32219_summer internship report

S u m m e r I n t e r n s h i p R e p o r t

Summer Internship at

Symbiosis Institute of Business Management, Pune

Hindustan Coca-Cola Beverages Pvt. Ltd.

S u m m e r I n t e r n s h i p R e p o r t – A k a n k s h a K a n o j i a

Summer Internship at

Project Report

By Akanksha Kanojia

MBA II HR (32219)


Cola Beverages Pvt. Ltd. 2010

K a n o j i a


Hindustan Coca-Cola Beverages Pvt. Ltd. 2010


ACK&OWLEDGEME&T

Learning through experience is the best way of learning and the two months spent at Hindustan

Coca-Cola Beverages Pvt. Ltd. have been a tremendous learning experience in terms of practical

application of the theoretical learning I have gained so far, through two completely different yet

strongly interlinked projects each touching a different aspect of Human Resources.

In a business environment like Coca-Cola where everyone has their own targets to meet and

deadlines to adhere to, I received a lot of valuable time, able guidance, encouragement, feedback

and inputs from people at Hindustan Coca-Cola Beverages Pvt. Ltd.

I would like to express my sincere gratitude to Mr. Tarun Varma (National Director HR

Operations) and Ms. Seemali Shukla (Talent Acquisition Manager) for their constant support and

valuable guidance through the duration of this internship and across all projects.

I also wish to thank Prof. Ameeta Shiroor (Faculty Guide, SIBM) without whose help and

support this internship could not have been completed successfully.

My sincere gratitude also goes out to my fellow Summer Trainees at Hindustan Coca-Cola

Beverages Pvt. Ltd. for making the internship a great memorable and learning experience.



EXECUTIVE SUMMARY

The Summer Internship program at Hindustan Coca-Cola Beverages is highly structured and

organized. The program is designed such that the interns get a taste of the fast paced work

culture of HCCB. The projects chosen for the internship ensure continuous learning for the

interns and are also of value add to the organization because they are pieces of the larger projects

undertaken by the HR team. The author’s internship at Hindustan Coca-Cola Beverages

comprised of two projects each touching upon a different yet interlinked facet of HR. Each

project was different from the other and was an enriching experience. The areas covered under

the project included Induction Program, Lateral Recruitment Process. All the projects were

successfully completed with the final deliverable being design of framework, related tools and in

most cases implementation upto closure.



TABLE OF CO&TE&TS

Acknowledgement...........................................................................................................................2

Executive Summary.........................................................................................................................3

About the Company........................................................................................................................6

Manifesto for Growth......................................................................................................................8

Values..................................................................................................................................8

Vision...................................................................................................................................8

Mission.................................................................................................................................8

Manufacturing Process at HCCBPL................................................................................................9

Business Plan model at HCCBPL..................................................................................................10

Distribution Network.....................................................................................................................11

Distribution Routes.......................................................................................................................11

Products..........................................................................................................................................13

SWOT Analysis of HCCB.............................................................................................................13

Competitive Positioning................................................................................................................16

Project 1........................................................................................................................................18

Objective........................................................................................................................................18

Scope..................................................................................................................................18

Methodology..................................................................................................................................19

Existing Process............................................................................................................................19

Recommended Process..................................................................................................................20

Detailed Induction Plan..................................................................................................................22

Tools Designed & Used.................................................................................................................26

Pre Joining Form................................................................................................................26

Internal Reference Check Form.........................................................................................26

Employee HRIS Details Form...........................................................................................27

Induction Booklet...............................................................................................................27

Feedback Form...................................................................................................................28

Checklists...........................................................................................................................29

Quiz....................................................................................................................................29

Other documents................................................................................................................29

Constraints.....................................................................................................................................30

Way Forward................................................................................................................................30

Project 2........................................................................................................................................31

Objective........................................................................................................................................31

Scope..................................................................................................................................31

Methodology..................................................................................................................................31

Existing Process v/s Recommended Process.................................................................................32

Tools Designed & Used.................................................................................................................34

Application Form...............................................................................................................34

Phone Interview Feedback.................................................................................................34

Individual Competency Report..........................................................................................35

Interview Position Grid......................................................................................................36



Interview Evaluation Sheets..............................................................................................36

JD.......................................................................................................................................37

BEI – Skill’s Guide............................................................................................................38

Candidate Scorecard..........................................................................................................39

Concept of Candidate Recruitment File.............................................................................39

Recruitment Feedback Form..............................................................................................40

Constraints.....................................................................................................................................41

Way Forward................................................................................................................................41

Questionnaire Used........................................................................................................................43



HI&DUSTA& COCA-COLA BEVERAGES PRIVATE LIMITED (HCCBPL)

ABOUT THE COMPA&Y

Coca-Cola was the leading soft drink brand in India until 1977, when it left rather than reveal its

formula to the Government and reduce its equity stake as required under the Foreign Regulation

Act (FERA) which governed the operations of foreign companies in India. Coca-Cola re-entered

the Indian market on 26th October 1993 after a gap of 16 years, with its launch in Agra. An

agreement with the Parle Group gave the Company instant ownership of the top soft drink brands

of the nation. With access to 53 of Parle’s plants and a well set bottling network, an excellent

base for rapid introduction of the Company’s International brands was formed. The Coca-Cola

Company acquired soft drink brands like Thumps Up, Goldspot, Limca, Maaza, which were

floated by Parle, as these products had achieved a strong consumer base and formed a strong

brand image in Indian market during the re-entry of Coca-Cola in 1993.Thus these products

became a part of range of products of the Coca-Cola Company.

