Delivering HR Services in a virtual  environment

Denise Sefton

Global Business Services HR Director, Europe & Eurasia Africa

May, 2011

Launched new HR Service Delivery Model July 2010

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HR Global Business Services Team ‐

Scope

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Compensation & 

Benefits 

Administration, 

Payroll, Time 

Management 

Talent Acquisition 

(Recruitment)

Performance 

Management 

(Objectives, Career 

planning) & Talent 

Management

Mobility ‐

Supporting 

internationally across 

the organisation

Data Management, 

Reporting & Analytics

Employee Relations 

including grievance & 

performance 

misconduct

C.1,500

c.1,500

The Coca‐Cola Company is a Franchised Operations  operating in 206 countries across the world

‐

Focus on Europe & Eurasia Africa

5 GroupsNorth America GroupLatin America GroupEurope Group Eurasia & Africa GroupPacific Group

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The challenge we found ourselves with

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EG• Spain• Austria• Belgium• Italy• Greece• GB• Hungary• Poland• Germany• Denmark• Romania

Files 

Management

•Local Language•Hardcopy•“Wet”

signature 

requirements

Files 

Management

•Local Language•Hardcopy•“Wet”

signature 

requirements

Payroll

•64 vendors with 

local language

•Manual 

intervention

•Physical pay slip•Physical 

signatures 

required to sign 

monthly payroll

Payroll

•64 vendors with 

local language

•Manual 

intervention

•Physical pay slip•Physical 

signatures 

required to sign 

monthly payroll

Mobility

• “Local plus”

programs

• Local management 

required in varying 

degree across 

programs

Mobility

• “Local plus”

programs

• Local management 

required in varying 

degree across 

programs

Benefits

• 1500+ 

benefits 

programs

• Local 

language 

forms and 

requirements

Benefits

• 1500+ 

benefits 

programs

• Local 

language 

forms and 

requirements

• C.3000 associates across 90 countries

• Language (in excess of 30 languages)

– Vendors

– Government / Works council

– Forms

• Process variations for ‘lift & transition’

processes

– Payroll, Benefits, Separation, 

Mobility

• Audit and legal requirements in country

To solve some of the complexity we have set‐ up the team virtually across 22 Countries

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Eurasia Africa• Turkey• Morocco• India• Russia• Kenya• Dubai• South Africa• Nigeria• Cairo• Ivory Coast

Europe• Spain• Austria• Belgium• Italy• Greece• GB• Hungary• Italy• Germany• Poland• Denmark• Romania

In addition – continuing to transform processes to reduce complexity where possible:

• Translating all contracts• Standardising Mobility programs• Global Payroll review• Standardising training budget approach with Finance• Standardising candidate expense process

Over‐coming an challenges with virtual working 

Consistency

Isolation

Employee 

Morale

•Build a strong sense of community:

•Weekly team Video- conference•Quarterly GBS HR EAG EG Webex•‘One-Team HR’• Annual Meeting (face to face)

• Use ‘the tools’•Instant messaging•Phone •Email •Webex

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Organisation Evolution 

Compensation &

PayrollWFA

Talent, Learning & Mobility

Employee RelationsBenefits

Global Business ServicesHR Director

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Organisation Evolution 

Compensation &

PayrollWFA

Talent, Learning & Mobility

Employee RelationsBenefits

Global Business ServicesHR Director

Compensation Payroll

& BenefitsEAG

MobilityTalent,

&Learning

Employee Relations

Global Business ServicesHR Director

Compensation Payroll

& BenefitsEG

WFA

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Process Improvements• Re‐configuration of the EG & EAG GBS team

• Mobility –

identify & review existing processes with the goal 

of streamlining, creating transactional improvements and 

overall a better customer experience 

• Portal content – reviewing all policies by country, what’s 

available, standardising & filling the gaps

• Payroll review with Finance to reduce number of vendors 

across Europe & Eurasia and standardise process

• Talent Acquisition solution in place to create ‘offer packages’

• Review and Standardise Time & Attendance process

• Review of Benefits with CoE and where possible 

rationalisation

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With hindsight .... 

• Being totally purist in the roles in a diverse  Geography doesn’t work if you haven’t transformed

– i.e. Comp & Payroll

• Wouldn’t have tried to go live with all processes at  once – would have phased it

• Made sure that employee contracts are transformed  and translated prior to go live

• Made sure that all the ‘other’

work has a ‘home’ before going live 

– Otherwise you inherit it, even if it’s not meant to be in 

scope 

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