with energy and zeal, to deliver outstanding results. To continuously strive for progress and reach the next To level of excellence in everything we do. To be deeply committed and display drive and energy in To the quest to deliver outstanding performance.
To be individually and transparently accountable to our To colleagues for delivering agreed targets and goals.

To think and act like owners at all levels; to have decisions To taken at the lowest appropriate level. To unite for greater strength and work collectively as a To group towards the achievement of common goals.

VISIO FOR SUSTAI ABLE GROWTH To provide exceptional strategic leadership in the Coca Cola India System-resulting in consumer Coca-Cola System and customer preference and loyalty, through Coca Colas commitment to them, and in a highly eference Coca-Colas profitable Coca-Cola Corporate branded beverages system. Cola

MISSIO To create consumer products, services and communications, customer service and bottling system strategies, processes and tools in order to create competitive advantage and deliver esses superior value to; Consumers as a superior beverage experience Consumers as an opportunity to grow profits through the use of finished drinks Bottlers as an opportunity to grow profits in volumes Bottlers as a trademark enhancement and positive economic value added

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010 Suppliers as an opportunity to make reasonable profits when creating real value-added in an environment of system-wide team work, flexible business system and continuous improvement Indian society in the form of a contribution to economic and social development.

MA UFACTURI G PROCESS AT HCCBPL

FIGURE: MA UFACTURI G PROCESS

The manufacturing of the products of Coca-Cola involves the following steps:

Water is received from the River Cauvery and it passes through the water treatment plant, further passing through the sand filter and the activated carbon filter, so as to attain pure cleansed water.

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

In the syrup room, the concentrate received from another bottling plant situated at Pune, is blended with the sugar syrup

Once both the water and the final syrup are ready, they are both mixed together and sent to the carbonator section where Carbon Dioxide is added to the mixture to form the final product.

On the other hand, simultaneously, the returnable glass bottles are depalletized, inspected and washed for the purpose of filling in the final product in it. This step does not take place in the PET bottle line as the bottles once used are disposed.

The product is finally filled in the bottles, crowned (in case of RGB)/ capped (in case of PET bottles), labeled and cased in order to be sent into the warehouse for distribution.

BUSI ESS PLA MODEL AT HCCBPL


Coca-Cola India division, Gurgaon Manufactures Concentrate, Beverage base and Syrup

Regional Bottlers COBO/FOBO

Manufactures finished Bottles/Cans/Fountain Syrup

Customers

Consumers

BUSI ESS PLA MODEL

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

DISTRIBUTIO

ETWORK

HCCBPL has a wide and well managed network of salesmen appointed for taking up the responsibility of distribution of products to diverse parts of the cities. The distribution channels are constructed in such a way that the demand of customers is fulfilled at the right place and the right time when it is needed by them.

A typical distribution chain at HCCBPL would be: Production --- Plant Warehouse --- Depot Warehouse --- Distribution Warehouse --- Retail Stock --- Retail Shelf --- Consumer

The customers of the Company are divided into different categories and different routes, and every salesman is assigned to one particular route, which is to be followed by him on a daily basis. A detailed and well organized distribution system contributes to the efficiency of the salesmen. It also leads to low costs, higher sales and higher efficiency thereby leading to higher profits to the firm.

DISTRIBUTIO ROUTES
The various routes formulated by HCCBPL for distribution of products are as follows:

Key Accounts: The customers in this category collectively contribute a large chunk of the total sales of the Company. It basically consists of organizations that buy large quantities of a product in one single transaction. The Company provides goods to these customers on credit, payments being made by them after a certain period of time i.e. either a month of half a month.

Examples: Clubs, fine dine restaurants, hotels, Corporate houses etc.

Future Consumption: This route consists of outlets of Coca-Cola products, wherein a considerable amount of stock is kept in order to use for future consumption. The stock

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010 does not exhaust within a day or two, instead as and when required stocks are stacked up by them so as to avoid shortage or non-availability of the product. Examples: Departmental stores, Super markets etc.

Immediate Consumption: The outlets in this route are those which require stocks on a daily basis. The stocks of products in these outlets are not stored for future use instead, are exhausted on the same day and might run a little into the next day i.e. the products are consumed at a fast pace.

