COCA COLA

INTRODUCTION
Coca-Cola is a carbonated soft drink sold in stores, restaurants, and vending machines in every country except Cuba and North Korea. It is produced by The Coca-Cola Company of Atlanta, Georgia, and is often referred to simply as Coke (a registered trademark of The Coca-Cola Company in the United States since March 27, 1944). Originally intended as a patent medicine when it was invented in the late 19th century by John Pemberton, Coca-Cola was bought out by businessman Asa Griggs Candler, whose marketing tactics led Coke to its dominance of the world soft-drink market throughout the 20th century. The company produces concentrate, which is then sold to licensed Coca-Cola bottlers throughout the world. The bottlers, who hold territorially exclusive contracts with the company, produce finished product in cans and bottles from the concentrate in combination with filtered water and sweeteners. The bottlers then sell, distribute and merchandise Coca-Cola to retail stores and vending machines. Such bottlers include Coca-Cola Enterprises, which is the largest single Coca-Cola bottler in North America and western Europe. The Coca-Cola Company also sells concentrate for soda fountains to major restaurants and food service distributors. The Coca-Cola Company has, on occasion, introduced other cola drinks under the Coke brand name. The most common of these is Diet Coke, with others including Caffeine-Free Coca-Cola, Diet Coke Caffeine-Free, Coca-Cola Cherry, Coca-Cola Zero, Coca-Cola Vanilla, and special versions with lemon, lime or coffee.
Based on Interbrand's best global brand 2011, Coca-Cola was the world's most valuable brand

RECRUITMENT AND SELECTION

The art of choosing men is not nearly so difficult as the art of enabling those one has chosen to attain their full worth. Recruitment is the process by which organizations locate and attract individuals to fill job vacancies. Most organizations have a continuing need to recruit new employees to replace those who leave or are promoted in order to acquire new skills and promote organizational growth. Recruitment follows HR planning and goes hand in hand with selection process by which organizations evaluate the suitability of candidates. With successful recruiting to create a sizeable pool of candidates, even the most accurate selection system is of little use Recruiting begins when a vacancy occurs and the recruiter receives authorization to fill it. The next step is careful examination of the job and enumeration of skills, abilities and experience needed to perform the job successfully. Other steps follow: Creating an applicant pool using internal or external methods Evaluate candidates via selection

Convince the candidate And finally make an offer Scope: To define the process and flow of activities while recruiting, selecting and appointing personnel on the permanent rolls of an organization. AUTHORIZATION: S.No. Authorized Signatory 1 Head- Human resource 2 Managing director AMENDMENTS AND DEVIATIONS: Any amendments to and deviations from this policy can only be authorized by the Head-human Resources and the Managing Director. EXCLUSIONS: The policy does not cover the detailed formalities involved after the candidate joins the organization. ACTIVITY FLOW The organization philosophy should be kept in mind while formulating the recruitment procedure. The HR department would set the recruitment norms for the organization. However, the onus of effective implementation and compliance with the process rests with the heads of the respective functions and departments who are involved in the recruitment and selection process. The process is aimed at defining the series of activities that needs to be performed by different persons involved in the process of recruitment, the checks and control measures to be adopted and information that has to be captured. Recruitment and Selection is conducted by: HR & Branch Manager

Functional Head

RECRUITMENT PLANNING
Recruitment planning on the basis of budget A. The manpower planning process for the year would commence with the companys budgeting activity. The respective Functional heads would submit the manpower requirements of their respective functions/ departments to the board of Directors as part of the annual business plan after detailed discussion with the head of human Resource Function along with detailed notes in support of the projected numbers assumptions regarding the direct and indirect salary costs for each position. B. A copy of the duly approved manpower plan would be forwarded by the HR department for their further actions during the course of the year. The annual budget would specify the manpower requirement of the entire organization, at different levels, in various functions/departments, at different geographical locations and the timing of the individual requirements. It would also specify the requirement budget, which is the cost allotted towards the recruitment of the budgeted staff and the replacement of the existing employees. The manpower plan would also clearly indicate the exact time at which the incumbent should be on board in such a way that the Regional HR has adequate notice for the time lapses involved in sourcing any other activities. C. The Regional HRs would undertake the planning activity and necessary preparations in advance of the anticipated requirements, as monthly and quarterly activities on the basis of the approved budget, estimated separations and replacements therefore. D. The vacancies sought to be filled or being filled shall always be within the approved annual manpower budget and no recruitment process shall be initiated without the formal concurrence of the Head of the Regional HR under any circumstance. Head of the Regional HR shall also have the responsibility to monitor the appointments being