In the new liberalized and deregulated environment in 1993, Coca-Cola made its re-entry into

India through its 100% owned subsidiary, HCCBPL, the Indian bottling arm of the Coca-Cola

Company. However, this was based on numerous commitments and stipulations which the

Company agreed to implement in due course. One such major commitment was that, the

Hindustan Coca-Cola Holdings would divest 49% of its shareholding in favour of resident

shareholders by June 2002.

Coca-Cola is made up of 7000 local employees, 690 managers, over 60 manufacturing locations,

27/25 Company Owned Bottling Operations (COBO), 17/24 Franchisee Owned Bottling

Operations (FOBO) and a network of 29/21 Contract Packers that facilitate the manufacture

process of a range of products for the company. It also has a supporting distribution network

consisting of 700,000 retail outlets and 8000 distributors. Almost all goods and services required

to cater to the Indian market are made locally, with help of technology and skills within the

Company. The complexity of the Indian market is reflected in the distribution fleet which



includes different modes of distribution, from 10-tonne trucks to open-bay three wheelers that

can navigate through narrow alleyways of Indian cities and trademarked tricycles and pushcarts.

“Think local, act local”, is the mantra that Coca-Cola follows, with punch lines like “Life ho to

aisi” for Urban India and “Thanda Matlab Coca-Cola” for Rural India. This resulted in a 37%

growth rate in rural India visa-vie 29% growth seen in urban India. Between 2001 and 2003, the

per capita consumption of cold drinks doubled due to the launch of the new packaging of 200 ml

returnable glass bottles which were made available at a price of Rs.5 per bottle. This new market

accounted for over 80% of India’s new Coca-Cola drinkers. At Coca-Cola, they have a long

standing belief that everyone who touches their business should benefit, thereby inducing them

to uphold these values, enabling the Company to achieve success, recognition and loyalty

worldwide.

LOCATIO&S OF COBO, FOBO & CO&TRACT PACKAGI&G I& I&DIA

COBO FOBO

CONTRACT PACKAGING


MA&IFESTO FOR GROWTH

VALUES

The values that the employees in the Company are expected to keep up to and work by regularly

are as follows:

VISIO& FOR SUSTAI&ABLE GROWTH

To provide exceptional strategic leadership in the Coca

and customer preference and loyalty, through Coca

profitable Coca-Cola Corporate branded beverages system.

MISSIO&

To create consumer products, services and communications, customer service and bottling

system strategies, processes and tools in order to create competitive advantage and deliver

superior value to;

• Consumers as a superior beverage experience

• Consumers as an opportunity to grow profits through the use of finished drinks

• Bottlers as an opportunity to grow profits

• Bottlers as a trademark enhancement and positive economic value added

LEADERSHIP

INNOVATION

PASSION

ACCOUNTABILITY

OWNERSHIP

TEAMWORK



MA&IFESTO FOR GROWTH


VISIO& FOR SUSTAI&ABLE GROWTH

To provide exceptional strategic leadership in the Coca-Cola India System

eference and loyalty, through Coca-Cola’s commitment to them, and in a highly

Cola Corporate branded beverages system.


esses and tools in order to create competitive advantage and deliver

Consumers as a superior beverage experience

Consumers as an opportunity to grow profits through the use of finished drinks

Bottlers as an opportunity to grow profits in volumes

Bottlers as a trademark enhancement and positive economic value added

•To take an initiative and lead, motivate and drive the team with energy and zeal, to deliver outstanding results

•To continuously strive for progress and reach the next level of excellence in everything we do

•To be deeply committed and display drive and energy in the quest to deliver outstanding performance

•To be individually and transparently accountable to our colleagues for delivering agreed targets and goals. ACCOUNTABILITY

•To think and act like owners at all levels; to have decisions taken at the lowest appropriate level.

•To unite for greater strength and work collectively as a group towards the achievement of common goals.


K a n o j i a


Cola India System-resulting in consumer

Cola’s commitment to them, and in a highly


esses and tools in order to create competitive advantage and deliver

Consumers as an opportunity to grow profits through the use of finished drinks

Bottlers as a trademark enhancement and positive economic value added

To take an initiative and lead, motivate and drive the team with energy and zeal, to deliver outstanding results.

To continuously strive for progress and reach the next level of excellence in everything we do.

To be deeply committed and display drive and energy in the quest to deliver outstanding performance.

To be individually and transparently accountable to our colleagues for delivering agreed targets and goals.

To think and act like owners at all levels; to have decisions taken at the lowest appropriate level.

To unite for greater strength and work collectively as a group towards the achievement of common goals.



• Suppliers as an opportunity to make reasonable profits when creating real value-added in

an environment of system-wide team work, flexible business system and continuous

improvement

• Indian society in the form of a contribution to economic and social development.

MA&UFACTURI&G PROCESS AT HCCBPL

FIGURE: MA�UFACTURI�G PROCESS

The manufacturing of the products of Coca-Cola involves the following steps:

• Water is received from the River Cauvery and it passes through the water treatment plant,

further passing through the sand filter and the activated carbon filter, so as to attain pure

cleansed water.



• In the syrup room, the concentrate received from another bottling plant situated at Pune,

is blended with the sugar syrup

• Once both the water and the final syrup are ready, they are both mixed together and sent

to the carbonator section where Carbon Dioxide is added to the mixture to form the final

product.

• On the other hand, simultaneously, the returnable glass bottles are depalletized, inspected

and washed for the purpose of filling in the final product in it. This step does not take

place in the PET bottle line as the bottles once used are disposed.

• The product is finally filled in the bottles, crowned (in case of RGB)/ capped (in case of

PET bottles), labeled and cased in order to be sent into the warehouse for distribution.

