【文档说明】可口可乐公司会议模板之如何重新选择公司成长方向（七星级推荐）.pptx，共(22)页，3.161 MB，由精品优选上传

转载请保留链接：https://www.ichengzhen.cn/view-330741.html

以下为本文档部分文字说明：

Re-DefiningDirectionTheStoryoftheManifestoforGrowthInTheCoca-ColaCompanyMay2007PEOPLE32%ofworldpopulationDIVERSIT

YallreligionsCOUNTRIES43countriesVladBogTalent&DevelopmentDirector-EurasiaCoca-ColaUniversityDirector-EurasiaFromRichard’sClassMosttime

spentwiththeemployerbranddailyAbilitytomakeadifferenceturnspeopleon+learning+funIfyouwanttobeacomediandon’ttellpeopleyouarefunny…Gottoh

avepeopleonyoursideHRbecomingmorecommercialandstrategicNeedtoknowwhatkindofpeopleyouneed-engagementsurveyIncreasingrea

lizationthatengagementcounts3LessonsLearnedintheProcess-Directionisacoreelementforemployer’sbrand-Lookatyourproblemsbeforeyourstock

getsthehit-Allanswersareinsidetheorganization-Communicateback,direction,progress-Involveassociatesind

esigningthevision,strategicpathsandvalues-Reevaluateperiodically-InvolveEA-Everythingcommunicates/Integrate-Don’tbindemployees-BrandH

Rfirst4TheTrigger010203040506070809098200120032004StockPriceLesson:Lookatyourproblemsbeforeyourstockgetsthehit5TheTrig

ger-LessonLookatyourpotentialproblemsbeforeyourstockgetshitHint:TheStockhasitsstorytotheassociates6TheQue

stioningLookingintheMirror7TheQuestioning-Lessons-Allanswersareinsidetheorganization-CommunicatebackHints:-Ber

eadytohearthetruths-Lookforthehonorabletruths,too-Betrue8TheDirection•Mission,VisionandValues•GrowthPaths•Values•W

orkingasaGlobalTeam•PerformanceManagement•BuildingCapabilities•WorkingwithourPartners9OurManifestoforGrowthIntegrationandc

onsistencyAlignedGlobalTeamsPEOPLEPORTFOLIOPLANETPROFITPARTNERS10DoesitWork?From39to58inlessthan3years…11Wh

eredoesthisleaveHR?PEOPLEAgreatplacetoworkwhereallareinspiredtobethebestthattheycanbe12HRAssumptionsMotivatedassociatesarecriticaltocommer

cialsuccessHighturnoverhasanegativeimpactonresultsHighengagementincreasescorporatereputationEmployeeopinionsdrivebehaviorsth

atimpactresults13BrandHRFirstTalkbusinesslanguage(volume,profit,share)DemonstrateHRimpactonbusinessresultsDevelopthe

HRvaluepropositionBeachallenger14Findings▪EmployeebeliefintheStrategyimpactsengagement,companyreputation,marketsha

re▪Improvementinengagementrelatestovolumegrowth▪Corporatereputationdrivesimprovedshareofmarket▪Opinionsonoperatingeffectivenessandengageme

ntlevelsrelatetocontrolofadministrativeexpenses▪Retentionofemployeesdriveshighervolumeandfinancialperformance15Overviewoflinkageanalysis

▪Goal:ValidationoffocusonPeople/engagementEmployeeopinionsandprogramsEmployeebehaviorConsumerattitudes&behaviorF

inancialperformanceRetentionEngagementGlobalreputationShareOperatingIncomeNetRevenueAdministrativeExpensesOperatingEffec

tivenessImageDevelopment/TrainingLeadershipManifestoforGrowth16Researchcontext▪EmployeeInsightsSurvey▪Internalandexternalbenchmarki

ng▪Furtherinterviewstodeepdive▪Lookingforrelationshipsbetweenmetrics▪Aperfectrelationshipis1.0–extremelyrare!▪Researchersusearelationshipof.3

asanindicatorofasignificantfinding▪Usedstatisticalsignificancetestingtoconfirmfindings▪Caution–dataareanindicatorofrelationships,butnotdirectc

ausationNote:Analysesshownthroughoutareregressionanalyses,where.xxisR2value;allvaluessignificant,p<.0517Employeeopinions&program

sEmployeebehaviorConsumerattitudes&behaviorFinancialperform-anceEmpowermentandInnovationEmployeeEngagement

EmployeeOpinions&ProgramsEmployeeBehaviorFactorsdrivingEngagementImageDevelopmentandTrainingLeadershipEmploy

eeRetention.46▪ThisindicatestheareasoffocustodriveemployeeengagementNote:.xxisR2value;allvaluessignificant,p<.05StrategicDirection

18StrategicDirectionEmployeeEngagementEmployeeOpinions&ProgramsEmployeeBehaviorEmployeeopinionsandbehaviorsre

latetoconsumeropinionsandpurchasesImageDevelopmentandTrainingLeadershipEmpowermentandInnovationEmployeeRetenti

onEmployeeopinions&programsEmployeebehaviorConsumerattitudes&behaviorFinancialperform-anceGlobalReputationTrackerConsumerBehavior&AttitudesShare.32

.25.59.26.46▪BeliefintheStrategicDirectionresultsinbetterreputationamongconsumersandhighershare▪Highretentionreflectsinhighsha

re▪Reputationisnotjusta“feel-goodthing”;itresultsinhighershareNote:.xxisR2value;allvaluessignificant,p<.0519Share26%15%2

7%14%26%16%25%16%0%5%10%15%20%25%30%ManifestoforGrowthCommunication&AwarenessCompensation&BenefitsImageDivisionswithmorefavorableemployeeo

pinionshaveahighershareEmployeeOpinion:HighFavorabilityEmployeeOpinion:LowFavorabilityShareishigherindivisionswhereemployeesarem

orefavorable,asindicatedbythedifferenceintheredandgreenbars20Divisionswithlowerpeopleturnoverhaveahighershareofcategorysales28.4%14.4%30.9%20

.0%6.0%2.4%ShareofCategorySales0%5%10%15%20%25%30%35%LowTurnoverHighTurnoverCateg1Categ2Categ321StrategicDirect

ionEmployeeEngagementEmployeeOpinions&ProgramsEmployeeBehaviorImageDevelopmentandTrainingLeadershipEmpowermentandInnovationEmployeeRetention.

46Employeeopinions&programsEmployeebehaviorConsumerattitudes&behaviorFinancialperform-anceGlobalReputationTrackerConsumerB

ehavior&AttitudesShareofCategorySales.32.40.59.25FinancialPerformanceFinancialPerformanceNetRevenueRatioBrandContributionRatioOperatin

gIncomeRatioAdministrativeExpensesActualvs.Plan.18OperatingEffectivenessNetRevenuePerEmployee.39.34▪Engagementandperceptionsofoperatin

geffectivenessarerelatedtocontrolofadminexpenses▪Improvementinengagementrelatestounitcasegrowth▪Retentionrelatestobetterfinancialperformance

▪Wherewehavehighershareofsales,netrevenueperemployeeisbetterThefollowingslidesillustratetheserelationshi

psUnitCaseGrowth2005-2006.20.1522