COCA-COLA HBC
People Analytics teams saying“ our voluntary attrition increased by 2 %,” sounds like a problem; the same team with market data saying“ our attrition increased by 2 %, but our competitors increased by 4 %,” is a very different story.
You’ ve built talent intelligence teams previously. What did you learn when moving the capability from talent acquisition into strategic workforce planning? The biggest lesson for me was understanding how connected the function is with the rest of the business, or indeed, how connected the main leader is, rather than specifically where talent intelligence sits. A talent intelligence team in a Talent Acquisition group that isn’ t well-connected to the business means that talent intelligence will only ever be effective as a recruiting enabler. Equally, a talent intelligence team based in strategic workforce planning may be limited in terms of short-term impact and ROI measures if the team isn’ t connected with shorter-term business priorities. Equally, the wider business context is key when deciding where a talent intelligence capability should sit. At my previous company, the function evolved from supporting hiring into informing strategic workforce planning, supporting org design and leading on location strategy. I made an intentional choice to try to work more“ upstream” with business and HR leaders, as it was much more effective to inform decisions about hiring plans when they were being made instead of bringing insights to remediate recruiting or attrition challenges.
Words from Kiriaki Kritidi, Head of Talent at Coca-Cola HBC
“ We have been increasing our overall talent capabilities across Coca-Cola HBC, including investing in building our teams and processes both within the Talent Centres of Excellence and in our business units. As a leadership team, we recognised that there were opportunities to elevate what we have been doing, mostly through better data and analytical processes.
“ For example, our business is similar to many other FMCG companies in that it operates on planning cycles where we would look at many different data points and signals from supply chain, production, marketing, sales channels and our customers. Usually, that would then translate into our talent and recruiting strategy as a response to the business needs.
“ We’ re very good at looking at external and market data as part of the Coca- Cola system overall, so bringing labour market data and better talentrelated data to the business earlier in the process to support planning is a fantastic opportunity for us.”
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