BUSI&ESS PLA& MODEL AT HCCBPL

BUSI�ESS PLA� MODEL

Coca-Cola India

division, Gurgaon

Regional Bottlers

COBO/FOBO

Customers

Manufactures

Concentrate, Beverage

base and Syrup

Manufactures finished

Bottles/Cans/Fountain

Syrup

Consumers



DISTRIBUTIO& &ETWORK

HCCBPL has a wide and well managed network of salesmen appointed for taking up the

responsibility of distribution of products to diverse parts of the cities. The distribution channels

are constructed in such a way that the demand of customers is fulfilled at the right place and the

right time when it is needed by them.

A typical distribution chain at HCCBPL would be:

Production --- Plant Warehouse --- Depot Warehouse --- Distribution Warehouse --- Retail

Stock --- Retail Shelf --- Consumer

The customers of the Company are divided into different categories and different routes, and

every salesman is assigned to one particular route, which is to be followed by him on a daily

basis. A detailed and well organized distribution system contributes to the efficiency of the

salesmen. It also leads to low costs, higher sales and higher efficiency thereby leading to higher

profits to the firm.

DISTRIBUTIO& ROUTES

The various routes formulated by HCCBPL for distribution of products are as follows:

• Key Accounts: The customers in this category collectively contribute a large chunk of

the total sales of the Company. It basically consists of organizations that buy large

quantities of a product in one single transaction. The Company provides goods to these

customers on credit, payments being made by them after a certain period of time i.e.

either a month of half a month.

Examples: Clubs, fine dine restaurants, hotels, Corporate houses etc.

• Future Consumption: This route consists of outlets of Coca-Cola products, wherein a

considerable amount of stock is kept in order to use for future consumption. The stock



does not exhaust within a day or two, instead as and when required stocks are stacked

up by them so as to avoid shortage or non-availability of the product.

Examples: Departmental stores, Super markets etc.

• Immediate Consumption: The outlets in this route are those which require stocks on a

daily basis. The stocks of products in these outlets are not stored for future use instead,

are exhausted on the same day and might run a little into the next day i.e. the products

are consumed at a fast pace.

Examples: Small sized bars and restaurants, educational institutions etc.

• General: Under this route, all the outlets that come in a particular area or an area along

with its neighboring areas are catered to. The consumption period is not taken into

consideration in this particular route.


PRODUCTS

The Coca-Cola Company offers a wide range of products to the customers including beverages,

fruit juices and bottled mineral water. The Company is always looking to innovate and come up

with, either complete new products or new ways to bottle or pack the existing drinks. The Co

Cola Company has a wide range of products out of which the following products are marketed

by HCCBPL:

SWOT A&ALYSIS OF HCCBPL

STRE&GTHS

• DISTRIBUTIO& &ETWORK:

network. The network is formed on the basis of the time of consumption and the amount

of sales yielded by a particular customer in one transaction. It has a distribution network

consisting of a number of

The distribution fleet includes different modes of distribution, from 10



offers a wide range of products to the customers including beverages,


with, either complete new products or new ways to bottle or pack the existing drinks. The Co


SWOT A&ALYSIS OF HCCBPL

DISTRIBUTIO& &ETWORK: The Company has a strong and reliable distribution



consisting of a number of efficient salesmen, 700,000 retail outlets and 8000 distributors.

The distribution fleet includes different modes of distribution, from 10


K a n o j i a

offers a wide range of products to the customers including beverages,


with, either complete new products or new ways to bottle or pack the existing drinks. The Coca-


The Company has a strong and reliable distribution



efficient salesmen, 700,000 retail outlets and 8000 distributors.

The distribution fleet includes different modes of distribution, from 10-tonne trucks to



open-bay three wheelers that can navigate through narrow alleyways of Indian cities and

trademarked tricycles and pushcarts.

• STRO&G BRA&DS: The products produced and marketed by the Company have a

strong brand image. People all around the world recognize the brands marketed by the

Company. Strong brand names like Sprite, Fanta, Limca, Thums Up and Maaza add up to

the brand name of the Coca-Cola Company as a whole. The red and white Coca-Cola is

one of the very few things that are recognized by people all over the world. Coca-Cola

has been named the amongst the world's top brand for a fourth consecutive year in a

survey by consultancy Interbrand.

• LOW COST OF OPERATIO&S: The production, marketing and distribution systems

are very efficient due to forward planning and maintenance of consistency of operations

which minimizes wastage of both time and resources leads to lowering of costs.

WEAK&ESSES

• LOW EXPORT LEVELS: The brands produced by the company are brands produced

worldwide thereby making the export levels very low. In India, there exists a major

controversy concerning pesticides and other harmful chemicals in bottled products

including Coca-Cola. In 2003, the Centre for Science and Environment (CSE), a non-

governmental organization in New Delhi, said aerated waters produced by soft drinks

manufacturers in India, including multinational giants PepsiCo and Coca-Cola, contained

toxins including lindane, DDT, malathion and chlorpyrifos- pesticides that

• can contribute to cancer and a breakdown of the immune system. Therefore, people

abroad, are apprehensive about Coca-Cola products from India.

• SMALL SCALE SECTOR RESERVATIO&S LIMIT ABILITY TO I&VEST A&D

ACHIEVE ECO&OMIES OF SCALE: The Company’s operations are carried out on a

small scale and due to Government restrictions and ‘red-tapism’, the Company finds it

very difficult to invest in technological advancements and achieve economies of scale.



