Group HR - Training and development plan for Coca-Cola PDF

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Coca Cola 2018 Training Guide By: C&C Executive HR Training Group Morgan Cheng, Sharon Lac, Maria Paulino, Taryn Nishi 1 Table of Contents Introduction Company Background About/ Mission/ Vision/ Values, HR Philosophy 3 3 Team Development and Communication Training Training Design Pla...

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Coca Cola 2018 Training Guide By: C&C Executive HR Training Group Morgan Cheng, Sharon Lac, Maria Paulino, Taryn Nishi

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Table of Contents Introduction Company Background About/ Mission/ Vision/ Values, HR Philosophy

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Team Development and Communication Training Training Design Plan A: Preparation, Transfer, and Support Training Design Plan B: Preparation, Transfer, and Support

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Wellness and Health Training Training Design, Preparation, Transfer, and Support

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Stress Management Training Training Design, Preparation, Transfer, and Support

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Diversity Training Training Design, Preparation, Transfer, and Support

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Introduction The purpose of this Training Plan is to teach our employees the necessary skills that are required for particular jobs. Because of the complexities of various job functions, the importance of training and development programs emerges in the business organizations. Coca-Cola Company’s training plan is used to have a clear understand of policies, job functions, goals and company philosophy that lead to increased motivation, morale, and productivity for employees. Thus, this Training Plan comprises of four training types: Team Development and Communication Training, Wellness and Health Training, Stress Management Training, and Diversity Training.

Company Background About1 The Coca-Cola Company is the world’s largest total beverage company, offering over 500 brands to people in more than 200 countries. In addition to infamous Coca-Cola drinks, some household names around the world include: AdeS soy-based beverages, Ayatake green tea, Dasani waters, Gold Peak teas and coffees, Honest Tea, Minute Maid juices, Powerade sports drinks, Sprite, and Zico coconut water. Coca-Cola is serious about making positive contributions to the world by reducing sugar in our drinks and bringing new and different drinks to people everywhere. It also means continuously working to reduce our environmental impact, creating rewarding careers for our associates, and bringing economic opportunity wherever we operate.

1 “Coca-Cola At A Glance: KO101 Video and Infographic.” The Coca-Cola Company, www.cocacolacompany.com/our-company/infographic-coca-cola-at-a-glance. 3

Mission/Vision2 Coca-Cola Company’s mission statement is “to refresh the world in mind, body and spirit. To inspire moments of optimism and happiness through our brands and actions. To create value and make a difference.” Coca-Cola Company’s vision is “inspiring each other to be the best we can be by providing a great place to work. Offering the world a portfolio of drink brands that anticipate and satisfy people’s desires and needs. Nurturing a winning network of partners and building mutual loyalty. Being a responsible global citizen that makes a difference by helping to build and support sustainable communities. Maximizing long-term return to shareholders, while being mindful of our overall responsibilities. Being a highly effective, lean and fast-moving organization.”

Values3 Coca-Cola Company’s values are leadership, collaboration, integrity, accountability, passion, diversity, and quality. Leadership means “the courage to shape a better future.” Collaboration means “leverage collective genius.” Integrity means “be real.” Accountability means “If it is to be, it’s up to me.” Passion means “committed in heart and mind.” Diversity means “as inclusive as our brands.” Quality means “what we do, we do well.” All of these values combined are what the company believes in and is also used to remind employees of what is important to Coca-Cola and its company’s goals.

2 “Mission, Vision and Values.” Our Mission Statement & Company Values | Coca-Cola GB, www.cocacola.co.uk/about-us/mission-vision-and-values. 3 “Mission, Vision and Values.” Our Mission Statement & Company Values | Coca-Cola GB, www.cocacola.co.uk/about-us/mission-vision-and-values.

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HR Philosophy4 More than 700,000 associates create the Coca-Cola system. Associates also represent Coca-Cola in their communities and are ambassadors of our brands to the world. Coca-Cola believes in “Ensuring our associates are happy, healthy and treated fairly and with respect. We strive to create open work environments as diverse as the markets we serve, where people are inspired to create superior results. We also aim to create environments where people are fully engaged and where the Company is viewed both internally and externally as an employer of choice.” CocaCola’s main HR philosophies are the encourage open communication and rewarding and developing employees.

4 “Employee Engagement.” The Coca-Cola Company, www.coca-colacompany.com/our-company/employeeengagement. 5

Team Development and Communication Training

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Team Development and Communication Training This training is for low-level managers, who have just moved up from being supervisors, to improve their communication skills with the people around them. The second half of the training will also help management improve their teamwork through team development training, changes in group dynamics, or the addition of new workers. In this program, the managers will be taking charge of two supervisors each, and start by getting to know them, how they work best with others, and work out a system of communication; whether that is morning meetings, emails, or lunch discussions.

