Course ID: MBA 509.
Course Name: Human Resources Management.
Topic: “Mentoring at Coca-Cola Foods”.
Submitted to: Dr. Nazmul Amin Majumdar.
Submitted from: NEW GEN HRM.
Group Members:
Name
ID
Nushrat Jahan
2221233
M. S. Rafia Akter
2231283
Md Shah Arefin Anim
2111031
Syed Muhammad Nadeem Kadery
2130604
Date of submission: 28th November 2022.
Introduction
Company History
The Coca-Cola Company, was founded in 1892 and today is engaged primarily in the
manufacture and sale of syrup and concentrate for Coca-Cola, a sweetened carbonated beverage
that is a cultural institution in the United States and a global symbol of American tastes. [1]
Confederate Colonel John Pemberton, wounded in the American Civil War and addicted
to morphine, began a quest to find a substitute for the problematic drug.[2] In 1885 at Pemberton's
Eagle Drug and Chemical House, his drugstore in Columbus, Georgia, he registered Pemberton's
French Wine Coca nerve tonic.[2] Pemberton originally touted his drink as a tonic for most
common ailments, basing it on cocaine from the coca leaf and caffeine-rich extracts of the kola
nut; though the cocaine was removed from Coca-Cola’s formula in about 1903.[1] The soft
drink was first sold to the public at the soda fountain in Jacob's Pharmacy in Atlanta on May 8,
1886. About nine servings of the soft drink were sold each day. In 1887, another Atlanta
pharmacist and businessman, Asa Candler, bought the formula for Coca-Cola from Pemberton for
$2,300. Unfortunately, Pemberton died just a few years later. The trademark “Coca-Cola” was
registered in the U.S. Patent Office in 1892.[1] By the late 1890s, Coca-Cola was one of America's
most popular fountain drinks, and with Candler now at the helm, the Coca-Cola Company
increased syrup sales by over 4,000 percent between 1890 and 1900. [4] On September 12, 1919,
Coca-Cola Co. was purchased by a group of investors led by Ernest Woodruff's Trust Company for
$25 million and reincorporated under Delaware General Corporation Law. The company publicly
offered 500,000 shares of the company for $40 a share. [6] In 1986, the Coca-Cola Company
merged with two of their bottling operators (owned by JTL Corporation and BCI Holding
Corporation) to form Coca-Cola Enterprises Inc. (CCE).[7] In December 1991, Coca-Cola
Enterprises merged with the Johnston Coca-Cola Bottling Group, Inc. [8]
History of the Beverage Industry
The origins of soft drinks lie in the development of fruit-flavored drinks. In the medieval Middle
East, a variety of fruit-flavored soft drinks were widely drunk, such as sharbat, and were often
sweetened with ingredients such as sugar, syrup and honey. Other common ingredients included
lemon, apple, pomegranate, tamarind, jujube, sumac, musk, mint and ice. Middle Eastern drinks
later became popular in medieval Europe, where the word "syrup" was derived from Arabic.[9] The
first marketed soft drinks appeared in the 17th century as a mixture of water and lemon juice
sweetened with honey. In 1676 the Compagnie de Limonadiers, believed to be the first soda
company, was formed in Paris and granted a monopoly for the sale of its products. Vendors carried
tanks on their backs from which they dispensed cups of lemonade. [10] Soft drinks soon outgrew
their origins in the medical world and became a widely consumed product, available cheaply for
the masses. By the 1840s, there were more than fifty soft drink manufacturers in London, an
increase from just ten in the 1820s. [11]
Present Position of the Company
Currently headquartered in Atlanta Georgia, US, Coca Cola today has a global presence with its
more than 79000 employees serving the global population. The current revenue stands at more
than $ 42.343 billion, with a net income of more than $9.771 billion, and total assets stand at
$94.354 billion. The current Chairman and CEO James Quincey and the President and COO Brian
Smith are focused on the sustainability of the company in the coming decades and are working on
the reduction of the absolute greenhouse gas emissions by 25% by 2030 through Science-Based
Target. The ambition is to achieve net-zero carbon emissions by 2050 and to further tap into new
areas. With a current share price of $ 59.26 and a market capitalization of $ 256.21 billion, Coca
Cola is the largest beverage company in the world. [11][12][13]
Present Position of the Beverage Industry
According to the Statista Research Department statistics, from 10 years from 2009 to 2018, global
beverage market volume witnessed a constant increase of more than 300 million liters in
sales (from 696.1 to 994.1). This number rises and will continue to grow in the future with one of
the most significant market shares among businesses. The beverage industry contains two main
categories, and each of them forecasts to reach a positive number in market value:
•
Non-alcoholic segment: USD 1.60 trillion by 2025 (according to Intrado Global Newswire,
2020)
•
Alcoholic segment: USD 647.7 billion in 2023 (according to Grand view research, 2017)
In 2020, Business wire published a research report that the beverage market will see growth by
approximately 6 billion USD during the forecast period 2020-2024, processing over 3% of CAGR
(Compound annual growth rate). [14]
Products and services of Coca Cola
Currently Coca-Cola offers nearly 4,000 drink options through its 500 different brands, 21 of
which generate more than $1 billion in annual retail sales. The following list presents notable
Coca-Cola subsidiaries, brands and products:
•
Coca-Cola (Coke) is one of the most popular soft drinks in history and one of the most
recognizable brands around the world.