OPPORTU&ITIES

• LARGE DOMESTIC MARKETS: The domestic market for the products of the

Company is very high as compared to any other soft drink manufacturer. Coca-Cola India

claims a 58 per cent share of the soft drinks market; this includes a 42 per cent share of

the cola market. Other products account for 16 per cent market share, chiefly led by

Limca. The company appointed 50,000 new outlets in the first two months of this year, as

part of its plans to cover one lakh outlets for the coming summer season and this also

covered 3,500 new villages. In Bangalore, Coca-Cola amounts for 74% of the beverage

market.

• EXPORT POTE&TIAL: The Company can come up with new products which are not

manufactured abroad, like Maaza etc and export them to foreign nations. It can come up

with strategies to eliminate apprehension from the minds of the people towards the Coke

products produced in India so that there will be a considerable amount of exports and it is

yet another opportunity to broaden future prospects and cater to the global markets rather

than just domestic market.

• HIGHER I&COME AMO&G PEOPLE: Development of India as a whole has lead to

an increase in the per capita income thereby causing an increase in disposable income.

Unlike olden times, people now have the power of buying goods of their choice without

having to worry much about the flow of their income. The beverage industry can take

advantage of such a situation and enhance their sales.

THREATS

• IMPORTS: As India is developing at a fast pace, the per capita income has increased

over the years and a majority of the people are educated, the export levels have gone

high. People understand trade to a large extent and the demand for foreign goods has

increased over the years. If consumers shift onto imported beverages rather than have

beverages manufactured within the country, it could pose a threat to the Indian beverage

industry as a whole in turn affecting the sales of the Company.



• TAX A&D REGULATORY SECTOR: The tax system in India is accompanied by a

variety of regulations at each stage on the consequence from production to consumption.

When a license is issued, the production capacity is mentioned on the license and every

time the production capacity needs to be increased, the license poses a problem.

Renewing or updating a license every now and then is difficult. Therefore, this can limit

the growth of the Company and pose problems.

• SLOWDOW& I& RURAL DEMA&D: The rural market may be alluring but it is not

without its problems: Low per capita disposable incomes that is half the urban disposable

income; large number of daily wage earners, acute dependence on the vagaries of the

monsoon; seasonal consumption linked to harvests and festivals and special occasions;

poor roads; power problems; and inaccessibility to conventional advertising media. All

these problems might lead to a slowdown in the demand for the company’s products.

COMPETITIVE POSITIO&I&G

Coca-Cola India Pvt. Ltd. was the number one player in soft drinks in India in 2008, with a

31% share of off-trade volume sales. The company derives its number one position in soft

drinks from its wide product portfolio, spreading across carbonates, fruit/vegetable juice

and bottled water. The company was the leading player in carbonates and the second

ranked player in both fruit/vegetable juice and bottled water in 2008.

• The company’s share in soft drinks declined over the review period, partly because its

product portfolio is strongly skewed towards carbonates. Over 65% of the company’s soft

drinks off-trade value sales are attributable to carbonates, and carbonates has seen lower

growth rates than other large sectors, such as fruit/vegetable juice and bottled water,

which are led by domestic companies.

• In order to diversify away from carbonates, which is a mature sector, Coca-Cola has

expanded its product portfolio to include Minute Maid Pulpy Orange, which has the

potential to capitalize on the growing health consciousness among Indian consumers



during the forecast period. The company is also expected to expand the distribution of

Kinley and launch products in the emerging sectors of flavored water and energy drinks.

• The company has a vast product portfolio, which includes several leading brands and

spans cola and non-cola carbonates, juice drinks and bottled water.

• The company is positioned in the standard price segment.

• The company is a leader in innovation, and has experimented with local flavors, such as

Masala Limca, and new packaging concepts, such as the Xpress PET bottle and Fridge

Pack.


PROJECT 1

Study of the &ational Induction Process and design of a &ational Module

OBJECTIVE

SCOPE

• Covering all new joinees across all units

South (excluding Management Trainees and Graduate Engineer Trainees

• It would be used for all junior, middle and senior managers and staff

• The program has been designed in

o Pre – Joining

o Initial Induction

o Departmental Induction

• National Induction Day has been conceptualised on the 2

that a dedicated day can be there for all new joinees across units and regions to ensure

that logistical constraints etc. are not a hindrance for the process due to a large number of

joinees

To design a national level induction module for all managers and staff in order to facilitate smoother integration with the organization

To design an induction program for the new joiness to ensure compliance of all rules

Retain new talent by ensuring better business understanding and deliverables for them




Covering all new joinees across all units and three regions namely North, Central &

excluding Management Trainees and Graduate Engineer Trainees

It would be used for all junior, middle and senior managers and staff

The program has been designed in three phases:

Initial Induction

Departmental Induction

National Induction Day has been conceptualised on the 2nd

Monday


constraints etc. are not a hindrance for the process due to a large number of

To design a national level induction module for all managers and staff in order to facilitate smoother integration with the organization

To design an induction program for the new joiness to ensure compliance of all rules

Retain new talent by ensuring better business understanding and deliverables for them


K a n o j i a


and three regions namely North, Central &

excluding Management Trainees and Graduate Engineer Trainees)

It would be used for all junior, middle and senior managers and staff

Monday of every month so


constraints etc. are not a hindrance for the process due to a large number of



METHODOLOGY

The following broad steps were followed:

EXISTI&G PROCESS

The current process followed for Management Trainees and Graduate Engineer Trainees is a

very elaborate process which briefly involves the following:

• Introduction the Coca-Cola system and HCCBPL

• Introduction to various functions

• Route rides with Market Developers to understand how the organization sells at the root

level

• Plant visit to understand the manufacturing process

• Sales stint for 2 months along with projects to ensure constant and directed learning