Examples: Small sized bars and restaurants, educational institutions etc.

General: Under this route, all the outlets that come in a particular area or an area along with its neighboring areas are catered to. The consumption period is not taken into consideration in this particular route.

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010 Cola

PRODUCTS

The Coca-Cola Company offers a wide range of products to the customers including beverages, fruit juices and bottled mineral water. The Company is always looking to innovate and come up with, either complete new products or new ways to bottle or pack the existing drinks. The Co CocaCola Company has a wide range of products out of which the following products are marketed by HCCBPL:

SWOT A ALYSIS OF HCCBPL STRE GTHS

DISTRIBUTIO

ETWORK: The Company has a strong and reliable distribution

network. The network is formed on the basis of the time of consumption and the amount of sales yielded by a particular customer in one transaction. It has a distribution network consisting of a number of efficient salesmen, 700,000 retail outlets and 8000 distributors. The distribution fleet includes different modes of distribution, from 10 10-tonne trucks to

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010 open-bay three wheelers that can navigate through narrow alleyways of Indian cities and trademarked tricycles and pushcarts.

STRO G BRA DS: The products produced and marketed by the Company have a strong brand image. People all around the world recognize the brands marketed by the Company. Strong brand names like Sprite, Fanta, Limca, Thums Up and Maaza add up to the brand name of the Coca-Cola Company as a whole. The red and white Coca-Cola is one of the very few things that are recognized by people all over the world. Coca-Cola has been named the amongst the world's top brand for a fourth consecutive year in a survey by consultancy Interbrand.

LOW COST OF OPERATIO S: The production, marketing and distribution systems are very efficient due to forward planning and maintenance of consistency of operations which minimizes wastage of both time and resources leads to lowering of costs.

WEAK ESSES

LOW EXPORT LEVELS: The brands produced by the company are brands produced worldwide thereby making the export levels very low. In India, there exists a major controversy concerning pesticides and other harmful chemicals in bottled products including Coca-Cola. In 2003, the Centre for Science and Environment (CSE), a nongovernmental organization in New Delhi, said aerated waters produced by soft drinks manufacturers in India, including multinational giants PepsiCo and Coca-Cola, contained toxins including lindane, DDT, malathion and chlorpyrifos- pesticides that

can contribute to cancer and a breakdown of the immune system. Therefore, people abroad, are apprehensive about Coca-Cola products from India. SMALL SCALE SECTOR RESERVATIO S LIMIT ABILITY TO I VEST A D ACHIEVE ECO OMIES OF SCALE: The Companys operations are carried out on a small scale and due to Government restrictions and red-tapism, the Company finds it very difficult to invest in technological advancements and achieve economies of scale.

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

OPPORTU ITIES

LARGE DOMESTIC MARKETS: The domestic market for the products of the Company is very high as compared to any other soft drink manufacturer. Coca-Cola India claims a 58 per cent share of the soft drinks market; this includes a 42 per cent share of the cola market. Other products account for 16 per cent market share, chiefly led by Limca. The company appointed 50,000 new outlets in the first two months of this year, as part of its plans to cover one lakh outlets for the coming summer season and this also covered 3,500 new villages. In Bangalore, Coca-Cola amounts for 74% of the beverage market.

EXPORT POTE TIAL: The Company can come up with new products which are not manufactured abroad, like Maaza etc and export them to foreign nations. It can come up with strategies to eliminate apprehension from the minds of the people towards the Coke products produced in India so that there will be a considerable amount of exports and it is yet another opportunity to broaden future prospects and cater to the global markets rather than just domestic market.

HIGHER I COME AMO G PEOPLE: Development of India as a whole has lead to an increase in the per capita income thereby causing an increase in disposable income. Unlike olden times, people now have the power of buying goods of their choice without having to worry much about the flow of their income. The beverage industry can take advantage of such a situation and enhance their sales.

THREATS

IMPORTS: As India is developing at a fast pace, the per capita income has increased over the years and a majority of the people are educated, the export levels have gone high. People understand trade to a large extent and the demand for foreign goods has increased over the years. If consumers shift onto imported beverages rather than have beverages manufactured within the country, it could pose a threat to the Indian beverage industry as a whole in turn affecting the sales of the Company.

