Change Management Plan for the Coca-Cola Company
Problem, Recommended Change and Desired Outcome
Effective recruitment and selection of employees is a fundamental Human Resource Management activity. If managed well, recruitment and selection can have a great impact on the performance of an organization, and lead to a more positive organizational image. Hiring strategy forms part of the human resource management, which the Coca-Cola Company is well endowed with, where the form of hiring employees is based upon a professional basis of competence. This shows that the company has a major setback of meeting the costs of the professional employees with consequent increased cost of production vested in this part of the Human Resource Management (Alrichs, 2000). This cost is also realized in the final profitability of the organization bearing in mind that an increase in the cost of production results in the net profit reduction in any organization. This is the conditional; situation at the Coca-Cola Company, where lack of a sound change management plan could increase the vulnerability to reduced profitability, which is detrimental to the goals and aspirations of the organization.
The best recommended change practice for this form of management practice puts the requirement that the higher and lower management for the Coca-Cola Company changes the form of hiring strategies from involvement of professional employees to untrained but talented employees, who should be trained by apprenticeship. This change management practice will seek the mandate of the company in sourcing for cheaper labor prospects, with the major goal of reducing the cost of production (Ashby and Arthur, 2001). This would also lead to the goal of increased profitability due to reduced expenses levied by already trained and in real aspect, the professional employees. Moreover, this practice of change management is essential in reaching out for maintenance of the culture in the organization since apprenticeship form of expatriation makes a first-hand acquaintance to the standards and norms of practice in the organization. Overly, change from employment strategies involving professionals to talented but untrained employees reaches out for the goal of sustainability as this is vital in the correlation between liabilities and assets. This implies that increased cost of production is an increased volume in liability while increased profitability is an increase in the volume of assets.
Business Needs Driving the Change
The company has the task of alignment of the total volume in liabilities against the total volume in assets, where the assets have to supersede the liabilities in volume for the essential sustainability within the global market. This forms the business need driving the change management practice, where sustainability in this stance is defined in terms of increased assets and reduced liabilities. For this case, the Coca-Cola Company has to reach out for sustainability through creation of professionals trained and nurtured amidst the culture of the organization. This self-modification factor for employee is also essential in maintenance of the organization culture, which is the force of drive to attainment of the basic policies laid down within the company.
On the other hand, the net increase in profitability is a business need realized through reduced cost of production. In this respect, it is the total cost incurred by the organization for the maintenance of the business practice. The cost of hiring employees is a major basis for evaluation of the cost of production since it is calculated under the sum of all costs deductible in the total revenue for the product to give the total profit. Any effort vested towards reduction of the cost of production has an impact on the net profit, which forms the basis of this management practice. A shift from hiring professional employees to apprentice hip with talented but untrained employees is a boost to this category of business need as it views to reduce production costs through increasing profitability, which also emphasizes sustainability within the Coca-Cola Company.
The management practice requires a mode of implementation, where the existing employees would be the force for the apprenticeship courses. The first step would involve a realignment of the existing employees with probable professional qualifications, which would help in evaluation of the total number of employees according to the disparities in profession. This would be essential in selection of the employees to act as trainers for the apprenticeship mode of acquaintance of knowledge. Moreover, this would be essential in identification of existing employees whose competence is less compared with the standards of the Coca-Cola Company; such employees would also be on a fresh apprenticeship program.
The next step would be to source for talented but untrained employees from cheap labor prospects through a form of outsourcing. This activity would involve advertisement for job opportunities for employees where the level of proficiency would be lowered to accommodate the low professionals in the selection criteria. This would be followed by a form of critical interview, where the higher management bears the responsibility of ascertaining talent and competence through the interview. The next line on program would include training of the employees selected through a highly competitive form of interview. The training would also be a form of talent evaluation, where the most competent attain rewards while the less competent would face demotions.