• Plant stint for 1 month so that the new joinee understands the manufacturing process

• Core functional stint for 3 months along with a project

• Small cross functional stints as well to get a holistic view of how all the departments of

the organization

• Constant monitoring through tests and interviews

• Feedback is sought at the end of the process

The current process followed for induction of management

trainees was studied

The Coca-Cola Company Induction module was studied to understand the suggested

process and best practices followed globally by the KO

system

Hewitt Best Employer Report prepare for HCCB was also

studied to form a base for a hypothesis for the same

A draft was prepared for a basic module of Induction, the same was sent to Unit HR managers at region North and feedback

was sought on the same

Suggestions were incorporated and a detailed plan with related

presentations, documents, forms etc. was designed

The recommended process has been approved by Region North

GM’s and would soon be implemented



RECOMME&DED PROCESS

Phase I



Phase II

Phase III (&ational Induction Day)



DETAILED I&DUCTIO& PLA&

Unit HR manager’s feedback was sought on the plan and suggestions were incorporated. A

detailed plan was then chalked out. It was as follows:

Pre Joining (2-3 weeks prior to joining)

Get a Pre joining form filled – Once the candidate has accepted the offer, he must be sent the

Pre-Joining Form. This form pertains to basic information about the candidate and seeks

assistance required if any. This will help in engaging the candidate even before he has joined and

also help in initiating activities like kid school admission, Relocation Assistance etc

Medical Check – It must be initiated the moment candidates accepts the offer, medical check

must be completed before the candidates joins. Any lacuna on this is a strict violation of

company policy. The candidate cannot be allowed to join if the medical has not been done.

Background Verification - It must be initiated the moment candidates accepts the offer and

must be completed before the candidates joins. Any lacuna on this is a strict violation of

company policy. The candidate cannot be allowed to join if the background verification has not

been done.

HR SPOC to contact new joinee for any assistance – Based on Pre-joining form the HR SPOC

will contact the candidate to understand and subsequently render any help.

Phase I - Joining & Initial exposure to Sales, Manufacturing and Distribution

Day 1

Checklist for the HR dept – The following must be ready the day candidate joins.

° Workstation

° Visiting card

° SIM card

° COBC booklet

° Coke Bag

The Coke Bag must contain the following items:

1. Induction Booklet containing policy

guidelines, terms used in daily

business at HCCB, business jargon

list etc.

2. T-Shirt

3. Bottling Buzz

4. FFS CD

5. Region / Unit Business update



The Welcome:

� HR should receive all the new joinees on the first day

� Welcome meeting with the RVP or GM or SM

� Complete the checklist (mentioned above) – The HR SPOC must show the candidate his

workstation, hand-over his Welcome Kit.

� Joining formalities – Get the following filled by the candidate. It would only require

some amount of help and supervision on part of the HR SPOC.

� LUNCH – Either HR SPOC or a representative from the respective function should join

the employee for lunch.

� FFS ppt – HR dept

� HRIS training to be given

� Mentor – A Mentor should be assigned to the associate. The mentor would monitor the

progress of the associate for next 3 months and take constant feedback. Every unit should

designate 3-4 people as mentors. They would typically be people who have coaching

ability and are willing to give time to the new joinee

Day 2

Route Ride

• Checklist should be given to new joinee to understand traditional trade in detail.

Day 3

Route Ride

• Checklist should be given to new joinee to understand traditional trade in detail.

(OPTION – Having the route ride for 1 day only with an MD interaction in the 1st half of the day

and route ride in the 2nd half of the day)

Day 4

Factory/ Plant Visit

• Checklist should be given to new joinee to understand manufacturing in detail.

• Functions like procurement, planning, manufacturing to be given checklist to understand

the same



Day 5

Distribution

• There should be a visit to a C&FA

• Could be done specifically for joinees of functions like RTM

Day 6

Market Visit

• The market visit should pertain to Key Account/ Modern Trade/ Upcountry Visit, which

was not covered during the first two days

• Could be done specifically for functions like Sales, CDE

Phase II - Induction into department/ function

• HR SPOC introduces the Dept. Head

• The Department Head should introduce his entire team

• One on One session with Department Colleagues to understand nuances in detail

- Once in a quarter new joinees from across the region can meet the RVP & Region team

to get more clarity

Phase III - Classroom training at the RO / Unit – This is meant to give the associates a holistic

understanding of the different functions and how they inter-operate to achieve HCCBs strategic

goal.

Web Ex can be used at ROs / Units to deliver messages of the CEO, VPs where travelling is not

possible.

Day 1 To be conducted at RO - Starting 2nd Monday of every Month – &ATIO&AL

I&DUCTIO& DAY

Or

Unit where Senior Managers of the Unit can conduct the same in case there are large number of

new joinees

• Vision, Mission, Values and HCCB Strategic Plan Presentation – HR

• Finance, Legal Presentation

• Supply Chain Planning Presentation

• Manufacturing Presentation



• Distribution Presentation

• BSG/ IS Presentation

• HR , Ethics Presentation(COBC) Presentation

• Sales Presentation

Day 2

• Quiz on the learning of Phase I and Phase II

• Discussion about the induction program

• Feedback form

• Concluding session – talk by RVP or any of his DR



TOOLS DESIG&ED & USED

PRE JOI&I&G FORM

A form which is given to the new joinee prior to joining the organization in order to assist the

employee. It asks for information like:

� Used to create an employee’s personal file

� List of all important document to be bought on day 1

� Areas like lodging, children’s schooling where the employee would need assistance while

relocating

I&TER&AL REFERE&CE CHECK FORM

A separate internal reference check form was created for units where external agency was not

available. This was done in order to have a standard format which could be used all over the

units. Although an external agency was recommended.