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

TAX A D REGULATORY SECTOR: The tax system in India is accompanied by a variety of regulations at each stage on the consequence from production to consumption. When a license is issued, the production capacity is mentioned on the license and every time the production capacity needs to be increased, the license poses a problem. Renewing or updating a license every now and then is difficult. Therefore, this can limit the growth of the Company and pose problems.

SLOWDOW

RURAL DEMA D: The rural market may be alluring but it is not

without its problems: Low per capita disposable incomes that is half the urban disposable income; large number of daily wage earners, acute dependence on the vagaries of the monsoon; seasonal consumption linked to harvests and festivals and special occasions; poor roads; power problems; and inaccessibility to conventional advertising media. All these problems might lead to a slowdown in the demand for the companys products.

COMPETITIVE POSITIO I G

Coca-Cola India Pvt. Ltd. was the number one player in soft drinks in India in 2008, with a 31% share of off-trade volume sales. The company derives its number one position in soft drinks from its wide product portfolio, spreading across carbonates, fruit/vegetable juice and bottled water. The company was the leading player in carbonates and the second ranked player in both fruit/vegetable juice and bottled water in 2008. The companys share in soft drinks declined over the review period, partly because its product portfolio is strongly skewed towards carbonates. Over 65% of the companys soft drinks off-trade value sales are attributable to carbonates, and carbonates has seen lower growth rates than other large sectors, such as fruit/vegetable juice and bottled water, which are led by domestic companies. In order to diversify away from carbonates, which is a mature sector, Coca-Cola has expanded its product portfolio to include Minute Maid Pulpy Orange, which has the potential to capitalize on the growing health consciousness among Indian consumers

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010 during the forecast period. The company is also expected to expand the distribution of Kinley and launch products in the emerging sectors of flavored water and energy drinks. The company has a vast product portfolio, which includes several leading brands and spans cola and non-cola carbonates, juice drinks and bottled water. The company is positioned in the standard price segment. The company is a leader in innovation, and has experimented with local flavors, such as Masala Limca, and new packaging concepts, such as the Xpress PET bottle and Fridge Pack.

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010 Cola

PROJECT 1 Study of the ational Induction Process and design of a ational Module

OBJECTIVE To design a national level induction module for all managers and staff in order to facilitate smoother integration with the organization To design an induction program for the new joiness to ensure compliance of all rules Retain new talent by ensuring better business understanding and deliverables for them

SCOPE

Covering all new joinees across all units and three regions namely North, Central & South (excluding Management Trainees and Graduate Engineer Trainees excluding Trainees) It would be used for all junior, middle and senior managers and staff The program has been designed in three phases: o Pre Joining o Initial Induction o Departmental Induction National Induction Day has been conceptualised on the 2nd Monday of every month so that a dedicated day can be there for all new joinees across units and regions to ensure that logistical constraints etc. are not a hindrance for the process due to a large number of joinees

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

METHODOLOGY
The following broad steps were followed:

The current process followed for induction of management trainees was studied

The Coca-Cola Company Induction module was studied to understand the suggested process and best practices followed globally by the KO system

Hewitt Best Employer Report prepare for HCCB was also studied to form a base for a hypothesis for the same

The recommended process has been approved by Region North GMs and would soon be implemented

Suggestions were incorporated and a detailed plan with related presentations, documents, forms etc. was designed

A draft was prepared for a basic module of Induction, the same was sent to Unit HR managers at region North and feedback was sought on the same

EXISTI G PROCESS
The current process followed for Management Trainees and Graduate Engineer Trainees is a very elaborate process which briefly involves the following:

Introduction the Coca-Cola system and HCCBPL Introduction to various functions Route rides with Market Developers to understand how the organization sells at the root level Plant visit to understand the manufacturing process Sales stint for 2 months along with projects to ensure constant and directed learning Plant stint for 1 month so that the new joinee understands the manufacturing process Core functional stint for 3 months along with a project Small cross functional stints as well to get a holistic view of how all the departments of the organization Constant monitoring through tests and interviews Feedback is sought at the end of the process

