Training and development

Coca-Cola Enterprises

Coca-Cola Enterprises provides an on-line HR tool that enables employees to access important information about working at Coca-Cola Enterprises, while also increasing the efficiency and effectiveness of our company.  HeRe! on-line is available at work through the intranet, on-site kiosks or via the internet 24 hours a day, seven days a week. 

HeRe! is where employees can go to help manage their life and career.  Employees can find information on our policies and programmes, as well as answers to the most frequently asked questions on topics such as Pay, Benefits, Performance and others.  If employees can't find what they are looking for using HeRe! on-line, they can telephone the HeRe! team where HR professionals can provide the information needed. 

Learning

Learning new skills and acquiring new knowledge is an essential part of working at Coca-Cola Enterprises, whether it is on-the-job training or a formal program.  Coca-Cola Enterprises offer a variety of learning opportunities, including self-paced e-learning, job aids and instructor-led courses.  In 2009 on average each employee received over 8 hours of training.

All employees have access to the Learning pages within HeRe! on-line where they can review the different courses and register to attend.  Courses vary from functional sales skills and customer management to change management and leadership programmes; financial support is also available where there is an identifiable and clear link between training and an employee's current or identified future role. 

In 2010 there was a total of 34,645 training hours in Coca-Cola Enterprises.

Go To Market Training

In 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. 

At 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.  E-learning 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

One of our three strategic priorities is to attract, develop and retain a highly talented and 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.

Talent Management Review

Our Talent Management Review (TMR) process allows us to review the potential of our employees.  This will help identify our key talent, to structure career paths and put into place effective succession plans. The TMR process takes place twice a year - a full TMR session held in Spring and a follow up session in the Autumn.  The purpose is to ensure we consistently review the potential of our talent and ensure we take appropriate action to develop our employees. 

Career Development

We have created a toolkit for employees to use to help manage their career to help them identify career goals, gather feedback, analyze strengths and developmental areas and create plans to review regularly.

Coca-Cola Enterprises also have a mentoring programme to help employees build relationships and share knowledge and experience. 

Coca-Cola Great Britain

Learning Tools

All employees have access to MyKO, the internal intranet site.  Employees have access to various online personal development and career-planning tools from this site, as well as other printed tools that they can use to help manage and review their personal development.

Our success depends on motivated and committed employees.  We need them to feel that they play a real part in helping our business meet its goals and have an understanding of what they are.  We have several different ways of measuring our employees' level of engagement with the business and satisfaction with their working lives.

By providing training and development programmes, on-the-job learning and coaching and feedback, we ensure that our employees have the resources and methods they need to learn. Many of our programmes are pan-European - allowing our employees to network and learn from other colleagues across Europe.

• Our average training spend per head in 2010 was £1,375
• A total of 2,250 hours of training were completed during 2010

Using a range of flexible learning initiatives, we focus on three core areas:

1. Functional expertise - this aims to build the skills required to be 'best in class' in marketing, commercial and franchise leadership (known as the three pillars)
2. Leadership
3. Personal development
   
   

Our leadership programmes include:

• Personal development - business fundamentals, communication skills, influencing and negotiation, personal effectiveness, planning and project management
• Leadership development - accelerating sustainable growth (overall leadership), people management, developing women leaders
• Consumer marketing - the Coca-Cola way of marketing
• Customer and commercial leadership - planning for market success, collaborating with customers, executing to win, immediate consumption
• Franchise leadership - system alignment, business awareness, system knowledge, enabling execution, partnership skills.

We also run a comprehensive 90-day induction programme for all new starters.

All of our training is set-up and managed by the 'Coca-Cola University' - this is our internal name for our comprehensive programme of training and development. It's available to all employees through our intranet and offers a choice of courses across Europe - including a variety of E-learning and classroom training.

Development plans

Every Coca-Cola Great Britain employee has a development plan, and this helps us ensure that we match individual skill development with available roles, training interventions and project opportunities. The plan also plays a major part in the development of employee career paths.

We offer skills labs to all employees before they review their plans with their leader. These help employees prepare for the meeting to make it as successful and productive as possible.

To help employees practice their learning skills, we offer an annual Learning Allowance. This can be used on a choice of learning activities outside of work - anything from sailing to wine tasting.

Talent management

At Coca-Cola Great Britain, talent management is important for making sure that all employees have the chance to explore new opportunities and grow within their role. Typical career moves for employees have included cross-system moves, secondments to our Global HQ, international career moves and promotion from within. Lateral career moves also help to gain breadth and depth of experience.  Our regular people development forums continue to help us identify and grow talent, as well as retaining potential stars.

Leadership development

Training for managers

We believe that learning is an individual responsibility and a skill in its own right. For example, we believe that a leader's ability to offer coaching is very important in developing people.

For this reason we run regular programmes for managers to develop coaching and feedback skills. We also have specific training programmes for leaders at all levels in the organisation. This training is designed to be part of targeted individual development plans and covers everything from overall leadership skills to people management techniques. There's also a specific course for developing women leaders.

Performance management process

The goal of our global performance management strategy is to enable peak performance. To us, 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:

• Setting objectives and establishing core competencies
• Creating a development and career plan
• Reviewing both of the above regularly, through mid-year and year-end formal reviews
• Calibrating 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.