Goals and Strategies Coca-Cola will benefit from this training for low-level managers increasing their current skills by using them in day-to-day activities and building blocks for future skills. The company will also be able to see increased productivity, as there will be less miscommunication and overlaps on work that needs to be done. Doing this will help improve employee retention, as they will feel that they have learned useful skills, while creating a more comfortable work environment. The learning outcomes will match the company’s strategy of cost-leadership, as Coca-Cola would like to improve employee’s efficiency. By incorporating the prescribed training, the company will be able to save money on time, mistakes caused by miscommunication, and other discrepancies.

Needs Analysis The needs analysis will start six weeks before the actual training is planned to begin. This will allow for enough time to conduct the analysis, collect the data, and add any modifications to the program. By having new low-level managers complete a form that asks what issues they feel

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need to be discussed and what issues they had while working as supervisors. For experienced low-level managers, it will include an email asking what additional training would help them on the job, what problems they are currently facing, and what they feel would solve their problems and would help improve their work environment. In order for the program to smoothen the transition of becoming a manager, the training program will occur in two parts: first is the communication, which will not only help managers with taking charge and assigning tasks, but also with being able to close the distance with lower employees, talking with them and building rapport, and many other things. This training program will teach managers to be supportive and use effective communication and will change and strengthen their listening skills with both other managers and their department’s supervisors. The second part, team building, will start half-way through the first program, and will work as an assistant to the first training program. The team building will last for one month, and include how to create synergy, better communication, allow teammates to depend on each other, holding each other accountable while also motivating each other, and shows what is and isn’t appropriate workplace behavior.

Preparation The new managers and supervisors will be prepared for the upcoming training through emails and reminders detailing the training curriculum, dates for when the training sessions will be held and what will be covered in each session, what they can expect from each other (managers and supervisors), what managers can expect from the instructor, how they can benefit from the training, and advice on how they can start planning to incorporate the training into their usual work schedule.

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The company will make sure and allow the training to become a substitute for their usual work hours, so that it’s an easier transition and so that there isn’t any undue interference from the immediate environment. The reminders will be sent out one month before training starts, and one a week-every week- until the training’s starting date. This will give the employees ample time, and ensure no ‘surprises’, so as to work with rather than against the trainee’s discomfort with change. After training has started, it will be every day prior to training days, as an additional reminder. One other important way of preparing them for the training is to advertise it as a milestone you have to complete to move up within the company. This will help limit the peer pressure, as everyone will know that it is a mandatory program, that everyone (including their superiors) went through this training, and that it helped them become better at their work. It will also disprove that Coca-Cola has a non-supportive organizational culture. Before moving up to the manager position, supervisors will be allowed to shadow a current manager for a day to see what they will go through on a daily basis and have an idea of what’s to come when they become a manager in the next few upcoming weeks (after they have been confirmed as future managers). The old managers will take over the new managers’ jobs while they are at training.

Transfer The end goal of the training program is for the new managers to be able to work more effectively and efficiently with their coworkers; they will use teamwork and communication to incorporate differing perspectives and feedback into their daily work and will have better workplace synergy. By preparing the trainees for the training by advertising advertise it as a milestone they have to complete to move up within the company, this helps limit the peer pressure, as everyone will

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know that it is a mandatory program, that everyone (including their superiors) went through this training, and that it helped them become better at their work. It will also disprove that Coca-Cola has a non-supportive organizational culture, as well as this having irrelevant training content and that this is an impractical training program. To negate the ideas of the training being poorly designed or delivered, the analysis will help make sure it’s relevant, and having an experienced instructor will ensure the delivery is satisfactory. The reminders will be sent out one month before training starts, and one a week-every weekuntil the training’s starting date. This will give the employees ample time, and ensure no ‘surprises’, so as to work with rather than against the trainee’s discomfort with change. The post-test will serve as a reinforcement on the job, as well as proving wrong the impracticality of the training.

Training By completing the mandatory training with a B- or better, you will receive a certificate showing that you are ready to move up in the company. Your resume can also be updated to include this training, and qualify you to move up the chain of command.

Training Design Plan A: For the communications section of the training plan, it will be an 8-week program that meets twice a week in one of the meeting rooms within the building for 15 managers per department. Each department will have separate teachers or training schedules (as the company sees fit). There will be an orientation day where a few heads of the company will join and explain their experiences, the challenges they faced, and how the training program helped them succeed. The timeframe is as follows:

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The hours of training will be from 7-12 with an hour-long break for a brown bag lunch (will be paid for by the company) before continuing from 1-5. · The instructor will first take attendance and answer any questions that may have come up from the last session. · 7:10-8:50, meet with lower-ranked employees to ask about their problems; making sure to keep note of frequency and types. · 8:50-9:50, discuss ways to solve the problems, starting with the top five to ten. · 9:50-10, a short break for personal use. · 10-12, the instructor will be covering the materials provided. · 12-1, brown bag lunch · 1-2:30, there will be role playing. · *2:30-4, work with supervisors on a teamwork class project. (will start half way through the program) · *3-5, review what was covered earlier that day, ask questions and continue discussions. (will change from 3-5 to 4-5 half-way through the program) · If the instructor chooses to let the class out early, that’s fine. (The times are meant to be an approximation, not an exact time) Within these 8 weeks, it will be mandatory for the managers to attend and participate in the activities and understand the material. Those who have not attended each class will not become managers. If a manager must miss class, s/he must give prior notice and make up that class with whatever the instructor deems fit. (Examples being research, presentations, etc.) *Also, please note, participation is mandatory; failure to participate adequately will result in a warning, followed by a written note that will be kept on file. The last resort will be a suspension from the program. There will be a grading scale of A-F. A 100-95, A- 94-90, B 89-85, B- 84-80, C 79-75, C- 74-70, D 69-65, D- 64-60, F anything lower than 60. Must have a B- to pass. After completion of the training, participants will receive a pay bonus of $200. First class requirement: (All day class) For the first day of class, Instructors are required to go over what is in/appropriate behavior and language. The instructors will start by giving a quiz on what constitutes inappropriate behavior and language, before conducting the lesson. (This will make the training important for student, as

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it will show what they do or don’t know.) There will be situational examples given, but students must also present examples of their own. The session will end with a post-test, so that their results may be measured, allowing the company to see whether the training was useful. All class requirements: Role Play: Part of the training will consist of two hours of role playing weekly, as this will allow the managers to explore what they are learning and have time to practice the skills and make mistakes/corrections. It will give them experience and feedback, as well as allowing them to become comfortable with the ideas. The students will start by using their current methods first, and then (if it’s different from what’s taught in the classes) change what they’re doing to see what happens. After they’ve completed a scenario, the other classmates will be allowed to respond on how they felt things should have gone, advise and debate on what someone could have done better, or ask questions. This part will also be video recorded, so that it can later be reviewed by everyone (the instructor and students), so they can better understand what they are doing—both with verbal and nonverbal language. It will then be posted on a private in-class site, where they may review the material and videos anytime they choose. (Nonverbal messages include facial changes, gestures, skin tone fluctuations, tone of voice, and rate of breathing. This will help them better understand congruence between self, other, and context. What this means is that if something is incongruent, there’s a discrepancy between words and feelings; the next step will be to see what keeps the verbal and nonverbal messages separate, while trying to resolve the differences. An example of incongruence is when someone asks, “How are you?” and the other person responds “Good” with a sad tone of voice and demeanor.)

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Teaching Material: The teaching material will include, but is not limited to: ● Communication: Public speaking; Ways of perceiving the world (Ex: Hierarchal vs Growth); The concepts of self, other, and context; Survival stances; Media; Communication Theories. ● Team Development: Evaluating team performance; Group performance management; Motivational speaking; Building and maintaining teams. Discussing Problems: The training will be to socialize with the supervisors and those below them to ask what they feel their top five problems are once every week. This will help to close the distance with lower employees while also building rapport. It will allow them to get out-of-the-classroom experience using their listening skills with those who aren’t their classmates and having an opportunity to see what works and what doesn’t. For the employees, the requirement will desensitize them and help take the ‘desk’ out of the picture. It will allow the employees to feel more comfortable with and them, while giving the opportunity to ask whatever questions they may have. This requirement will help the managers modify and fit their communication style to fit themselves. The second half of this requirement is to try and fix the problems given by the employees—this will not only help managers with taking charge and assigning tasks, but also prepare them for the future when they will be doing this on a larger scale. Note, the other option for employees is that if they feel too uncomfortable talking in front of the managers, they may submit anonymous comments in the ‘mailbox’ of the class in training. This will make it available to all managers, while protecting the employees’ privacy.

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Teamwork Project: For the teamwork project, students will work in groups of four to give a presentation about what they have learned throughout the training program (split into communication or team development). They will be graded on how prepared they were, how organized and structured the material is, how they engage with the audience, the impact of visual aids if any (eg. Were slides effective), and by demonstrating their understanding (be sure to include examples). Each presentation will be 45 minutes long.

Teamwork requirements: Work together and strive to create synergy and better communication, while allowing teammates to depend on each other. Hold each other accountable while also motivating each other. Always use appropriate workplace behavior. Meet Your Trainers: Your trainers will be experienced instructors from Coca-Cola’s HR department who have been doing this for 15+ years. They will be working together to provide you with all the necessary information you’ll need to move up the chain of command. The instructors will be available after class for a few hours. Otherwise, feel free to email them—they are available throughout the training program to answers any questions you might have. Even after the training program has finished, if you have questions, feel free to email them or visit them in the HR department. Metrics & Measure

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Six weeks after the training has finished, there will be a peer evaluation, to see how the managers coworkers feel they have changed. The evaluation will include: · How would you compare the you now to the you before you took the training program? · How effectively did your group work? Expand. · Was your team fully prepared most of the time? · What did you learn from the group project that will help in your next group experience? · What do you suggest your team could have done better on? · Rate your teammates: · Comments: The other way of being able to tell is every six months, there will be a count of how many employees have had disputes, how many have quit working for Coca-Cola, and how many complaints have been made. Training Design Plan B is as follows, but the reason I didn’t choose it was because it’s more expensive than plan A by hiring an ...