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

RECOMME DED PROCESS


Phase I

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010


Phase II

Phase III ( ational Induction Day)

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

DETAILED I DUCTIO PLA


Unit HR managers feedback was sought on the plan and suggestions were incorporated. A detailed plan was then chalked out. It was as follows: Pre Joining (2-3 weeks prior to joining) Get a Pre joining form filled Once the candidate has accepted the offer, he must be sent the Pre-Joining Form. This form pertains to basic information about the candidate and seeks assistance required if any. This will help in engaging the candidate even before he has joined and also help in initiating activities like kid school admission, Relocation Assistance etc Medical Check It must be initiated the moment candidates accepts the offer, medical check must be completed before the candidates joins. Any lacuna on this is a strict violation of company policy. The candidate cannot be allowed to join if the medical has not been done. Background Verification - It must be initiated the moment candidates accepts the offer and must be completed before the candidates joins. Any lacuna on this is a strict violation of company policy. The candidate cannot be allowed to join if the background verification has not been done. HR SPOC to contact new joinee for any assistance Based on Pre-joining form the HR SPOC will contact the candidate to understand and subsequently render any help. Phase I - Joining & Initial exposure to Sales, Manufacturing and Distribution Day 1 Checklist for the HR dept The following must be ready the day candidate joins.

Workstation Visiting card SIM card

COBC booklet Coke Bag

The Coke Bag must contain the following items: 1. Induction Booklet containing policy guidelines, terms used in daily business at HCCB, business jargon list etc. 2. T-Shirt

3. Bottling Buzz 4. FFS CD 5. Region / Unit Business update

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

The Welcome: HR should receive all the new joinees on the first day Welcome meeting with the RVP or GM or SM Complete the checklist (mentioned above) The HR SPOC must show the candidate his workstation, hand-over his Welcome Kit. Joining formalities Get the following filled by the candidate. It would only require some amount of help and supervision on part of the HR SPOC. LUNCH Either HR SPOC or a representative from the respective function should join the employee for lunch. FFS ppt HR dept HRIS training to be given Mentor A Mentor should be assigned to the associate. The mentor would monitor the progress of the associate for next 3 months and take constant feedback. Every unit should designate 3-4 people as mentors. They would typically be people who have coaching ability and are willing to give time to the new joinee Day 2 Route Ride

Checklist should be given to new joinee to understand traditional trade in detail.

Day 3 Route Ride

Checklist should be given to new joinee to understand traditional trade in detail.

(OPTION Having the route ride for 1 day only with an MD interaction in the 1st half of the day and route ride in the 2nd half of the day) Day 4 Factory/ Plant Visit

Checklist should be given to new joinee to understand manufacturing in detail. Functions like procurement, planning, manufacturing to be given checklist to understand the same

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010 Day 5 Distribution


There should be a visit to a C&FA Could be done specifically for joinees of functions like RTM

Day 6 Market Visit


The market visit should pertain to Key Account/ Modern Trade/ Upcountry Visit, which was not covered during the first two days Could be done specifically for functions like Sales, CDE

Phase II - Induction into department/ function


-

HR SPOC introduces the Dept. Head The Department Head should introduce his entire team One on One session with Department Colleagues to understand nuances in detail Once in a quarter new joinees from across the region can meet the RVP & Region team to get more clarity

Phase III - Classroom training at the RO / Unit This is meant to give the associates a holistic understanding of the different functions and how they inter-operate to achieve HCCBs strategic goal. Web Ex can be used at ROs / Units to deliver messages of the CEO, VPs where travelling is not possible. Day 1 To be conducted at RO - Starting 2nd Monday of every Month I DUCTIO DAY Or Unit where Senior Managers of the Unit can conduct the same in case there are large number of new joinees

ATIO AL

Vision, Mission, Values and HCCB Strategic Plan Presentation HR Finance, Legal Presentation Supply Chain Planning Presentation Manufacturing Presentation

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010


Distribution Presentation BSG/ IS Presentation HR , Ethics Presentation(COBC) Presentation Sales Presentation

