External labour market information plays some important role in London’s Coca Cola branch and human resource department keeps a good attention on that to ensure when recruitment is needed then the company will know where to advertise and where to attract new employees from so their time and money doesn’t get wasted.
Labour - Labour is the workforce of the business. Manual workers, skilled workers and management are all members of the workforce. They are paid wages or salaries for their services. The quality of the individual workers will vary considerably. Each worker is unique, possessing a different set of characteristics, skills, knowledge, intelligence and emotions. It is possible to improve the quality of human resources through training and education. Human resources become more productive if money is invested by business or government in training and education.
Recruitment
From the personnel department’s point of view, the objective of recruitment is to attract the best candidates for the job and then to choose the most suitable. If the wrong person is recruited and then finds the job difficult or boring then the business will lose money, staff time and human resource departments name will go down for not working effective.
To make sure the best person is chosen, personnel department must be clear about:
- What the job entails
- What qualities are required to do the job
- What rewards are needed to retain and motivate employees.
Before the new employee is recruited by Coca Cola Company or any other business, the personnel department must carry out some form of Job Analysis. Job analysis is a study of what skills, training and tasks are needed to be carried out for the job.
Once the Coca Cola Company what is expected from the new employee then it is important to draw up the description of the job. The job description is a simple word image of the job. An example of job description used by Coca Cola is show below.
"Coca-Cola", the Contour Bottle and Life Tastes Good are trade marks of Coca Cola Company.’
This job description tells the candidates who are interested in this job of what are expected of them and also helps the personnel department of Coca Cola to decide on the qualities that successful candidates must have.
Person Specification
Once the skills and knowledge needed to perform a particular job have been outlined in the job description then they are often reworded into a Person Specification or Job specification. This shows the profile of the type of person needed to do the job.
An example of Job specification which is used by Coca Cola Company is show below.
Methods of recruitment in Coca Cola
If vacancies do exist for higher position for example then the personnel department in Coca Cola Company looks for someone internally because the current experienced worker will be more useful for the company and will solve problems appropriately. If the Coca Cola Company of Edmonton branch needs a new quality control manager then it’s a better idea to appoint the candidate internally within the business and in the short term if funds are not available for extra workers, it maybe possible to reorganise the work in order to fill the gaps left by vacant positions. The work could be shared between existing employees.
Internal Recruitment
The personnel department of Coca Cola have the following courses of action in their recruitment policy handbook.
- Offer the job to an existing employee, as a promotion or transfer
- Advertise internally if suitable candidate is available
- Advertise externally if no suitable candidate is available internally
I think the Coca Cola Company is using the right way in recruiting in this way as there are so many advantages recruiting internally and they are:
- It gives employee within the company a chance to develop their career
- Internal recruitment is quicker and cheaper than recruiting from outside the business
- Shorter induction period as internal candidate is familiar with the company
External recruitment
There are many ways of attracting candidates from outside the company. The choice of method often depends on the type of vacancy and the type of employee a business wants. The main places where Coca Cola company branch in Edmonton uses to advertise recruitment adverbs are in job centres, the careers service centres, universities, websites (coca cola website and also other job websites) and also in advertising agencies.
The Coca Cola Company in UK also wanting people’s CV to be emailed to them through Coca Cola website if anyone is interested working for UK Coca Cola so the HR department can examine easily the CVs and reply answers to those candidates who have interests and I think this is one good way of attracting new employees whereas less money and time is spent plus no job advertisement got to be designed because the candidate will write down in CV what areas he is interesting working at.
Advantages of external recruitment are the opposite of the disadvantages of internal recruitment.
A Job advertisement
The decision on what to include in a recruitment advertisement is important because of the high cost of space and the need to attract attention and Coca Cola Company HR takes this part seriously and also design job adverbs in superb layout as well as language.
Training
In Coca Cola Edmonton factory when recruitment of any new employee or experienced employee brought from different branch of Coca Cola to work in this Edmonton branch training must take place and HR focuses very carefully to insure that the new employee gets fully trained because without training the new employee in the factory can cause danger to existing employees by not using the machine properly for example, there can be loss in capital or reputation and also the new employee without training can cause delays in working conditions.
The Coca Cola Company in Edmonton after selecting a new employee, HR manager or other managers help the new employee settle in quickly and feel comfortable in the new job by using an Induction programme so induction crisis doesn’t happen.
Induction programme of Coca Cola factory in Edmonton include things like talking about the history of the plant first then how much drinks it produces per day and annually also showing the parts of the factory , mainly the production section where big machinery controls the production process. Other things include like:
- Terms of employment
- Personnel policies
- The role and the work of the supervisor
- Departmental rules and safety measures
After all these the HR manager or different manager will introduce the new employee to all the managers and say what the new employee jobs will be and what things he/she will cover and then the new employee will be receiving two copies of contract one to read and sign to return also one to be kept.
The next stage of training will be showing computers, machines to the new employee and explaining what they are for plus teaching fully how to use them if he/she will use them facilities during work but if he/she is not going to use them things then the trainer will only explain few simple things about the machines and computers as more in depth is not needed. After this is completed then the new employee will be taught what to do in the event of fire or if machine brakes.
The Coca Cola factory in Edmonton Human Resource spends a lot of capital for training and gets good results from it as well whereas it worth spending money on training as in future it will bring so many advantages to the company and to the employee as well because if the new employee becomes experienced quickly then it is to get promoted.
On-the-job training can take a number of different forms, but all involve the worker being trained whilst carrying out their job.
Off-the-job training takes place where employees attend courses or training outside the job.
The Coca Cola factory mainly uses on the job training as factories of Coca Cola are different from one to another plus it is a good idea to make the employee get use to the place where he/she will work soon.
The HR manager introduces the machines to the new employee when it is off so there is no disruption caused to employees or to the working machines.