•
Diet Coke hit shelves in 1982 as is a sugar free version of the company’s namesake brand.
It’s available in more than 150 markets globally.
•
Sprite is the world’s leading lemon-lime flavored soft drink and is endorsed by NBA star
Lebron James.
•
Fanta, a fruit flavored soda was introduced in 1940, making it the company’s second oldest
brand.
Some of Coca Cola’s water brands include:
•
Dasani is a bottled water which is purified and is enhanced with minerals, is one of CocaCola’s 21-billion-dollar brands.
•
Ciel is a purified bottled water brand, that has been around for more than 20 years in the
market.
Some of Coca Cola’s juice brands include:
•
Minute Maid juice has been around for more than 60 years. Its acquisition marked CocaCola’s first venture outside of soft drinks. Though it’s mostly recognized for its orange
juice, Minute Maid comes in more than 100 different varieties, including apple juice and
fizzy lemonade.
•
Del Valle is another line of juice drinks, is one of Coca-Cola’s billion-dollar brands.
Some of Coca Cola’s energy and non-soda brands include:
•
Powerade is an electrolyte-enhanced sports drink introduced in the late 1980s as a
competitor to Gatorade.
•
Odwalla is a protein drink and juice company. In 2001, Coca-Cola paid more than $180
million for its acquisition. The company also offers chewy fruit and nut bars.
Some of Coca-Cola’s tea brands include:
•
Fuze Beverage was bought by Coca-Cola in 2007 in an undisclosed deal in an attempt to
expand its tea and juice selections.
•
In 2008, Coca-Cola bought 40% stake in organic beverage maker Honest Tea for $43
million and bought out the rest of the company in 2011.[15]
Coke Studio: Coca Cola launched Coke Studio in Pakistan a television program and international
music franchise which features studio-recorded music performances by established and emerging
artists. It is the longest-running annual television music show in Pakistan, running annually since
2008. Coke studio combines a myriad of musical influences, from traditional classical folk, Sufi,
qawwali, ghazal and bhangra music to contemporary hip hop rock and pop music. [16]
Following success in Pakistan after its first launch, Coke Studio has become an international
franchise. The Pakistani show has amassed a large fan base in neighboring country, India. The
success of the show prompted Coca-Cola to launch the Indian version Coke Studio @ MTV, with
a similar format, which has proven to be both critically acclaimed and commercially
successful. The Indian version has been produced by MTV India. In April 2012, an Arab version
of the show, Coke Studio was launched in the Middle East featuring performances by various
Arabic and international music artists, produced by the songwriter Michel Elefteriades. Following
the success of the Pakistani and Indian version, The Bangladeshi installment Coke Studio
Bangla was launched on 7 February 2022. [17][18] [19]
Competitors of Coca Cola and Market Share of Coca Cola
PepsiCo
Founded in 1898, the company has 23 brands with over $1 billion in sales – two more than the 21
enjoyed by Coca-Cola. Though the revenue of PepsiCo stands at $ 79.474 billion far more
compared to $ 42.343 billion of Coca-Cola, in terms of market share Coca-Cola has $ 256.21
billion whereas the market share of PepsiCo is $ 246.31 billion.
Red Bull
Red Bull is an energy drink manufactured by Red Bull GmbH, an Austrian company founded in
1987 by Dietrich Mateschitz and Chaleo Yoovidhya. With 38% market share, it is the most popular
energy drink brand as of 2019.