Intervention for Change Management Practice
The major practice that forms the mandate of the Human Resource Management is hiring and consequent firing of employees. This practice is noble to any organization with the inclusion of the Coca-Cola Company as a business organization. For increased production, there should be linearity in terms of labor forces in relation to the volume of work. This implies that with the requirement of intensification in production, the company is bound to loose its touch in the linearity between labor and force of work. This puts the requirement for hiring of more employees.
On the other hand, the cost of hiring professional employees is high, which affects the trend in the cost of production since the company describes profitability in terms of lowered costs of production with increased income. Lack of correlation between the costs of production through change in the hiring strategy is detrimental to the whole process of cost reduction, which in turn affects profitability. This is a situational mandate bounded to any business organization where profitability forms the core goal in sustainability. This is the force of drive for the change management practice.
Dealing with Areas of Resistance
The major source of resistance to this form of change management practice would be from the fact that there is a compromise of quality at the expense of costs, which is a factor determining consumer satisfaction. This change management practice seeks to give reference to low labor prospects than engage in variation of quality, which might also affect the turnover rates. In response to this form of resistance, it is the mandate of the higher management to deliberate upon the recruitment process in order to reach out for competence. This is influential in determining the talented but untrained employees to serve under the apprenticeship mode of employment. Moreover, the period for apprenticeship would be elongated in order to identify the weak areas of the program and the employees therein.
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The other major setback that would hinder the program of change would be the resolve to convert the existing professional employees to trainers under the apprenticeship program. This mandate might not only bear criticism from the higher management within the Coca-Cola company but also from the employees, where the contractual stipulations of the organization does not give space for reversion of the terms of contract unless with relevant legislation. This calls for a mode of baiting the employees through incentives and rewards for the entire training sessions in order to boost their morale in the area of deliberation of duty.
The requirement for new talented but untrained staff demands reaching out for employees from a vast range on the globe. This gives the need for involvement of social media as a source of advertisement for job opportunities. This would attract a range of interested individuals to give the sample space for selection of probable employees. This implies that there would be posting of the job group categories in the relevant fields on the official website for the Coca-Cola Company for official communication. Moreover, social sites like twitter would be valuable in reaching out for interested employees, where description of the application procedure would be given.
The fact is that the change management practice of professional hiring to apprenticeship hiring is the ascension of the higher management, and it calls for a convention through an official meeting and labeling the change management practice to be the most enlightened agendum for efficient deliberation. This would involve seeking view from both the higher and the lower managing through verbal engagement to seek view for both quantification and qualification. This would also aid in selection of the existing employees according to their proficiency, which is essential in grouping the employee category. Moreover, verbal communication through official meetings would give room for recording of minutes that would aid in future moments of discretion as far as the change management practice is concerned.
Implementation, Monitoring and Control
Implementation of this program would require application of the organizational change management theory of “push” and “grow”, where the fundamental concept that lies behind these theorems is the way you try out something and develop its understanding. The essence of this change management practice in these theorems is once the organization changes its hiring strategy to a form of apprenticeship as opposed to the conventional way of hiring professionals, it would realize its benefits with time. The higher management would acquire a comprehensive understanding of the practice that underlies this mode of hiring with an evident realization of the goal of reduced cost of production.
The process of monitoring the recommended change management practice would involve the requirement of a computerized program to give records of new enrolments in order to keep with the pace of newly hired employees. The computerized program would also be essential in giving the competence of the employees under the apprenticeship program in order to aid in promotions and consequent relinquish of duty for incompetent employees. The program would be designed in such a way that it provides analysis and survey for the movement of the recommended change practice where it would also be essential in decision-making (Bernthal & Wellins, 2001).
The process of control of the program would be the mandate of the higher management, which is charged with the duty of overseeing implementation of the project. The higher management would control this recommended change practice through review of the constitution to address the challenges that the program may face. This would also involve proper legislation in order to address ambiguity in terms of the total costs incurred in development of the change management practice. Overly, the program of change is viable since it seeks the involvement of the theory of “push” as a form of trail and error, while the element of “grow” shows that the participants learn from the practice itself. This is essential in gaining expertise.