Training Coca Cola employees is very important for the performance of the company and the image of the company too. Trained employee will do less or no mistakes which will make the production process go without faults and easy.
Training is important it involves employees being taught new skills or improving skill or improving skills they already have. It is argued that a well-trained workforce has certain benefits for Coca Cola.
- Well-trained workers should be more productive. This will help the business to achieve its overall objectives, such as increasing profit.
- It should help to create a more flexible workforce.
- It should lead to increased job satisfaction for employees. Well-motivated workers are more likely to be more productive.
- It should reduce accidents and injuries if employees are trained in health and safety procedures.
- It may improve the image of Coca Cola
- It can improve the chances of promotion. The business, as a result, should have qualified people in important post.
The Purpose of Management
Performance Management
Performance Management has been produced and published by the Human Resources Department of Coca Cola. It is intended for anyone who manages the performance of others. Whether you are a first-time work leader or an experienced supervisor, manager, program director or department chair, this Guide will provide you with useful information and step-by-step guidelines about the performance management process in Coca Cola. They are involved in performance management when you:
- Establish specific job assignments
- Write job descriptions assign responsibility for strategic initiatives develop and apply performance standards
- Discuss job performance with the employee and provide feedback on strengths and improvements needed
- Conduct an annual performance evaluation
- Plan for improved performance and employee development goals.
- Identify and describe the employee's essential job functions in support of the mission of the organisation
- Identify and define strategic initiatives appropriate to the employee's essential functions which support the goals of the organisation
- Develop realistic and appropriate performance standards
- Give and receive helpful behavioural feedback about performance
- Write and deliver constructive performance evaluations
- Plan education and development opportunities to sustain, improve or build on current performance.
Definition
Performance Management: An ongoing communication process that involves both the performance manager and the employee in:
- Identifying and describing essential job functions and relating them to the mission and goals of the organisation
- Developing realistic and appropriate performance standards
- Giving and receiving feedback about performance
- Writing and communicating positive performance appraisals
- Planning education and development opportunities to maintain improve or build on employee work performance.
Employee: The person whose performance is managed.
Performance Standards: Standards of performance are written statements describing how well a job should be performed.
Performance Appraisal: Performance appraisal is a process of assessing, summarising, and developing the work performance of an employee.
Measuring Performance
People are employed in order to help the organisation to produce its goods or services. The efforts of human resources managers are directed towards improving the performance of employees and thereby enabling the organisation to achieve its objectives.
To quantify performance – to produce figures – How can we measure performance?
Performance through profit
One measure of the performance of a business is to compare profits for different years or with the profits of similar businesses in the same industry. This will give an suggestion whether the business is performing efficiently.
Performance through quality
Traditionally quality control was found in manufacturing industry. Its function was to check that products were up to standard. It is important to classify problems and remedy them before the organisation’s name is damaged in the market place.
Total quality management (TQM) is a system which aims to ensure that no products fall below standard. Quality performance is valued but can be difficult to measure exactly. In Coca Cola production line where bottles get filled one by one are usually checked every 1 hour to check if the machine is working on its standard.
Performance through productivity
This applies particularly to sales and manufacturing where pay can easily be linked directly to performance.
Sales representatives, for example, keep records of sales that they generate and they may be paid commission on these.
Performance-related pay
Pay rises which staffs have earned through increased productivity are acceptable to employers as they neither add to unit costs nor to inflation – staff earn more because they produce more.
Employees occupied in manufacturing and selling have usually been paid incentives for reaching targets. However, a major problem with performance-related pay is that performance can sometimes be difficult to measure- this is especially true in parts of the service sector.
Legislation relevant to performance
In managing the performance and flexibility of staff employers must be aware of relevant legislation which affects pay, leave and working hours. These include provisions of the Social Chapter introduced by the European Union in the Maastricht Treaty of 1996 affecting:
- Working hours
- The minimum wage
- Maternity/paternity leave
Performance Management
It may seem evident that a well-motivated and pleased workforce is a ‘good thing’. However, there may be a cost involved in providing the correct environment and introducing motivators. An organisation will need to see benefits in terms of extra or better quality production or increased efficiency. In other words, providing motivation is useful if the organisation gets more for its capital. This is sometimes called ‘enlightened self-interest’ – the employees get a better deal because the business gets better results.
The theories suggest that motivation maybe be provided by either:
- Changing the working environment – this includes the job itself and the culture of the organisation
- Offering incentives which encourage and reward extra performance – these maybe financial or non-financial.
For most people pay is major reason for going to work. Pay certainly plays a part in motivation, but it is not always clear what part.
Employees may have different priorities, perhaps because they are at different points on Maslow’s hierarchy. People in low wage economies. E.g. work for long hour pittance.
Hertzberg saw pay as a hygiene factor – it is essential but it is not a motivator. On the other hand, pay opens the door to much other stuff which may motivate, including higher level requirements such as status and self-fulfilment.
Payment is usually linked with motivation where it is related with performance. An extreme case is piece-work where there is no basic pay and payment is totally based on output. Home-workers in the rag trade or casual agricultural workers such as fruit-pickers are often paid in this way and also in several poor countries managers sometime delay wages time because of less outcome. More usually, basic pay is supplemented by performance-related pay in the form of a bonus or commission for excellent results.
In general it has become accepted that, although a workforce that is not motivated will work, the quality and efficiency of work improves with motivation. It is therefore the role of human resources management to understand what motivates employees.
Over the years numbers of management theories have been put forward in an attempt to explain the nature of motivation and suggest ways in which it may be improved.
In Coca Cola factory which is in Edmonton-London pay is the main motivator and second motivator is increasing experienced worker responsibility so the worker learns new skills and the job becomes more interesting for him or her.