Keurig Dr Pepper
Keurig Dr Pepper is an American conglomerate selling beverages such as coffee, hot cocoa, tea,
water, fruit juice, and mixers. 7 Up, Gloria Jean's Coffees, and RC Cola are some of the most
famous brands of Keurig Dr Pepper.
Nestlé
Nestlé is a Swiss multinational food and drink conglomerate headquartered in Switzerland. It is
the largest publicly held food company in the world, measured by revenue and other metrics, since
2014. Nescafe, Boost, and Milo being the three most famous brands from its 2000 brands.[20] [21]
Though the company faces an intense competition from its competitors in the global marketplace
the company has still a market share of 46.3% in the beverage industry of the nonalcoholic sector
and is the world’s leading beverage company. [22] [23]
Objective of the Essay
The objective of our Essay is analyzing the case “Mentoring at Coca-Cola Foods” and to find
the answer of the following questions:
•
What are the basic differences between coaching and mentoring and how is it observed in
Coca-Cola Foods?
•
What are the desired outcomes of the mentoring program, from the trainee that is offered
in Coca-Cola company?
•
What is the evaluation of the ten-part mentoring process that is used by Coca-Cola?
•
What are the most important criteria for the successful completion of the mentoring
program?
Main Body
Objective 1: Discuss the Differences Between Mentoring and Coaching Based on the
Information in the Case.
Solution: The objective is to find the differences between mentoring and coaching based on the
case “Mentoring at Coca-Cola Foods”. Mentoring and coaching are basically two processes of
managing and developing internal employees of the organization. The two processes are related to
the retention and career management approaches of human resource management. To find out the
differences, we need to understand the differences between mentoring and coaching.
These two are briefly discussed below:
Mentoring: Mentoring means having an experienced senior person advising, counselling, and
guiding employees for their long-term career development. (Dessler, 2017) Mentoring is a highly
formal process. The mid and senior level managers of the organization can voluntarily help
inexperienced employees of the lower level. The mentor doesn’t just want the worker to get better
at his job; he wants to help the employee move up the positions of the company because he has a
higher goal for the employee he is working with.
He provides him insights about the things over and above the employee's job description, even
taking the mentee into appointments and meetings. The employee starts to have a tendency to work
harder, seeing the doors of opportunity opening in front of him. If the mentor is a respectable
person, the employee becomes encouraged by working with a top leader who he admires and
respects. (Leonard, 2018)
Coaching: Coaching basically means educating, instructing and training the subordinates of the
organization. It is the continuous 2-way feedback between the coach and the employee with the
goal of working on areas of improvement and maximizing strengths and skills to sustain the
developments of the employee’s performance. It is a process for unleashing potential! A tool for
unlocking performance! Once that performance is unlocked, that automatically means change in
thinking, doing and acting. Coaching focuses on teaching day to day activities that a person can
easily relearn. Thus, coaching’s downside is limited.
Mentoring and coaching at Coca-Cola Foods: The Coca-Cola Foods uses the mentoring process
as a developmental instrument that involves leaders of the company. They use this process to
develop their employees. This process helps the company significantly to strengthen the link
between their employee development and business strategy.
Coca-Cola Foods finds mentoring as a process that achieves its goals by building a relationship.
Generally, the mentor is someone from the higher level of organization, someone who has
experience and is aware of the culture and dynamics of the organization. It is a formal relationship
that is structured to develop the needs of the protégé. Most of the times, both parties are from
different departments of the organization so that there is no direct relationship involved.
On the other hand, Coca-Cola Foods thinks that coaching is an interaction that improves
performance of the employees. It can take place at the lower level of the organization. The coach
provides goals, techniques, and opportunities to help the employee increase his competence and
achieves success. Coca-Cola Foods thinks the relationship is not the main factor, rather the
agreement is the main factor.
Differences between mentoring and coaching: Mentoring and coaching, are frequently thought
of as the similar thing. Although they might seem similar, they are not the same. After analyzing
the case, we have summarized some differences between mentoring and coaching in table.
No.
1.
Mentoring
Coaching
Relationship is a big factor in mentoring Relationship is not a big factor, it's the
between the mentor and protégé.
contract between the coach and the
employee.
2.
3.
4.
The mentor is someone from the
The coach can be someone from both
organization.
inside and outside of the organization.