considered at any point of time with specific respect to the duly approved manpower budgets. Review of Manpower Plans and Additional Manpower A. Review of manpower budgets shall take place on a quarterly basis. In the event of any new position or any deviations to the original plans, details of the positions maybe forwarded to the VP-HR along with the adequate supporting information. The recommendations would normally require a formal approval of the Managing Director. Alternately, VP-HR may record the summary of his discussion with the Managing Director and the MDs approval on the recommendations, to signify the final decision taken regarding the recommendations.

SOURCING OF SUITABLE CANDIDATES

SELECTION OF SOURCES Regional HR would tap various sources/channels for getting the right candidate. Depending on the nature of the position/grade, volumes of recruitment and any other relevant factors, the Regional HR would use any one multiple sources such as: Existing database (active application data bank); Employee referral as per any company scheme that may be approved from time to time; Advertisement in the internet/newspapers/magazines/companys sites/job sites or any other media; Placement Agencies (particularly for positions of Managers and above); Headhunting firms particularly for senior positions, specialist positions and critical positions; Direct recruitment from campuses/academic institutes;

Job websites and Any other appropriate sources. The norms for using any of the sources are not water tight. Number of positions, criticality of positions and the urgency of the positions, confidentiality requirements, relative efficacy and cost considerations would play a role in the choice of the appropriate sourcing mechanism. ADVERTISEMENTS All recruitment advertisements (in any form and any medium) shall always conform to the KLI compliance norms and would not be released by any department or branch without the approval of the VP-HR. depending on the specifics of each position for which recruitment advertisements are to be released, Regional HR may obtain assistance from the companys marketing department and/or any external advertising agencies for the preparation of the contents. Key features of the positions as notified by the Functional Heads would normally form a part of the advertisement text. The media for releasing advertisement would depend on the level of the position being considered and the urgency of the requirements. The advertisement mode that could be broadly specified as newspapers (local or mainline depending on requirements), internet sites and business magazines. Placement Agencies/Headhunting Agencies Depending upon the vacancies, fresher fitting different description listed above may be recruited from time to time, from academic institutes of appropriate standards/reputation/grade, in the requisite numbers and at the compensation/stipend amounts to be formally approved of the VPHR. Plans for such recruitment need specific special approval of VP-HR. norms regarding the identification of the appropriate institutes, constitution of the selection panels, timings of the recruitment, number of candidates to be recruited into different positions, choice of the appropriate selection process and the tools thereof shall be decided by the Head of the Regional HR in consultation with the VP-HR, depending on the specific features of the position.

SCREENING THE CANDIDATES

First level screening The Candidates would be screened by the HR Manager/Branch Manager for the respective locations. Screening would be on the basis of the profile of the candidate and the departmental requirements. This assessment will be with respect to: a. b. c. d. The general profile of the candidate, Personality fit of the candidate into the profile, Aptitude/attitude of the candidate, Motives of the person to join the company and whether focus is in the short term or is a long term player, e. Basic skill level on our set of requirements, say numerically ability, networking ability, etc f. Establish the annual guaranteed cash compensation of the individual and check whether the person would fit into the system. g. Explain the role of Sales manager to the applicant and check the acceptance of the candidate for the same. In case of need, the Regional HR may take a Tele interview of the candidate for further assessment process.

SECOND LEVEL SCREENING

Aptitude Test If the first assessment is positive, the candidates will give the aptitude test, once such test is selected approved by the company. The scoring, interpretation and the generation of interview probes from that test will also be done at this time. People who qualify the minimum criteria on this test will be put up on to the Functional Head (VPs in case of HO) for functional assessment and suitability into the role. Tied Agency Sales Manager candidates short listed by the BM have will then take sales Aptitude test, once such a test is finalized. For the final selection, the regional Manager (Business Heads for HO) will meet the candidates short

listed by the branch manager/VP. The chart specifying the Minimum approval level for each level of recruitment is specified below: Category Branch Manager/Chief Manager CSE/ADVISORS Yes BIC BM/CM SM Yes Yes Yes Area Business Manager/AVP/VP Heads No Yes Yes Yes No No Yes Yes Managing Director No No No Yes