Day 2

Quiz on the learning of Phase I and Phase II Discussion about the induction program Feedback form Concluding session talk by RVP or any of his DR

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

TOOLS DESIG ED & USED PRE JOI I G FORM


A form which is given to the new joinee prior to joining the organization in order to assist the employee. It asks for information like: Used to create an employees personal file List of all important document to be bought on day 1 Areas like lodging, childrens schooling where the employee would need assistance while relocating

I TER AL REFERE CE CHECK FORM


A separate internal reference check form was created for units where external agency was not available. This was done in order to have a standard format which could be used all over the units. Although an external agency was recommended. Reference Check Form
Name of the Candidate Position applied for Company contacted Person contacted Designation of candidate Dates of employment: Would you rehire Please rate the candidate on the following: Quality of work Initiative Ability to get along with others General Conduct Commitment to work Technical abilities Supervisory abilities Additional Comments Excellent Good From To Yes Average No Poor Telephone Designation

Date:

Sign:

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

EMPLOYEE HRIS DETAIL FORM


An employee HRIS (Human Resource Information System) form was created. This would act like a single form that would capture all information needed from the employee to: Open a KO account for the new joinee Give a system ID to the new Joinee Details of family members taken to be used for insurance purposes Incomplete information on the same results in not opening of the KO id as there was not set format to capture all the detailed information from the employee.

I DUCTIO BOOKLET
An induction booklet was designed to be given to the new joinees which would act as a handbook for the new joinees giving directions on their induction into the organization. It contains: New Joinees Induction plan List of terms used in our daily business Brief overview of some policies for the employees Monthly business report of the region/unit the new employee is joining Organization Structure Important contact numbers in the organization

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

FEEDBACK FORM
A feedback form was designed for the new joinees in order to understand what was done right, how could the process be improved. Feedback would be sought on all aspects of the program. A sample of the form follows:
Hindustan Coca-Cola Beverages Pvt. Ltd. Feedback form
Congratulations on completing your First Few Sips. We would appreciate your honest feedback to improve the on-boarding process
Name: Location: Position: Questions 1. Prior to joining I had filled my Pre Joining form and have completed my medical check up 2. I was greeted by the HR and completed my joining formalities, HRIS account information on the first day 3. I was given instructions about my induction program and expectations from the program were clearly laid down 4. The route ride was well executed and I understood the role of a MD 5. I have visited a manufacturing setup and have been given a brief of the process 6. I found the checklist given during the market and plant visit helpful 7. I understand the organization's business model 8.I have been introduced to my team and provided with materials, resources I need to carry on my duties effectively like a work station etc. 9. My functional induction was in depth which helped me understand the functional objective and my role in it 10. I am getting the support I need from my managers and peers 11. One on one meetings with functional experts helped me understand the business model We would appreciate your comments on your on-boarding experience. What did we do well and our areas of improvement? YES NO Remarks

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

CHECKLISTS
Checklists were designed for a market visit and plant visit to aid the new joinees in understanding what important points / features to look out for while getting acclimatised to the Coke system. A sample market visit checklist was as follows: Checklist for Market Visit Particulars 1. RED Score 2. COLOJK 3. RED Tracker 4. Cooler Purity 5. Prices of SKUs 6. Approx. no. shops in the area 7. No. of shops selling Coke Products 8. Categories of retailers 9. Majority income group present in the area 10. Role of MD in brief Check

QUIZ
A quiz was designed to be conducted at the end of Phase III of induction to gauge the intake of the new joinee. It covered brief aspects of every function of the bottling business.

OTHER SUPPORTI G DOCUME TS


Presentation of First Few Sips (the induction program) was updated to be used on Day 1 of Induction about the Coca-Cola system, Bottling Investment Group and HCCBPL Presentation regarding a few policy guidelines was created to be used during the policy briefing for new joinees

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010 Presentation regarding how new employees would use the HRIS was also created to assist them with a screen shot wise overview.

CO STRAI TS
Most constraints pertaining to the project were regarding the communication and implementation phase of the recommended framework. The logistical constraint of conducting the program due to non availability of senior managers was also an issue. Huge number of hires being inducted on different days can also disturb the cycle if the process is not followed uniformly across units and regions.