Mentoring is a process of delivering
Coaching is a process of helping an
knowledge and experience about the
employee to learn new skills and
culture and dynamics of the
techniques that the employee requires to
organization.
do his job smoothly.
Mentoring takes place for a long period.
Coaching takes place for a short period.
5.
Mentoring is a highly formal process.
Coaching can be both formal and
informal.
6.
7.
8.
9.
Mentoring helps the protégé to develop
Coaching helps the employee to develop
for his future position.
for his current position.
In mentoring, there is no direct
In coaching, there can be a direct
reporting relationship involved.
reporting relationship involved.
Mentoring affects the employee's
Coaching affects the employee’s
behavior.
workability.
Mentoring is mostly a voluntary process Coaching is a compulsory process.
for the protégé.
10.
The knowledge that is gained through
In case of coaching, the skills and
mentoring is not re-learnable.
techniques are re-learnable.
Table-1: Differences between mentoring and coaching.
These are the differences we have found from the given case study. Mentoring and coaching, both
are essential for the employees of an organization to succeed. One of them cannot fulfill the
requirements of the other one. That is why Coca-Cola Foods considers both for developing its
employees.
Objective 2: What goals does the mentoring program of Coca-Cola Foods help the protégé
achieve?
The objective of this question is to find the outcomes of the mentoring program which can be
achieved from the trainee. At first, we have tried to identify, the desired outcomes and the types of
mentoring program held.
In general, HR managers design the mentoring program with mentoring objectives, delivery
methods and program evaluation. From the mentoring program employees may learn about: how
to be an effective member while working in a team, grasping, and applying the knowledge
transferred, development of leadership skill. Nevertheless, the training program, it’s important to
evaluate the training effort by measuring reaction, learning, behavior, or results.
Coca-Cola Hellenic Bottling Company (Coca-Cola HBC) is the world's third-largest Coca-Cola
anchor bottler in terms of volume with sales of more than 2-billion-unit cases. With a promise to
grow fast and learn a great deal of most of the employees in the company rotate between functions,
jump from assignment to assignment and from team to team. This, in a nutshell, is the experience
of a Management Trainee at Coca-Cola HBC. Their program RISE is designed to challenge young,
talented graduates to kick start their career and transform them into the next generation of leaders.
The program blends trainees’ unique qualities and skills with a fast-paced environment, mentoring
from top leaders, an international community and early exposure to responsibility. RISE can last
up to two years and gradually introduces the trainee into the FMCG industry providing support
throughout.
The mentoring process, which Coca–Cola uses, to
develop its people is clearly a developmental tool that
involves leaders in the organization. This helps
considerably to strengthen the link between development
and business strategy. Coca-Cola’s way for executing
this mentor-ship program is:
⚫
To create a strong bond between strategic
Figure1: Employees of Coca-Cola
business & developmental focus.
• Using different kinds of developmental tools which can make the needs better for both personal
and institutional.
Mentoring at Coca-Cola is the creation of a formal relationship between two people of different
departments and status in the organization. The goals of the mentoring relationship are to help
perceive the organization and their role in it better. With the help of someone more experienced in
the organization, the mentee learns more about the culture, mission, and context of how things are
done. Additionally, the trainee gains a confidant who can help him/her plan a career within the
organization.
The goals of the of the mentoring program of Coca-Cola
Foods help the protégé to achieve:
⚫
Both professional & personal skills:
Attending this program mentees identify areas of improvement
in communication, capable of managing files & documents
efficiently also improving his/her problem-solving skill. Thus,
it is extremely important for Coca-Cola to identify mentors
those who have been successful in their career, enjoy working for the organization, are wise in the
ways of the organization, and can get things done easily.
⚫
Effective office management:
By the end of the mentoring program participants will be able to-work promptly with assistance
of computer, manage their responsibility efficiently. Additionally, the mentorship program will
refresh their idea about office etiquette and manners including a lot of fields. Moreover, by
successfully completing the mentoring program at Coca-Cola, the mentees can progress through
managerial activity.
⚫
Mentoring in a reverse position:
Mentoring in a reverse position suggests to an initiative in which older executives are paired with
and mentored by younger employees on topics such as technology, social media, and current trends.
This method is useful in a few ways:
✓
Developing the mentoring relationship can easily be customized to focus on the needs of
the individual participants.
✓
Mentoring relationships can foster better communication and collaboration in everyday
interactions.
✓
⚫
Empowers newer employees and makes them feel trusted.