GENERAL NORMS REGARDING INTERVIEW PROCESS:

A. Interviews should consider the entire data provided by the candidate either through the formal CV or otherwise before coming to a conclusion about the candidate. They may insist on seeing the proof of the claims made by the candidate regarding qualifications, experience and other achievements. They may, at their discretion, decide to meet the candidate on more than one occasion or to refer the candidate to another panel. B. Ratings on various attributes of the candidates shall be recorded in the interview evaluation sheet, soon after the interview is over. Along with these numerical ratings, qualitative observations about the candidate and overall decision regarding selection or otherwise (including a decision to defer the induction, referral to another panel, considering for another position) shall be forwarded to the associated Recruitment Manager/ Head of Regional HR. Individual panel members have the option of appending their additional remarks/observations. No selection will be treated as final unless the IES form is filled comprehensively. Suitably appropriate IES formats may be created for specific positions. C. Any discrepancies noticed by the panel members regarding the authenticity of the data provided by the candidate should be specifically and formally recorded on the IES form and suitably high lightened.

D. Specific points to be probed during the reference check process, if any, must also be clearly recorded and high lightened on the IES forms. ADMINISTRATIVE ACTIONS REGARDING INTERVIEWS A. Scheduling and the venue of the interviews would be handled by the recruitment team in consultation with the short listed candidate and the selection panel members, after taking mutual convenience into account. For field positions, respective branch/regional heads would undertake this co-ordination. B. After the final round, if the candidate is selected, the complete set of papers Personal Data Form, CV, job requisition no., Interview evaluation sheet ,reference check details, educational details, along with the interviewers recommendations and Reference check form should be forwarded by the recruitment managers to recruitment head. Fitment of the candidate into a grade and compensation fitment shall be on the assumption of authenticity of the information provided in the CV/application form. C. An appropriate formal communication shall be sent to the candidate whose candidature is not being taken forward, or details of the verbal/telephonic communications provided to the candidate shall be recorded on the candidates papers, by the recruitment team/associated line managers. In the case of interviews taking place at the branch/regional levels, similar noting should be recorded on the individual candidates papers. NEGOTIATIONS OF THE TERMS AND CONDITIONS AND OTHER PRE-APPOINTMENT FORMALITIES A. In the case of sales-Tied Agency functions, the branch managers will be allowed to fix the salary and grade of the incoming sales manager, provided the compensation does not exceed 20% of the candidates current cash salary. Any fitment beyond this norms will need the approval of Head-HR. HR will forward a worksheet to support the BMs to evaluate the appropriate cash CTC of the incumbent. For all other functions, the compensation and grade would be fixed post a discussion between the Head of the Regional HR and the associated AVP/VP. Any candidate being offered a CTC of more than 4lacs will need the sign off from HEAD-HR. In appropriate cases, at the

discretion of the VP-HR, a deviation may be referred to the Managing Director, for the MDs formal approval. B. Responsibility for negotiations and finalization of the terms shall rest with the best Branch Manager/Associated Manager. They may seek the assistance of the recruitment managers, whenever required. Reference checks process should not normally be initiated unless the candidate has indicated his firm acceptance of the offer being made by us.

REFERENCE CHECKS
A. Normal, reference checks should be undertaken with at least one reference. A second reference check will be done if considered necessary. Responsible officials from the former employers, academic institutes and/or any other eminent personalities can be considered as appropriate references. Close relatives and friends cannot be considered as references. Wherever feasible and considered appropriate, a reference should be made with a senior official of the candidates current employer. In case the candidate is currently unemployed, reference should be made with the latest employer. The format of reference check is to be used as a framework for conducting the process. Where the minimum two reference checks are not possible (particularly with the current employer) or where there is a mixed response from different sources, the matter may be to the VP-HR for a final decision. Depending on the seniority and any other considerations about the positions, VP-HR would normally consult the functional head concerned, before coming to conclusions. Any candidate whose credentials are doubtful shall not be recruited. In case of recruitment of Management trainees, fresher and life advisors as sales Managers no reference checks will be required.

B.

C.