WAY FORWARD
KRAs New Joinee should have his/ her Key Result Areas setup one week after joining the organization, these would be initial KRAs that would be changed as the employee gets older into the system but would give an employee direction. IDP A brief outline of the individuals development plan needs to be shared with the employee once the joinee is atleast 4 months into the system. This will help the employee think in direction of individual career development. Learning Resources Learning module on various departments should be given to the new joinees along with tests on the same. This would help in acclimatising the new joinees with the overall business.

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

PROJECT 2
Study of the ational Lateral Recruitment Process (Elimination and Selection) and

development of a ational Toolkit for Junior, Middle, Senior Managers and Staff

OBJECTIVE
To design a national toolkit for the recruitment process at HCCB using evaluation sheets and tools to assist the recruitment manager in making an informed, objective hiring decision. To ensure a norm for the quality of intake in the organization.

SCOPE
To cover all lateral junior, middle and senior level managers and staff across all units and regions. Entire Elimination & Selection Process

METHODOLOGY
As Is process was mapped Reviewed tools like evaluation sheets, tests conducted, Personal Profile Analysis Updated various tools like Evaluation sheets for all managers across functions to be used in alignment with the current competencies needed at HCCB Baseline the ideal recruitment process for various positions at HCCB Recommended changes in the process and put a hiring norm to each of them.

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010 Cola

EXISTI G PROCESS V/S RECOMME DED

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***IES Interview Evaluation Sheets ***BEI Behavioural Event Interview

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

TOOLS DESIG ED A D USED APPLICATIO FORM


An Application Form was designed which would have to be filled by all new joinees. The form is designed to introduce a standard pattern of representing employee information to the hiring manager. It will also gather information that will assist the hiring manager in conducting a BEI (Behavioural Event Interview) based on the HCCB Competency Framework The form would be used to compare the Job responsibilities, Educational Qualifications, Work Experience etc. from the Job Descriptions.

PHO E I TERVIEW FEEDBACK


A standard phone interview feedback form was required to ensure that the hiring manager before a face to face round has something substantial to filter the candidates on. Due to the huge number of hiring and the need for units and region offices along with corporate to be connected a lot of resources are wasted in the same. Such a feedback form would be helpful in looking at specific data points for the ideal candidate.
Phone Interview Feedback Human Characteristics Exhibited: Candidate's Response Good Listener Confident Assertive Prepared To the Point

Exceeds Expectations Meets Expectations

Below Expectations

Feedback: Candidate's Strength Creativity / Innovative Influencing Others Determination Functional Knowledge Analytical Ability Candidate's Weakness Sounds Stressed and Anxious Too rigid Gives mundane, 'stock answers' Not a team player

Demonstrated (Y/N)

Demonstrated (Y/N)

Probability of being recommended for the next round High (Excellent Interview) Medium (Good Interview with some areas of improvement) Low (Can use much improvement)

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010

I DIVIDUAL COMPETE CY REPORT

HCCB COMPETE CY FRAMEWORK


Drive Innovative Business Improvements

Lives the Values

Lives The Values

Develops & Inspires Others

Takes Initiatives to Deliver results

Works Effectively with Others and Influences Others

Thomas International was contacted and an individual competency report was designed for a sample this was done to not only get a PPA of a prospective employee on the DISC parameters but to also on the above stated HCCB Competencies which have different stages for varying levels of employees. This would help in arriving at a norm for the position to be filled and make a more objective hiring decision.

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I TERVIEW POSITIO GRID


An Interview Position Grid was made in order to assist the HR Executive to decide which level of new joinee is interviewed by whom. A brief of the same is as follows:
Position Executive Functional Round 1 Reporting Manager Functional Round 2 Functional Head Functional Head (For Corporate) / Unit Func. Head Functional Round 3 HR Round 1 HR round 2 HR Manager HR Manager / Region HR (only for HR role or region office) HR Manager National HR Operations Manager / Region HR (Depends on location being hired for) National HR Operations Manager / Region HR (Depends on location being hired for) National HR Operations VP HR Manager National HR Operations Manager / Region HR VP HR

Team Leader Team Assistant (Secretary etc.)

