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Moving from Curiosity to Impact: Coca-Cola Enterprise’s Workforce Planning Journey

Erin White, Senior Manager HR Strategy & Insights, Coca-Cola Enterprises Susan McClure, PhD, Vice President & Principal Consultant, Right Management

Coca-Cola Enterprises: A Unique History 1986

The Coca-Cola Company merges

some of its own bottling

operations with the John T. Lupton

franchises and BCI Holding Corp’s bottling

holdings – forming Coca-Cola Enterprises Inc.,

a publicly traded company on the New York

Stock Exchange

1991 A merger between CCE and the Johnston

Coca-Cola Bottling Group creates a larger,

stronger organisation – laying the foundation

for the company we are today

1993 CCE makes its first international acquisition –

the Coca-Cola bottling operations in The

Netherlands

1996 CCE buys the Coca-Cola bottling operations

in Belgium and France

1997 Great Britain becomes the latest

European territory to be bought by CCE

1998 & 1999 CCE acquires bottling operations

in Luxembourg and Monaco

2001 CCE acquires now produces and sells

approximately 80% of The Coca-Cola

Company’s bottles and cans in the U.S.

2006 CCE celebrates its 20th birthday

– and John Brock joins the

company as President and CEO

2010 CCE sells its operations in North America to

The Coca-Cola Company and acquires the

Coca-Cola bottling businesses in

Norway and Sweden

HQ Manufacturing

Brussels

Antwerp

Chaudfontaine

Gent

Paris

Clamart

Dunkirk

Grigny

Toulouse

Marseille

Uxbridge

East Kilbride

Edmonton

Colwall

Milton Keynes

Morpeth

Sidcup

Wakefield

Rotterdam

Dongen

Oslo

Oslo

Stockholm

Stockholm

Sofia

Atlanta

Coca-Cola Enterprises

Key Statistics • Manufacturing & distribution • 11k+ employees across 8 countries • 17 manufacturing sites • 50+ nationalities • 60% unwired workforce

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• Part of ManpowerGroup®, the world leader in innovative workforce solutions

• Global career experts: we enable organizations to win by helping their employees succeed

• Provide tailored solutions to assess, develop, and transition talent to drive faster time to value

• Global practice and solutions with local experts and delivery

• Founded in 1980

PEOPLE TRANSITIONED IN 35 YEARS

OF FORTUNE 500

OF GLOBAL 500

MILLION

3

80%

70%

SERVE

&

About Right Management

Right Management Capabilities that Deliver Outcomes For Organizations and Individuals

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Our Curiosity…

…fueled ad hoc requests for:

Headcount Basic

Productivity Gender Metrics

Turnover

PIP Data

Time to Fill Ratings & Designations

Good, but Unfocused Efforts = Unfocused Results

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Project Timeline

Au

gust

20

12

Workforce Planning integrated into HR Strategy CoE

Full

Year

20

13

Worked w/ Reporting & Analytics to fulfill ad hoc report requests. Built WP Strategy.

Jan

uar

y 2

01

4

Began working with RM to build concept for 1st Quarterly Insight Paper

May

20

14

Released HR Insight Paper findings via webinar

Jun

e 2

01

4

Partnered w/ R&A and RM to deliver WP workshop at HR L’ship Meeting

Au

gust

20

14

1st draft of CCE Workforce Planning Playbook completed

Tod

ay

New version of Workforce Planning Playbook released to HRBPs

How we decided to focus… • In 2014, CCE partnered with Right Management to produce a series of studies

on CCE’s workforce, with Q1’s focus on Current Workforce Demographics:

• In addition to the analysis of CCE’s workforce, an assessment of the eight European labour markets and competitors in those countries were conducted to yield insight into:

Scope: Demographics & opportunities of the overall CCE workforce

Inputs: Date, tenure, title, BU, location, gender, EE type, etc.

Results: Hiring efficiency, career progression, workforce flexibility

Measurement of CCE Workforce Dynamics

Comparison of CCE to the Market

Impact on the Business

Recommended Next Steps

Research Methodology

CCE Workforce Data

Competitive Workforce Data

National Market Statistics

Structured Comparative Views by:

Country

Business Unit

Function

Gender

Age

Tenure

Reviews

Education

CCE’s Core Strengths & Opportunities related to current workforce

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Workforce Analysis

Increase Communication & Alignment of Career Progression Plans to Strengthen Engagement & Retention

Evaluate Contract Hiring & Conversion Policies to Drive Long-Term Impact on Diversity

1. CCE Continues to Successfully Retain its Long-Term Workforce

2. CCE Develops its Core Talent with Career Progression Plans Successfully Aligned to EVP for the Majority of the Workforce

3. CCE Attracts the Right Talent with Targeted Recruitment Strategy

Key Strengths Key Opportunities

1

3

Effectively Leverage Results of Talent and Performance Reviews to Optimize Workforce

2

Effectively Leverage Results of Talent and Performance Reviews to Optimize Workforce

2

Our Greatest Opportunity…

Opportunity #2: Talent & Performance Reviews Effectively Leverage Results of Talent & Performance

Reviews to Optimize Workforce

Measure • Impact of current reviews

Compare • With peer organizations

• Internally against previous years

Value • Noticed disparity between progression and

corrective action

Action • Actively measure and monitor review results

with career progression and/or corrective action

15

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Curiosity

• Disconnected analysis

• Reporting culture

• Data vs. insights

• Current needs vs. longer term impact

IMPACT

• Insight driven talent sessions

• Board level talent analytics conversations

• Focused & functional WP projects

• HRBP Workforce Planning resources

The Movement

The Continuum…

Understand

1

Communicate 3

Educate

2

Understand our data systems and analysis capabilities

Educate the HR Function and HRBPs on Strategic Workforce Planning (SWP) and its talent implications

Enable HRBPs to communicate effectively about SWP to their leaders

What Worked Well

Purpose

Process

People

Strong alignment of this work to CCE’s business strategy

Strong personal and professional commitment to doing good work with good people

Flexibility and responsiveness to moving where the data took us

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Challenges We Addressed

Purpose

Process

People

Curiosity led to “continuous improvement”

Resource challenges impacted timelines, and impacted timelines lead to additional resource challenges

When there was discomfort with data, the efficacy of the approach was called into question

Partnering with a complex international organization across multiple time zones,

geographies, and divisions requires planning, patience, and partnership

Building trust takes time, and timelines are

unforgiving

When you have ethical, committed people

doing good work, great things happen

Susan’s Key Learnings

Erin’s Key Learnings

EDUCATION

Leadership on data “quality” and its

meaning

HRBPs WP maturity & expectations

Our CoE on the realities of the culture to accept

new concepts

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THANK YOU!