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Coca$-$Cola BIG Re$-$Defines HR Strategy To Meet Needs Of A Changing Workforce

The pandemic has unquestionably inspired executives to digitalze at least some parts of their business. But what about companies already underway in their transformation journey? Acoording to Tee Jay Gonzales, HR Transformation Director at Coca$-$Cola BIG, ifs the right fime to reassess, reset, and redefine the path ahead.

While many businesses were taking their first step toward digitalization, Teelay Gonzales faced an entirely different challenge at Coca$-$Cola Bottling linvestments Group $($Coca$-$Cola BIG$).$ A three$-$year$-$long transformation across its HR operations needed to be revisilad $-$ and possibly reimagined $-10$ respond $10$ sudden changes in work practices, business oparations, and foreign markets.

If this experience sounds familiar, you're not alone. The pandemic has exposed critical gaps in HR processes, work experiences, data, and technologies in most organizations. For HR leaders, this unusual transformational era is chalianging them to go beyond their comfort zone to deliver HR sarvices that are relevant now $-$ not a year ago.

The Customer Ennchment and Community team from SAP SuccessFactors recently caught up with Gonzales to better understand what HR executives, like him, are facing and how this experience is inspiring a new perspective on the rale and power of HR transformation.

Like most companies, Coca$-$Cola BIG is experiencing signifcant change across its workforce. The only difference is that you have $28\mathrm{.}000$ employees in $39$ plants across $16$ countries. How have your HR goals and prionties changed since the inilial start of your transformation three years ago?

Gonzales: The pandemic allowed us to rethink everything from how we recruit and onboard new hires to nurturo avery employee's skills, talent, and potential. After three years, we realized that cur strategy for deploying our HR systam across al $16$ countries was nat viablo. Only a hasifful of plants could adopt tit well.

Unit now, we didn't realize that our approach to HR transformation strategy was rooted in siloed thinking, even though each bottling location cperates as a separate entity. Every country has different priorites, budget restrictions, digital maturity levels, and compliance standards. So$,$ when every aspect of our botting operaticns significantly shifted within the first $120$ days of $2020.$ we knew we had to reassess our HR digitalization agenda and rediscovor what matters to the A mone ako this can be a berter pill fort liach individual site.

opportunity to become a more networked organization, ads to swaillow$-$I know & was for me$.$ Hikwever, is is also a preat opportunity to become a more networked organization, aliowing us to absorb new requirements and capobififes for HR