EMPLOYMENT OFFER LETTER

A. When a recruitment Manager is fully satisfied about the selection of the right candidate and about completion of all the formalities connected with the appointment of candidate including requisite

documentation, satisfactory reference check reports and medical fitness, he/she would forward the relevant papers listed below to the head of recruitment. Personal Data form Employee requisition form duly filled by the regional Head/Branch Manager Interview evaluation sheet filled by the regional head/Branch manager/interviewer with his/her comments. Latest and updated resume of the candidate Photocopy of the appointment letter of the last employer or latest salary slip. Employment details. Two Professional references. Language Proficiency. B. Document check list for every grade is as follows: Authorization Release Form. Background check Form. Highest Education certificate. Highest Education marksheet. 1 Month Salary Slip of Current Employer. 1 Month Salary Slip of Last Employer. Relieving Letter of last Employment. Proof of Residence. 2 Passport Size Photograph.

C. Regional HR manager will take the signature of Head-HR on the employee requisition form and forward the papers to the employee service team for issuance of the offer letter. D. Employee services team will issue offer letter, to be signed by the National Recruitment Manager or Chief Manager-HR, and send the same to the concerned Branch Manager/ HR Manager. E. It would be the responsibility of the Branch Manager/HR Manager to ensure that the accepted copy of the offer letter is forwarded to the employee service team within a week of receipt of the offer letter. Till this letter is issued, the offer has not taken place in formal sense. A copy of the offer letter shall be duly signed and returned to the candidate. Candidate would be expected to fulfill various joining formalities, which are also formally communicated to him/her in the form of a checklist that is attached to the letter of offer. The Regional HR head shall have the overall responsibility and accountability to maintain the templates of the offer letters and also for drafting of suitable non-standard terms to any specific candidate. F. The employee service team will follow up Branch Manager/Regional HR Manager for the joining of the candidate and will collect all relevant documents from the candidate including the joining report, before issuing the appointment letter. The employee service team may enlist the help of the Branch Manager to ensure that all necessary documents within ten days o the person joining. After the of all necessary documents, the employee service team will send the appointment letter to the new joinee. G. Once the documentation is complete for the new joinee (including the accepted appointment letter), people who may have joined before 20 th of the month but have not been included in the payroll for the month because of delay in receipt of papers will be given ad-hoc salary advance (up to maximum of 65% of the pro rated salary). This advance will be adjusted once the person gets included in the subsequent months payroll. H. If the person does not submit the relieving letter from the previous organization, where required to be submitted as per the table given above, within three months of joining, the employee service manager

can put their salary on hold till such time as the said documents are received.

KEY TASKS OF REGIONAL HR HEAD

Regional HR Head will have the authority and responsibility to administer/implement the recruitment and selection process as outlined. An illustrative list of the key deliverables of these incumbents is listed below. Ensuring inductions as per quality, numbers, time and cost consideration of the company in accordance with the approved manpower budget. Creation of appropriate sourcing mechanism along with tracking the performance of these mechanisms. Creation of quarterly and monthly recruitment plans Effective coordination with external parties such as candidates, placement agencies, consultants, academic/professional institutes and any other including the custody of the formal agreements , tracking timely payments and adjusted thereto Creation of comprehensive and appropriate tools, linkages, documents, templates and any other mechanisms to ensure smooth execution of the process requirement, along with timely improvements thereto Assistance to user department and line managers including in interviewing/selection support, scheduling etc. Effective internal communication with user departments and line managers including making the standard recruitment formats and other templates easily available to such users and notifying the modifications to such formats and templates. Creation and maintenance of qualitative information base regarding candidates, placement agencies, campuses, institutes, and any other employment-market information. Creation and maintenance of appropriate and high-quality MIS for current and future needs of the organization, including

publication/circulation of appropriate reports there from to the relevant users within the company. Monitoring recruitment costs Complete documentation for the entire recruitment and selection process for easy and quick retrieval in a readily auditable format Timely and effective communication with all internal and external parties including the candidates Tracking the progress of the selected candidates including resignation, extensions of probation periods/training period, etc for the purpose of improvement to recruitment and selection process. Effective coordination with the post recruitment arm of the Human Resource function Documentation and creating MIS regarding waiver, deviation, etc and identifying the key areas for improvement in the formal recruitment and selection process document.