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Summary Change Management Plan HRM 560.docx HRM 560 Coca Cola Change Management Strayer University HRM 560 Coca Cola Company HR Analysis Coca-Cola Company is an international beverage marketing, manufacturing, and retail Organization with one of the m
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RAS
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Rasmussen College
Change Management Plan HRM HRM 560 Coca Cola Change Management Strayer University HRM 560 Coca Cola Company HR Analysis Coca-Cola Company is an international beverage marketing, manufacturing, and retail Organization with one of the most well-established brands in the beverage niche ma...
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HRM 560
Coca Cola Change Management
Strayer University
HRM 560
Coca Cola Company HR Analysis
Coca-Cola Company is an international beverage marketing, manufacturing, and retail
Organization with one of the most well-established brands in the beverage niche market. The
enterprise is recognized for Coca-Cola. The firm's flagship product was invented in 1886 by
pharmacist John Stitch Pemberton as a Candler bought the Coca-Cola brand and formula in 1889
and incorporated it in 1892 (Cola, & Schweppes, 2014). The firm produces a wide variety of
non-alcoholic drinks across more than 200 global markets and serves about 1.6 billion
individuals daily. The company's product portfolio is sold to individuals, vending machines, and
retail stores. Introducing an international brand that will satisfy the clientele's beverage needs,
creating a durable and mutual value, and fostering the best suppliers and customers network is
the Organization's primary objective.
Coca-Cola company's key marketing objective involves enhancing the company's global
enterprise size, endure competition, augment market share value, and increase product
awareness. The company employs more than 700,000 across the international niche market,
which calls for effective management of its vast human resource assets (Cola, & Schweppes,
2014). Therefore, adjusting to the firm's HR policies, practices, and strategies to meet current
market needs will play a central role in enhancing the Organization's market share value and
putting the business ahead of its rivals in the beverage industry.
Current HR Practice, Policies, and Processes that Should Be Changed
Coca-Cola Company's employee development techniques are the HR practice that I
believe should be changed. The Organization considers its workforce as its most essential and
best enterprise assets, which explains why the company is focused on rewarding and developing
, them with a realistic operating environment that allows them to build their competence and
skills. The business is also committed to growing, design, and support its workers to achieve
their full potential and optimum productivity by introducing career development, training, and
learning. The Individual Performance Objectives (IPO) is leveraged to monitor employee
performance. The workers are evaluated at the middle and end of the year performance appraisal
and performance check.
Furthermore, Coca-Cola Company works under combined structured feedback, training,
coaching, and learning system. The system is intended to ensure the workforce has the full
capacity to perform its responsibilities in career goals and clientele relations. The company also
considers a career as an instrumental journey where the crew undergoes incredible progress with
regulations and roles delineated by the firm (Brondoni, 2020). It ensures progression by
establishing acquaintance and skills within the workforce's responsibilities that will expand their
competence.
Valid Reasons for the Proposed Change
Three key reasons justify the implementation of Change in Coca-Cola Company's
employee development techniques, including the possibility of biases. The IPO has been
considered a practical performance measure, although some rates may give performance ratings
according to an employee's general impression, which may provide an inaccurate depiction of an
individual's productivity. For instance, some rates may well rate employees on all aspects,
although they have performed positively in one criterion (Brondoni, 2020). What is more, the
ratter's prejudices and biases may also undermine the performance evaluation method, which
mostly arises as a result of race, appearance, favoritism, religion, and sex.
Coca-Cola company's performance appraisals also create negative experiences in addition
to wasting time. Performance appraisals may contribute to a negative experience for
organizational managers and employees, affecting their performance in the long-term. Besides,
the firm's employee development initiatives are too time-consuming and can be positively
overwhelming for the workforce and managers, which augments the negative experience (Irefin
& Mechanic, 2014). The possibility of primary and regency errors also provides a significant
premise to change Coca-Cola Company's employee development HR practice, especially
regarding the IPO and other employee performance measurement yardsticks. The entire
employee development process may be affected by the workforce behavior and performance at
the start and end of the period, which can be illustrated by the example of a salesperson whose
sales can vary (Irefin & Mechanic, 2014). Thus, the described negative impacts associated with
regency and primary errors and the possibility of creating a negative experience within the
managers and staff provide instrumental impetus to change the HR practice.
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