Reporting Manager VP Functional Head (For Corporate) / Unit Func. Head Functional Head (For Corporate) / Unit Func. Head VP VP

Individual Manager

VP (For Corporate) / RVP (For Region) Region Func. Head

Team Manager National Manager Region Manager

VP (For Corporate) Functional Head / Director RVP

Region Func. Head

I TERVIEW EVALUATIO SHEETS


Interview Evaluation Sheets were designed for every managerial position with defined levels of functional and behavioural competencies that were different for each function and role. They were all ranked on a 3 pointer scale of: Working Knowledge 1 mark Competent 2 marks Mastery 3 marks; for functional competencies which were defined in detail (and)

Stage 1 1 mark Stage 2 2 marks Stage 3 3 marks; for behavioural competencies that were also defined in detail for all positions. This sheet will be used as an anchor sheet that would finally go to the functional & HR manager where all other tools would assist in grading the candidate on various competencies.

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010 (*** Copy cannot be pasted due to confidentiality)

JOB DESRIPTIO S
JDs have been updated for all managerial and staff position according to the desired functional, behavioural competencies, education qualification, responsibilities etc. This was very essential as they would form the base of any new selection or filtering decision in the recommended process. Parts Covered in the JD include: JOB TITLE DEPARTMENT LOCATION JOB OBJECTIVES JOB RESPONSIBILITIES ADMINISTRATIVE REPORTING FUNCTIONAL REPORTING SUPERVISES KEY CUSTOMERS (EXTERNAL & INTERNAL) MINIMUM EDUCATIOIN WORK EXPERINECE BUSINESS KNOWLEDGE BEHAVIOURAL COMPETENCIES FUNCTIONAL COMPETENCIES LANGUAGE PROFICIENY IT KNOWLEDGE TRAVEL

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BEI SKILLS GUIDE


A BEI guide was prepared with 23 different skills like analytical ability etc. this contained questions that can be asked to judge a particular skill along with pointer to look out for in an answer by the candidate; this would help the hiring manager in conducting a better BEI as all managers cannot be BEI or CBI Example:
Skill - Building Collaborative Relationships

(Competence Behaviour Interview) trained.

Question - Give me a situation that demonstrated your ability to develop, maintain and strengthen partnerships with others inside or outside the organization Look for: Asks about the other person's personal experiences, interests, and family Asks questions to identify shared interest, experiences, or other common ground Shows an interest in what others have to say; acknowledges their perspectives and ideas Recognizes the business concerns and perspectives of others Takes time to get to know co-workers, to build rapport and establish a common bond Provides assistance, information, and support to others to build a basis for future reciprocity

Skill -Customer Orientation

Question - State an instance where you demonstrated concern for satisfying your external or internal customers Look for: Quickly and effectively solves customer problems Talks to customers (internal or external) to find out what they want and how satisfied they are with what they are getting Lets customers know he/she is willing to work with them to meet their needs Finds ways to measure and track customer satisfaction

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CA DIDATE SCORECARD
A scorecard was prepared that would be used for each candidate to get a final score from all the tools that have been used to grade the candidate. It would be indicative of the norm each candidate needs to qualify for getting hired for any position.
Candidate Scorecard Test
Thomas Competency Analysis Score ( For Managers, TLs) Merittac Score ( For FTs) SHL Assessment ( For Senior Managers) Total Scaled out of 5 marks

HR Round - Evaluation
Behavioral Competencies Score Total Scaled out of 5 marks

Technical Round - Evaluation


Functional Competencies Score Interviewer 1 Interviewer 2 Interviewer 3 Interviewer 4 Total Scaled out of 5 marks

Grand Total
Comments from the Interview Evaluation Sheets

CA DIDATE RECRUITME T FILE


Concept of a candidate recruitment file was suggested where all candidates who go through various levels will have a separate file that would have the multiple stages a candidate goes through. These would have been conducted at initial levels by junior functional managers and in a detailed way with all tests by the HR managers. It would be done according to the Interview Position Grid.

