Top-level training helps cola giant rebuild trust and cut staff turnoverOn 27 May 2003 in Personnel Today An 18-month leadership programme at Coca-Cola Enterprises has increasedtrust and commitment among employees and lowered staff turnover. Simon Brocket, vice-president of HR at Coca-Cola, said the programme wasintroduced after a management opinion survey showed that the business’leadership wasn’t trusted. “Despite business results being good, labour turnover was 30 per cent,and people started asking why,” he said. Coca-Cola, with Lane 4 leadership consulting, began by taking itsvice-president level executives on a three-day, off-site exercise in an effortto build cohesion, and to talk about the role of the individual and the team. The company then introduced seven ‘strands’ to build commitment, and driveup trust and loyalty. These included getting the company chief to behavedifferently, using one-to-one coaches with the firm’s top 40 leaders, andbreaking down barriers between the teams by using workshops. Vice-presidents teamed up with directors to investigate areas of thebusiness, and make changes to affect working lives. In Brocket’s presentation, ‘When passion for the brand is just not enough’,he told delegates at the Richmond Events’ HR Forum, aboard the Aurora, that tochange culture you need to build genuine commitment to change. Brocket has been pleased with the results so far. “Qualitative data shows that there is more flexibility, more challengeand more initiative taking,” he said. Since the leadership programme was completed, employee turnover has droppedto 12 per cent. The employee survey also shows that trust in the company is upby 30 per cent, and that organisational commitment has risen by 40 per cent. By Quentin Reade Related posts:No related photos. Previous Article Next Article Comments are closed.