Meeting and sharing knowledge:
Knowledge transfer is the process by which experienced employees share or distribute their
knowledge, skills and behaviors to the employees replacing them. Sharing Knowledge
programs are accelerating within businesses today for various reasons, most notably the need
of organizations to capture the knowledge of baby boom generation employees before they
retire. In addition to that, the emergence of convenient digital technologies is being used to
collect, store, and deliver important information and the mentors are already equipped with
vast amount of knowledge and literacy skills, which is very important for an individual
institution, and storing this information, and passing on the new generation is essential for the
sustainability of the institution. Through the digital data the mentor and the mentee can
develop new patters and insights which can later be sued for the development of other mentees.
⚫
Improvement of culture:
Building productive relationships among co-workers can lead to a healthier workplace culture
The benefits of having a strong company culture include:
✓ Improved employee retention
✓ Increased productivity
✓ Attracting better talent to your organization
At the Mentoring program at Coca-Cola, mentors can define or redefine organization’s culture by
investing in participants and their personal and professional growth.
Objective-3: Evaluate the ten-part mentoring process used by Coca-Cola Foods.
One of the best ways to measure workplace mentoring program is by asking for feedback from
those involved.
1) Protégés Identified
A protégé is a partner in the learning process with the mentor. Protégés are expected to play an
active role in their own development by identifying their own needs, making those needs specific,
soliciting mentor assistance, and making effective use of that help to increase their own personal
effectiveness and productivity. Therefore, in this step Coca Cola Foods identifies eligible protégés
for the mentoring program. And this can be done in many ways by looking at certain job levels,
departments, employee characteristics, etc. Once the target group is defined, specific protégés can
be identified by having them volunteer, be nominated by a boss or other sponsor.
2) Identify Developmental Needs
To identify employee training and development needs, Coca Cola must first set clear expectations for
each role within the business. This creates a benchmark to monitor performance against. This can be
done by having the Protégé disclose what they think are their developmental needs, having bosses
determine these needs. And in turn this helps identify skills gaps and potential training and
development needs.
3) Identify Potential Mentors
The right mentoring relationship can be a powerful tool for professional growth It can lead to new
career opportunities, a promotion, even a better work-life balance. After finding protégé and their
problem potential mentors this step produces a pool of individuals who can serve as mentors. They
may volunteer for the role, may be chosen by a mentee, or may be recruited by senior managers.
It takes guts, humility, patience, self-control, and dedication to be a student, and master a filed of
expertise. (Haines, 2003).
4) Mentor Protégé Matching
A mentor is selected for a specific protégé after considering the skills and knowledge needed by
the protégé and the ability of the mentor to provide practice or guidance in those areas. There are
also individual level characteristics between the mentor and protégé to consider as well. Some of
these characteristics are: values and goals. It helps to consider these when making a match but
there is a not a one size fits all philosophy for any one of these, they are just variables to consider.
Compatibility of styles and personalities can be critical.
5) Mentor & Protégé Orientation
In this step before the start of the mentoring relationship, an orientation is held for both the mentors
and mentees in this step. For mentors this orientation covers time commitments, types of activities,
the relationship with the natural boss, reporting requirements and the protégé’s responsibility for
the development. It Provide information about program goals, requirements, staff roles, and other
resources. The interaction which occurs at this stage will lay the foundation for a strong and
convenience relationship.
6) Contracting
In this step agreement created between the mentor and the protégé. A clear agreement is an
essential foundation for an excellent mentoring relationship. It includes a development plan,
confidentiality requirement, the duration of the relationship, frequency of the meetings, time to be
invested in mentoring activities by each party or group, and the role of the mentor. Coca Cola
Foods mentoring relationship are to help protégés perceive the organization and their role in it
better.
7) Periodic Meetings
Period meetings play very important role in performance of the staff and managers in any
institution. In such meetings the managers play pivotal role. They clarify the objectives of the
institution and the staff understand their role for achieving the targets. In this step, mentor and the
protégé has discussion about the program progress. Most mentors and protégé meet for
performance planning, coaching, and feedback sessions. The frequency can be determined by the
nature of the relationship and by geographical proximity. At these meetings, both parties are candid
about progress of the process.
8) Periodic Reports
To provide timely information, accounting systems prepare periodic reports at regular intervals.