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010 All these stages would give a clearer picture to the functional hiring manager to make a more objective hiring decision. Example: Managers Recruitment File goes through many stages like: Steps Application form Explanation To be Used to compare with the JD, questions asked to be used in conducting a BEI CV JD Sourced from the candidate To be used for understanding the Job responsibilities and abilities required in the entire process Phone Interview Feedback BEI Skills guide PPA Report To be used for initial screening of candidates Used during the interview process Used to get a profile analysis of the candidate with trouble areas and strengths defined Individual Competency Report Grading the employee on the HCCB competencies Individual Case Study Interview Evaluation Sheet To be used during the interview Used for grading the candidate on functional & behavioural competencies Candidate Scorecard To get a score summary of each candidate

RECRUITME T FEEDBACK FORM


A feedback from was designed to be used for managers initially. This would be helpful in understanding the perception of the brand HCCB in the minds of prospective candidates. It will also be helpful in getting insights that would assist in understanding the concept of an employer brand. The form would also collect information about how the interview process was conducted and any suggestions on the same.

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CO STRAI TS
Most constraints pertaining to the project were regarding the communication and implementation phase of the recommended framework. Not many managers are BEI, CBI trained. Huge number of hiring results in non compliance of procedures at times. Logistical constraints due to units and regions involved can prolong the selection process.

WAY FORWARD

More basic systems like defining competencies for staff level recruitment need to be put in place. More detailed interview process where defined and detailed data points need to be collected at each stage of the interview process to take better decisions.

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QUESTIO I DUCTIO MODULE

To HR or person in charge of the induction process 1. Basic overview of the process 2. How do the functional heads co-ordinate with the HR to include relevant inputs? 3. How could it be better? What can and cannot be included? 4. What projects are given? Why they are not followed at all levels? (For MTs), are there similar issues for others? 5. How would you rate the communication across departments? 6. Where do you see problem in the process at DESIGN, COMMUNICATION or IMPLEMENTATION? 7. Cost implications? 8. Best practices to be included or not?

To MTs GETs or new joinees 1. Basic overview 2. How helpful or relevant was the functional knowledge? 3. How can it be better? Changes suggested? 4. How useful was the route ride? 5. Did it help you understand your role individually and w.r.to. the organization? 6. Where do you see problem in the process at DESIGN, COMMUNICATION or IMPLEMENTATION?

To RO HR manager or person in charge of conducting the induction process and Unit HR 1. Basic overview of process at that level 2. What are the inputs from the corporate? 3. What are the operational issues involved?

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Hindustan Coca-Cola Beverages Pvt. Ltd. 2010 4. What can you do more and what is stopping you? 5. What alignment issues do you face both with interns and corporate? 6. Do the people really understand the importance of induction? 7. What all grades do you induct what are the issues specific to them?

LATERAL HIRI G

To the talent acquisition or HR (recruitment team)

1. What is the basic process of recruitment followed for laterals? 2. What all are the steps followed after the selection of the CV? 3. What processes are in place for selection of a lateral? 4. How is PPA or Thomas profiling used? 5. How feasible is the use of assessment centres, why or why not are they used? 6. How can the T,R,P competencies be assessed in a lateral candidate? 7. How can we create an employer brand to attract the right talent pool, while retaining the current? 8. Do you give them a well defined career plan while selection? 9. Application process for hiring? 10. Interview details, how is it conducted, who conducts? Etc.

To teams that conduct assessment centres (done primary)

1. What are the various processes followed under the assessment centre? 2. How are they different for various levels? 3. What are the behaviours, competencies or traits that you look for in a lateral hire? How different are they for others? 4. What can be included to improve the process? Challenges faced? 5. How can is the process integrating the HR, recruitment and the concerned department? 6. What is the situation of implementation at unit or region level?

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To Unit and RO personnel who are in charge

1. Explain the process of lateral hire followed here (all details of interview, testing and application process) 2. What are the issues faced? 3. Support from the corporate? There and needed 4. How can we improve the process? 5. How well are competencies assessed during hiring? If not how can they be? 6. Concept of assessment centre and a buy in on the same? 7. How many staff trained in A.C.? What issues in implementing the same?

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