Reference Check Form

Name of the Candidate

Position applied for

Company contacted Telephone

Person contacted Designation

Designation of candidate

Dates of employment: From To

Would you rehire Yes No

Please rate the candidate on the following: Excellent Good Average Poor

Quality of work

Initiative

Ability to get along with others

General Conduct

Commitment to work

Technical abilities

Supervisory abilities

Additional Comments

Date: Sign:



EMPLOYEE HRIS DETAIL FORM

An employee HRIS (Human Resource Information System) form was created. This would act

like a single form that would capture all information needed from the employee to:

� Open a KO account for the new joinee

� Give a system ID to the new Joinee

� Details of family members taken to be used for insurance purposes

Incomplete information on the same results in not opening of the KO id as there was not set

format to capture all the detailed information from the employee.

I&DUCTIO& BOOKLET

An induction booklet was designed to be given to the new joinees which would act as a

handbook for the new joinees giving directions on their induction into the organization. It

contains:

� New Joinees Induction plan

� List of terms used in our daily business

� Brief overview of some policies for the employees

� Monthly business report of the region/unit the new employee is joining

� Organization Structure

� Important contact numbers in the organization



FEEDBACK FORM

A feedback form was designed for the new joinees in order to understand what was done right,

how could the process be improved.

Feedback would be sought on all aspects of the program. A sample of the form follows:

Congratulations on completing your First Few Sips. We would appreciate your honest feedback to improve the on-boarding process

Name:

Location:

Position:

Questions YES NO Remarks

1. Prior to joining I had filled my Pre Joining form and have completed

my medical check up

2. I was greeted by the HR and completed my joining formalities, HRIS

account information on the first day

3. I was given instructions about my induction program and

expectations from the program were clearly laid down

4. The route ride was well executed and I understood the role of a MD

5. I have visited a manufacturing setup and have been given a brief of

the process

6. I found the checklist given during the market and plant visit helpful

7. I understand the organization's business model

8.I have been introduced to my team and provided with materials,

resources I need to carry on my duties effectively like a work station

etc.

9. My functional induction was in depth which helped me understand

the functional objective and my role in it

10. I am getting the support I need from my managers and peers

11. One on one meetings with functional experts helped me

understand the business model

We would appreciate your comments on your on-boarding experience. What did we do well and our areas of improvement?


Feedback form



CHECKLISTS

Checklists were designed for a market visit and plant visit to aid the new joinees in

understanding what important points / features to look out for while getting acclimatised to the

Coke system.

A sample market visit checklist was as follows:

Checklist for Market Visit Check

Particulars

1. RED Score

2. COLOJK

3. RED Tracker

4. Cooler Purity

5. Prices of SKUs

6. Approx. no. shops in the area

7. No. of shops selling Coke Products

8. Categories of retailers

9. Majority income group present in the

area

10. Role of MD in brief

QUIZ

A quiz was designed to be conducted at the end of Phase III of induction to gauge the intake of

the new joinee. It covered brief aspects of every function of the bottling business.

OTHER SUPPORTI&G DOCUME&TS

� Presentation of First Few Sips (the induction program) was updated – to be used on Day

1 of Induction about the Coca-Cola system, Bottling Investment Group and HCCBPL

� Presentation regarding a few policy guidelines was created – to be used during the policy

briefing for new joinees



� Presentation regarding how new employees would use the HRIS was also created to

assist them with a screen shot wise overview.

CO&STRAI&TS

Most constraints pertaining to the project were regarding the communication and implementation phase of

the recommended framework.

The logistical constraint of conducting the program due to non availability of senior managers was also an

issue.

Huge number of hires being inducted on different days can also disturb the cycle if the process is not

followed uniformly across units and regions.

WAY FORWARD

� KRA’s – New Joinee should have his/ her Key Result Areas setup one week after joining the

organization, these would be initial KRA’s that would be changed as the employee gets older into

the system but would give an employee direction.

� IDP – A brief outline of the individual’s development plan needs to be shared with the employee

once the joinee is atleast 4 months into the system. This will help the employee think in direction

of individual career development.

� Learning Resources – Learning module on various departments should be given to the new

joinees along with tests on the same. This would help in acclimatising the new joinees with the

overall business.



PROJECT 2

Study of the &ational Lateral Recruitment Process (Elimination and Selection) and

development of a &ational Toolkit for Junior, Middle, Senior Managers and Staff

OBJECTIVE

� To design a national toolkit for the recruitment process at HCCB using evaluation sheets

and tools to assist the recruitment manager in making an informed, objective hiring

decision.

� To ensure a norm for the quality of intake in the organization.

SCOPE

� To cover all lateral junior, middle and senior level managers and staff across all units and

regions.

� Entire Elimination & Selection Process

METHODOLOGY

� As – Is process was mapped

� Reviewed tools like evaluation sheets, tests conducted, Personal Profile Analysis

� Updated various tools like Evaluation sheets for all managers across functions to be used

in alignment with the current competencies needed at HCCB

� Baseline the ideal recruitment process for various positions at HCCB

� Recommended changes in the process and put a hiring norm to each of them.


EXISTI&G PROCESS V/S RECOMME&DED



EXISTI&G PROCESS V/S RECOMME&DED


A k a n k s h a K a n o j i a


***IES – Interview Evaluation Sheets

***BEI – Behavioural Event Interview



Interview Evaluation Sheets

Behavioural Event Interview


A k a n k s h a K a n o j i a



TOOLS DESIG&ED A&D USED

APPLICATIO& FORM

An Application Form was designed which would have to be filled by all new joinees.

