Expert Opinion on Changing HR Practices

Marta Munoz Ledesma, Human Resources Director at The Coca-Cola Company [NYSE: KO]

1. What are some of the major challenges and trends that have been impacting the HR Industry lately?

I could expand on the current challenges in the human resources function because every day is a challenge and, of course, a continuous learning opportunity.

After the pandemic, we are very much aware of the transformation of the labor model in the sector, which is both a challenge and a trend. The trend is increasingly towards the hybrid model or remote working, which means that companies must adapt to be more competitive and offer attractive alternatives to attract and retain talent. In this line of transformation, I would also like to highlight the emergence of new professional profiles for human resources management. Currently, our work is complemented with the support of technological tools that improve efficiency and decision-making based on data on hiring, performance or development of our employees.

About rewards and compensation policies, the company is constantly being updated. Coca-Cola is based on the principles of competitiveness with respect to market trends, internal equity and recognition of the performance and contribution of our employees to the achievement of the strategic objectives that are set by the company. Recent developments include the review of Annual Bonus business objectives or the Employee Assistance Program (EAP).  In addition, we have mechanisms to ensure compliance with the Equal pay and compensation policy, to avoid wage discrimination on the basis of gender, among other aspects.

2. What keeps you up at night when it comes to some of the major predicaments in the HR Industry?

As a HR Director I am aware that talent retention is a key to reach positive business development and it is one of our biggest challenges. My goal is to promote a diverse working environment, focused on people and their talents and to achieve this in Coca-Cola we have the Plan of Inclusion and Diversity (I&D) which has four essential pillars: leadership and responsibility, selection and talent, awareness, and inclusive environment. I want all the people who are part of the team, and even those who relate to us, regardless of gender, race or culture, feel part of Coca-Cola and can bring innovative ideas and challenge the traditional understanding of the business. I could summarize it in the next sentence, it’s all about "empowering to win together".

One of the tools with which we count to retain talent is the "Coca-Cola Ambassador" program, focused on getting all our employees to live first-hand the values of Coca-Cola as main stakeholders of our business.    

For me, as HR Director, it is essential to track the motivation of employees constantly and respond to their concerns to transform into a good employer branding that helps us grow at all levels and keeps Coca-Cola at the top of the reputation rankings. This year we have re-validated the third place in the ranking of companies that best attract and retain talent according to Merco, we have also defended the first place in the ranking of the best companies in the sector, and we have gone from eighth to seventh in the general ranking of the best companies. These are some milestones that confirm that we are on the right track and I personally feel very pleased.

3. Can you tell us about the latest project that you have been working on and what are some of the technological and process elements that you leveraged to make the project successful?

A project that I am currently working on is very linked to our business strategy. It identifies different levers to grow our business in combination with our People strategy. Some key elements of our culture will leverage the power of our talent to succeed in the market. It´s not so much about using new technology or new processes, it´s about understanding how the business and talent information already available within our systems is leveraged to find the opportunities to grow our people and our business.

4. What are some of the technological trends that excite you for the future of the HR Industry?

Today, we could say that there is practically nothing left within Coca-Cola that has not already undergone a digital transformation process. And the Human Resources area has not been left behind. Thanks to the implementation of tools that allow remote work in real time, or the automation of improvements, one person in Madrid can lead a global charter in more than 200 countries. This has allowed us to overcome the traditional hierarchical and vertical management model and we have opted for a horizontal one that empowers employees and focuses on what unites everyone, without losing the local touch.

For those of us who work in the talent management area, it is very exciting to see the speed at which technology is advancing and to see how companies like Coca-Cola continue to bet on the implementation of software and tools that automate processes and allow us to dedicate more time to what moves us: people.

5. Could you provide a brief overview of your career path leading up to your current position as Human Resources Director at The Coca-Cola Company, highlighting key roles and milestones?

Throughout my training and career I have had the privilege of studying and working in a wide variety of countries and sectors, where I have learned everything related to my profession. Starting with the most basic tasks such as recruiting and selecting personnel, going through the implementation of business strategies applied to talent management to reach leadership positions.

Although I do not focus my daily work on obtaining external recognition, one of the last milestones that we have achieved at Coca-Cola and that has given me great satisfaction has been the award "Emotional salary" recognized by the International Organization of Human Capital Managers and Up Spain. We were one of the 10 companies most committed to the emotional well-being of our employees and recognized for encouraging a culture of recognition and programs that promote healthy working environments.

6. Given the rapid evolution of the industry, how have you adapted and grown throughout your career?

Curiosity and hunger to learn have always been my drivers and kept me always going to the next level. I think I have much more to learn, the world is moving too rapidly sometimes to keep myself up to speed on what I need to know. Our employees’ behaviors change because the context changes, and so their drivers, motivations, and expectations. This will determine how the future of work will be, that´s a blank sheet still to be written, the exciting part if to be part of that story.

 

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