【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%ofworldpopulationDIVERSITYallreligionsCOUN

TRIES43countriesVladBogTalent&DevelopmentDirector-EurasiaCoca-ColaUniversityDirector-EurasiaFromRichard’sClassMosttimespentwiththeemployerbrandd

ailyAbilitytomakeadifferenceturnspeopleon+learning+funIfyouwanttobeacomediandon’ttellpeopleyouarefunny…Gottoh

avepeopleonyoursideHRbecomingmorecommercialandstrategicNeedtoknowwhatkindofpeopleyouneed-engagementsurveyIncreasingrealizationthatengagementcoun

ts3LessonsLearnedintheProcess-Directionisacoreelementforemployer’sbrand-Lookatyourproblemsbeforeyourstockgetsthehit-Allanswersareinsidetheorganiza

tion-Communicateback,direction,progress-Involveassociatesindesigningthevision,strategicpathsandvalues-Reevaluateperiodical

ly-InvolveEA-Everythingcommunicates/Integrate-Don’tbindemployees-BrandHRfirst4TheTrigger01020304050607

0809098200120032004StockPriceLesson:Lookatyourproblemsbeforeyourstockgetsthehit5TheTrigger-LessonLooka

tyourpotentialproblemsbeforeyourstockgetshitHint:TheStockhasitsstorytotheassociates6TheQuestioningLooking

intheMirror7TheQuestioning-Lessons-Allanswersareinsidetheorganization-CommunicatebackHints:-Bereadytohearthetruths-Lookforthehonorabletruths,too-Be

true8TheDirection•Mission,VisionandValues•GrowthPaths•Values•WorkingasaGlobalTeam•PerformanceManagement•BuildingCapabilities•WorkingwithourPartners9

OurManifestoforGrowthIntegrationandconsistencyAlignedGlobalTeamsPEOPLEPORTFOLIOPLANETPROFITPARTNERS10DoesitWork?From39to58inlesst

han3years…11WheredoesthisleaveHR?PEOPLEAgreatplacetoworkwhereallareinspiredtobethebestthattheycanbe12HRA

ssumptionsMotivatedassociatesarecriticaltocommercialsuccessHighturnoverhasanegativeimpactonresultsHighengagement

increasescorporatereputationEmployeeopinionsdrivebehaviorsthatimpactresults13BrandHRFirstTalkbusinesslanguag

e(volume,profit,share)DemonstrateHRimpactonbusinessresultsDeveloptheHRvaluepropositionBeachallenger14Fi

ndings▪EmployeebeliefintheStrategyimpactsengagement,companyreputation,marketshare▪Improvementinengagementrelatestovolumegrowth▪Corporat

ereputationdrivesimprovedshareofmarket▪Opinionsonoperatingeffectivenessandengagementlevelsrelatetocon

trolofadministrativeexpenses▪Retentionofemployeesdriveshighervolumeandfinancialperformance15Overviewoflinkageanal

ysis▪Goal:ValidationoffocusonPeople/engagementEmployeeopinionsandprogramsEmployeebehaviorConsumerattitudes&be

haviorFinancialperformanceRetentionEngagementGlobalreputationShareOperatingIncomeNetRevenueAdministrativeExpensesOpe

ratingEffectivenessImageDevelopment/TrainingLeadershipManifestoforGrowth16Researchcontext▪EmployeeInsightsSurvey▪Internalandex

ternalbenchmarking▪Furtherinterviewstodeepdive▪Lookingforrelationshipsbetweenmetrics▪Aperfectrelationshipis1.0–extremelyra

re!▪Researchersusearelationshipof.3asanindicatorofasignificantfinding▪Usedstatisticalsignificancetest

ingtoconfirmfindings▪Caution–dataareanindicatorofrelationships,butnotdirectcausationNote:Analysesshownthroughoutareregressionanalyses,where.xxis

R2value;allvaluessignificant,p<.0517Employeeopinions&programsEmployeebehaviorConsumerattitudes&behaviorFinancialperform-anceEmpower

mentandInnovationEmployeeEngagementEmployeeOpinions&ProgramsEmployeeBehaviorFactorsdrivingEngagementImageDevelopmenta

ndTrainingLeadershipEmployeeRetention.46▪ThisindicatestheareasoffocustodriveemployeeengagementNote:.xxisR2value;allvaluessignificant,p<.05Strategic

Direction18StrategicDirectionEmployeeEngagementEmployeeOpinions&ProgramsEmployeeBehaviorEmployeeopinionsandbehaviorsrelatetoconsumeropinionsandpurch

asesImageDevelopmentandTrainingLeadershipEmpowermentandInnovationEmployeeRetentionEmployeeopinions&programsEmployeebehaviorCons

umerattitudes&behaviorFinancialperform-anceGlobalReputationTrackerConsumerBehavior&AttitudesShare.32.

25.59.26.46▪BeliefintheStrategicDirectionresultsinbetterreputationamongconsumersandhighershare▪Highretentionreflectsinhighshar

e▪Reputationisnotjusta“feel-goodthing”;itresultsinhighershareNote:.xxisR2value;allvaluessignificant,p<.0519Sh

are26%15%27%14%26%16%25%16%0%5%10%15%20%25%30%ManifestoforGrowthCommunication&AwarenessCompensation&BenefitsImageDivisionsw

ithmorefavorableemployeeopinionshaveahighershareEmployeeOpinion:HighFavorabilityEmployeeOpinion:LowFavo

rabilityShareishigherindivisionswhereemployeesaremorefavorable,asindicatedbythedifferenceintheredandgreenbars20Divisionswithlo

werpeopleturnoverhaveahighershareofcategorysales28.4%14.4%30.9%20.0%6.0%2.4%ShareofCategorySales0%5%10%15%20%25%30%35%Lo

wTurnoverHighTurnoverCateg1Categ2Categ321StrategicDirectionEmployeeEngagementEmployeeOpinions&ProgramsEmployeeBehaviorImageD

evelopmentandTrainingLeadershipEmpowermentandInnovationEmployeeRetention.46Employeeopinions&programsEmployeebehaviorConsumerattitudes&behaviorFi

nancialperform-anceGlobalReputationTrackerConsumerBehavior&AttitudesShareofCategorySales.32.40.59.25FinancialPerformanceFinancialPerform

anceNetRevenueRatioBrandContributionRatioOperatingIncomeRatioAdministrativeExpensesActualvs.Plan.18OperatingEffectivenessNetRevenuePerEmploy

ee.39.34▪Engagementandperceptionsofoperatingeffectivenessarerelatedtocontrolofadminexpenses▪Improvementinengagementrelatestounitcasegrowth▪Retenti

onrelatestobetterfinancialperformance▪Wherewehavehighershareofsales,netrevenueperemployeeisbetterThefollowingslidesil

lustratetheserelationshipsUnitCaseGrowth2005-2006.20.1522