The form is designed to introduce a standard pattern of representing employee information to the

hiring manager.

It will also gather information that will assist the hiring manager in conducting a BEI

(Behavioural Event Interview) based on the HCCB Competency Framework

The form would be used to compare the Job responsibilities, Educational Qualifications, Work

Experience etc. from the Job Descriptions.

PHO&E I&TERVIEW FEEDBACK

A standard phone interview feedback form was required to ensure that the hiring manager before

a face to face round has something substantial to filter the candidates on. Due to the huge number

of hiring and the need for units and region offices along with corporate to be connected a lot of

resources are wasted in the same. Such a feedback form would be helpful in looking at specific

data points for the ideal candidate.

Human Characteristics Exhibited:

Candidate's Response Exceeds Expectations Meets Expectations Below Expectations

Good Listener

Confident

Assertive

Prepared

To the Point

Feedback:

Candidate's Strength Demonstrated (Y/N)

Creativity / Innovative

Influencing Others

Determination

Functional Knowledge

Analytical Ability

Candidate's Weakness Demonstrated (Y/N)

Sounds Stressed and Anxious

Too rigid

Gives mundane, 'stock answers'

Not a team player

Probability of being recommended for the next round

High (Excellent Interview)

Medium (Good Interview with

some areas of improvement)

Low (Can use much improvement)

Phone Interview Feedback



I&DIVIDUAL COMPETE&CY REPORT

HCCB COMPETE&CY FRAMEWORK

Thomas International was contacted and an individual competency report was designed for a

sample this was done to not only get a PPA of a prospective employee on the DISC parameters

but to also on the above stated HCCB Competencies which have different stages for varying

levels of employees. This would help in arriving at a norm for the position to be filled and make

a more objective hiring decision.

Drive Innovative Business

Improvements

Lives The Values

Takes Initiatives to Deliver results

Works Effectively with Others and

Influences Others

Develops & Inspires Others

Lives the Values



I&TERVIEW POSITIO& GRID

An Interview Position Grid was made in order to assist the HR Executive to decide which level

of new joinee is interviewed by whom. A brief of the same is as follows:

I&TERVIEW EVALUATIO& SHEETS

Interview Evaluation Sheets were designed for every managerial position with defined levels of

functional and behavioural competencies that were different for each function and role. They

were all ranked on a 3 pointer scale of:

� Working Knowledge – 1 mark

� Competent – 2 marks

� Mastery – 3 marks; for functional competencies which were defined in detail (and)

� Stage 1 – 1 mark

� Stage 2 – 2 marks

� Stage 3 – 3 marks; for behavioural competencies that were also defined in detail for all

positions.

This sheet will be used as an anchor sheet that would finally go to the functional & HR manager

where all other tools would assist in grading the candidate on various competencies.

Position Functional Round 1 Functional Round 2 Functional Round 3 HR Round 1 HR round 2

Executive Reporting Manager Functional Head HR Manager

Team Leader Reporting Manager

Functional Head (For

Corporate) / Unit Func.

Head

HR Manager / Region HR

(only for HR role or region

office)

Team Assistant (Secretary etc.) VP HR Manager

Individual Manager



Head

VP (For Corporate) / RVP

(For Region) Region Func. Head

National HR Operations

Manager / Region HR

(Depends on location being

hired for)

Team Manager



Head VP (For Corporate) Region Func. Head


Manager / Region HR

(Depends on location being

hired for)

National Manager VP Functional Head / Director VP HR


Manager

Region Manager VP RVP


Manager / Region HR VP HR



(*** Copy cannot be pasted due to confidentiality)

JOB DESRIPTIO&S

JD’s have been updated for all managerial and staff position according to the desired functional,

behavioural competencies, education qualification, responsibilities etc.

This was very essential as they would form the base of any new selection or filtering decision in

the recommended process.

Parts Covered in the JD include:

� JOB TITLE

� DEPARTMENT

� LOCATION

� JOB OBJECTIVES

� JOB RESPONSIBILITIES

� ADMINISTRATIVE REPORTING

� FUNCTIONAL REPORTING

� SUPERVISES

� KEY CUSTOMERS (EXTERNAL & INTERNAL)

� MINIMUM EDUCATIOIN

� WORK EXPERINECE

� BUSINESS KNOWLEDGE

� BEHAVIOURAL COMPETENCIES

� FUNCTIONAL COMPETENCIES

� LANGUAGE PROFICIENY

� IT KNOWLEDGE

� TRAVEL



BEI – SKILL’S GUIDE

A BEI guide was prepared with 23 different skills like analytical ability etc. this contained

questions that can be asked to judge a particular skill along with pointer to look out for in an

answer by the candidate; this would help the hiring manager in conducting a better BEI as all

managers cannot be BEI or CBI (Competence Behaviour Interview) trained.

Example:

Skill - Building Collaborative Relationships

Question - Give me a situation that demonstrated your ability to develop, maintain and

strengthen partnerships with others inside or outside the organization

Look for:

� Asks about the other person's personal experiences, interests, and family

� Asks questions to identify shared interest, experiences, or other common ground

� Shows an interest in what others have to say; acknowledges their perspectives and ideas

� Recognizes the business concerns and perspectives of others

� Takes time to get to know co-workers, to build rapport and establish a common bond

� Provides assistance, information, and support to others to build a basis for future

reciprocity

Skill -Customer Orientation

Question - State an instance where you demonstrated concern for satisfying your external or

internal customers

Look for:

� Quickly and effectively solves customer problems

� Talks to customers (internal or external) to find out what they want and how satisfied

they are with what they are getting

� Lets customers know he/she is willing to work with them to meet their needs

� Finds ways to measure and track customer satisfaction



CA&DIDATE SCORECARD

A scorecard was prepared that would be used for each candidate to get a final score from all the

tools that have been used to grade the candidate. It would be indicative of the norm each

candidate needs to qualify for getting hired for any position.