The time period assumption presumes that an organization's activities can be divided into specific
time periods for periodic reporting. It is easy to evaluate the success of the mentoring program if
periodic status report submitted by Coca-Cola Foods mentors and protégés. The participants need
to agree clear rules and boundaries before the process begin and stick to the same parameters
throughout. Unless there is total trust, openness and commitment to confidentiality, the scheme
will quite simply be. Depending on the level of formality in the program, this step may or may not
occur.
9) Conclusion
After developing the entire above step, they would come to conclusion whether they could
continue to go the program or not. A mentoring relationship concludes when the items delineated
in the initial agreement have been accomplished or when time business, budget constraints will
prevent the relationships from continuing.
10) Evaluation and Follow-Up
Undertaking an evaluation enables you to assess the costs and benefits of the project in terms of
both hard and soft measures. After the relationship concludes, both the mentor and mentee are
questioned, via interviews or other assessment instruments, about the value of the process, timing,
time constraints and any other valid concerns that could affect the mentoring process.
Communication is a play a major role in building a Mentor/Protégé relationship. Both parties can
benefit from analyzing a number of key skills. So, there is a great deal of evidence regarding the
important contributions which mentors make to career success, and because Coca-Cola has tied
mentor program to business goals, Coca-Cola Foods’ approach is in line with both the scientific
evidence and with recent proponents of achieving competitive advantage through people.
Objective-4: What conditions are important for the success of the mentoring program?
Explain.
A mentorship occurs when an adviser, or mentor, offers advice to a mentee while transferring
important knowledge, skills, and experience. Building a mentoring program in the workplace
facilitates educational opportunities that can help employees advance in their careers and can
facilitate a welcoming corporate culture. It's hard to deny the advantages of mentorship programs.
They’ve been found to improve confidence in handling challenges, increase job satisfaction,
and boost career ambition.
Many organizations provide mentoring. While many of these programs are decent and admirable,
the sad reality is that truly successful mentoring programs—those that can maintain performance
year after year—tend to be few and far between. It is a relationship between two persons whose
objectives are mutual personal and professional development. Generally, the "mentor" is an expert
who provides knowledge, experience, and advice to the "mentee," a person with less experience.
Mentoring is well established corporate practice. Coca-Cola holds that an employee's performance
directly affects the organization's success.
In order to create a high performing organization, Coca-Cola wants to create competitive
advantage through people. It is obvious that the mentoring process Coca-Cola Food utilizes to
improve its employees is a tool for development that involves Coca-Cola leaders. They think that
mentoring can increase employee satisfaction, which strengthens the connection between
corporate strategy, the protégé can gain confidence, learn more about the culture, mission, and
context of how things get done.
So, there are some important conditions for success of mentoring programs for Coca-Cola. They
are given below:
1. Select experienced mentor: Mentors should be senior employees with experience and
productivity who help the development of a protégé or less experienced employee. While
maintaining a friendly and encouraging connection, a capable mentor can lead the mentee
professionally. A mentor should always consider the needs of the mentee and adjust their
mentoring approach accordingly.
2. Voluntary participation: Both mentor and protégé must voluntarily participate to make the
mentoring program successful. The mentor and protégé usually work in different departments, thus
there is no direct reporting line between them. In this scenario, the mentor and the protégé should
go up the typical hierarchy and develop a one-on-one relationship.
3. Strong Matches: The success of a program depends on ensuring a good match between mentors
and protégés, but matching is sometimes one of the most difficult components of a program. Given
the knowledge and abilities that the Coca-Cola chosen protégé needs, and the mentor's capacity to
provide practice and guidance in those areas, the mentor and protégé should have a high
compatibility.
4. Defining clear learning objectives: Every mentorship program has a set of learning goals that
the mentor and protégé will work together to achieve. To better comprehend the organization and
its purpose, the protégé will benefit from having clear expectations for the mentoring relationship.
Protégés in this situation can be more open with their mentors and express what they believe to be
their development requirements.
5. Integration with other development effort: There is typically no reporting relationship
because the mentor and the protégé come from different departments. In order to improve
performance, Coca-Cola can incorporate coaching as additional instrument for development.
By providing goals, techniques, opportunities to practice and feedback, the coach help the person
to increase the competence and the probability of success.
6. Establishing a strong contract and commitment: For the success of mentoring programs a
contract is the necessary foundation for good mentoring relationship, in the agreement mentors
and protégé will fix the duration limit of mentoring programs, they will fix the role and meetings
time suitably. The protégé must be more dedicated to the development of the organization, and
mentors must be able and willing to manage the protégé and create a procedure for their
communication; an informal communication structure may work best for this goal.