CA&DIDATE RECRUITME&T FILE

Concept of a candidate recruitment file was suggested where all candidates who go through

various levels will have a separate file that would have the multiple stages a candidate goes

through. These would have been conducted at initial levels by junior functional managers and in

a detailed way with all tests by the HR managers. It would be done according to the Interview

Position Grid.

Thomas Competency Analysis Score ( For Managers, TLs)

Merittac Score ( For FTs)

SHL Assessment ( For Senior Managers)

Total

Behavioral Competencies Score

Total

Functional Competencies Score

Interviewer 1 -

Interviewer 2 -

Interviewer 3 -

Interviewer 4 -

Total

Grand Total

Comments from the Interview Evaluation Sheets

Scaled out of 5 marks

Candidate Scorecard

Test


HR Round - Evaluation


Technical Round - Evaluation



All these stages would give a clearer picture to the functional hiring manager to make a more

objective hiring decision.

Example:

Manager’s Recruitment File goes through many stages like:

Steps Explanation

Application form To be Used to compare with the JD, questions

asked to be used in conducting a BEI

CV Sourced from the candidate

JD To be used for understanding the Job

responsibilities and abilities required in the

entire process

Phone Interview Feedback To be used for initial screening of candidates

BEI – Skills guide Used during the interview process

PPA Report Used to get a profile analysis of the candidate

with trouble areas and strengths defined

Individual Competency Report Grading the employee on the HCCB

competencies

Individual Case Study To be used during the interview

Interview Evaluation Sheet Used for grading the candidate on functional &

behavioural competencies

Candidate Scorecard To get a score summary of each candidate

RECRUITME&T FEEDBACK FORM

A feedback from was designed to be used for managers initially. This would be helpful in understanding

the perception of the brand HCCB in the minds of prospective candidates. It will also be helpful in getting

insights that would assist in understanding the concept of an employer brand. The form would also collect

information about how the interview process was conducted and any suggestions on the same.



CO&STRAI&TS

Most constraints pertaining to the project were regarding the communication and implementation phase of

the recommended framework.

Not many managers are BEI, CBI trained.

Huge number of hiring results in non compliance of procedures at times.

Logistical constraints due to units and regions involved can prolong the selection process.

WAY FORWARD

• More basic systems like defining competencies for staff level recruitment need to be put

in place.

• More detailed interview process where defined and detailed data points need to be

collected at each stage of the interview process to take better decisions.



QUESTIO&

I&DUCTIO& MODULE

• To HR or person in charge of the induction process

1. Basic overview of the process

2. How do the functional heads co-ordinate with the HR to include relevant inputs?

3. How could it be better? What can and cannot be included?

4. What projects are given? Why they are not followed at all levels? (For MTs), are

there similar issues for others?

5. How would you rate the communication across departments?

6. Where do you see problem in the process at DESIGN, COMMUNICATION or

IMPLEMENTATION?

7. Cost implications?

8. Best practices to be included or not?

• To MT’s GET’s or new joinees

1. Basic overview

2. How helpful or relevant was the functional knowledge?

3. How can it be better? Changes suggested?

4. How useful was the route ride?

5. Did it help you understand your role individually and w.r.to. the organization?

6. Where do you see problem in the process at DESIGN, COMMUNICATION or

IMPLEMENTATION?

• To RO HR manager or person in charge of conducting the induction process and

Unit HR

1. Basic overview of process at that level

2. What are the inputs from the corporate?

3. What are the operational issues involved?



4. What can you do more and what is stopping you?

5. What alignment issues do you face both with interns and corporate?

6. Do the people really understand the importance of induction?

7. What all grades do you induct what are the issues specific to them?

LATERAL HIRI&G

• To the talent acquisition or HR (recruitment team)

1. What is the basic process of recruitment followed for laterals?

2. What all are the steps followed after the selection of the CV?

3. What processes are in place for selection of a lateral?

4. How is PPA or Thomas profiling used?

5. How feasible is the use of assessment centres, why or why not are they used?

6. How can the T,R,P competencies be assessed in a lateral candidate?

7. How can we create an employer brand to attract the right talent pool, while retaining the

current?

8. Do you give them a well defined career plan while selection?

9. Application process for hiring?

10. Interview details, how is it conducted, who conducts? Etc.

• To teams that conduct assessment centres (done primary)

1. What are the various processes followed under the assessment centre?

2. How are they different for various levels?

3. What are the behaviours, competencies or traits that you look for in a lateral hire? How

different are they for others?

4. What can be included to improve the process? Challenges faced?

5. How can is the process integrating the HR, recruitment and the concerned department?

6. What is the situation of implementation at unit or region level?



• To Unit and RO personnel who are in charge

1. Explain the process of lateral hire followed here (all details of interview, testing and

application process)

2. What are the issues faced?

3. Support from the corporate? There and needed

4. How can we improve the process?

5. How well are competencies assessed during hiring? If not how can they be?

6. Concept of assessment centre and a buy in on the same?

7. How many staff trained in A.C.? What issues in implementing the same?

32219_summer internship report

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