7. Develop mentoring goals: Every participant in a mentoring program needs to have unique
goals. Understanding each other's specific goals can help the mentor and mentee organize the
mentoring sessions effectively. It was recommended that mentor and mentee review goals on a
predetermined schedule in order to make adjustments and guarantee the desired results.
8. Provide tools to support the process: Mentors and mentees may wish to use formal tools to
support the process depending on the goals. Tools can include recommendations for the process
or a step-by-step manual created to give the process structure. Although every circumstance is
unique, organized approaches frequently aid in the beginning of the process. So, in this case CocaCola can use dedicated software platform to support their mentoring program like Mentornity
(Mentoring software). Mentornity is The Best Way to Make Your Organization's Mentoring
Program Effective, Enjoyable and Measurable for mentors and protégé. Using this software
mentors and protégé can easily set their sustainable schedule, Meeting Notes, Useful Forms,
Reminders, Direct Messages FOR PROGRAM ADMINS: Powerful Tracking and Pairing, Easy
Managing, Reporting and Evaluating, Surveys, Polls, Program Design, Forms Top Organizations
Scheduled.
Conclusion
Coca-Cola is the largest beverage company in the world today and as the global population is
growing so is the global competition. With changing markets and changing tastes of the current
millennial it is essential for Coca-Cola to maintain its global dominance and to ensure its goodwill
Coca-Cola’s main goal should be to develop its human resources according to the current market
needs so that these employees can sustain and develop the brand value of Coca-Cola. With 94%
of the world population recognizing the iconic logo of Coca-Cola, the company understands the
importance of mentoring its employees who can better understand the culture of the company and
how it represents itself in front of the customers. Thus, other than providing coaching to its
employees, Coca-Cola offers the mentorship program to its employees who can develop job
satisfaction in the formative years leading to successful careers and mentoring protégés, in the new
recruits, formative years. And the mentorship program can only be executed successfully when
the mentors have been chosen carefully, the mentors who have been successful in their career,
enjoy working for the organization, are wise in the ways of the organization, and can get things
done easily. This is because after the successful completion of the mentoring program, under a
specific mentor, the mentee along with his/her knowledge and combined with the knowledge and
experience shared by the mentor, the mentees will be able to-work promptly with seniors and
juniors and manage their time and responsibility more efficiently. Consequently, these proteges
will climb the corporate ladder and will lead teams and departments in the future, responsibilities
fulfilled by the current mentors, thus it is of great importance that the mentors are chosen wisely
and there is a great match between the mentor and the mentee. The 10-step mentorship program at
Coca-Cola is a holistic approach to develop its employees that starts with the mentees being
identified and the professional development they require to identifying the proper mentors and
finding compatibility among the pair with proper orientations. The program also monitors the
progress though contracting, periodic reports and periodic meetings, and concludes to reflect on
the feedback of the program and following up and evaluating the program for better and developed
programs in the future. Increased voluntary participation from both the mentor’s and the mentee’s
side can make the mentorship program more successful and defining clear learning objectives for
the mentees and developing mentoring goals from the mentors and providing development tools
can make the mentorship program at Coca-Cola much more inclusive and robust.
Recommendations
With the future of our world changing at an ever-growing pace, Coca-Cola can update its
mentorship program with international borders, which can help an employee to better understand
the company’s operations in different parts of the world allowing him or her to operate efficiently
in time of need. Moreover, as the world is currently focused on the catastrophes of climate change
the company can also focus on developing some employees, passionate about environment,
through the mentorship program along with the previous marketing mentees to develop and launch
campaigns that will be environmentally friendly giving Coca-Cola an extra edge over its
competitors in the market and a strong brand in front of the new generation image in the coming
days. In addition to that Coca-Cola can also update its 10-step mentorship program to a 11-step
mentorship program with addition such as, a 3-month training at a different location within the
country the employee is settled in, which will allow inclusive development of the employee and
better understanding the company’s modes of operations. Finally, Coca-Cola can utilize the skills
and knowledge of the recent mentees, who have successfully completed the mentorship program,
to offer training to the newly joined employees where the mentees teaching what they have learned
will be able to deliver fresh hands-on experience allowing the dust to settle for themselves and
encouraging the newly joined employees to apply for the mentorship program.
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