The document summarizes the performance appraisal process of Coca-Cola employees. It discusses that Coca-Cola conducts annual performance appraisals to evaluate employees based on goals set at the start of the year. The appraisal process includes defining job responsibilities, assessing performance against standards, and providing feedback. Coca-Cola uses parameters like sales, safety, and training to determine rewards. It recognizes top, solid, and bottom performers and outlines development or improvement plans accordingly. The document recommends ensuring the appraisal system is unbiased and getting anonymous feedback to continuously improve personnel practices.

1. PERFORMANCE APPRAISAL
OF COCA COLA EMPLOYEES
SUBMITTED BY:
BHAWNA YADAV (15BBA015)
JIGYASA (15BBA034)
SUBMITTED TO:
PROF. SUSHMITA WARAICH
COURSE CODE: SML201
NORTHCAP UNIVERSITY, GURGAON

2. INTRODUCTION
The Coca-Cola Company is the world's largest beverage
company.
The Coca-Cola Company is headquartered in Atlanta, Georgia.
Its current chairman and CEO is Muhtar Kent.
It is no.1 brand according to fortune 2009 survey.
The company operates a franchised distribution system dating
from 1889.
One of the early investors in India, the Coca-Cola system
provides direct and indirect employment to more than 1, 50,000
people.
The Company has more than 2.2 million retailers in India.
Key Result Area - KRA is the basis of performance management
at Coca-Cola Company.
Key Result Area - KRA is the basis of performance management
at Coca-Cola Company.

3. PERFORMANCE APPRAISAL
Performance appraisal is a method of evaluating the
behavior of employees in the work spot, normally
including both the qualitative & quantitative aspect of
job performance.
It is a structured formal interaction between a
subordinate and supervisor, in which the work
performance of the subordinate is examined and
discussed
OBJECTIVES OF PERFORMANCE APPRAISAL
ARE:
To review the performance of the employees
over a given period of time.
To Increase motivation to perform effectively.
To judge the gap between the actual and the
desired performance.
Better clarify and define job functions and
responsibilities.
Clarify organizational goals so they can be more
readily accepted.

4. PERFORMANCE APPRAISAL OF
COCA-COLA
Coca cola performance appraisal is annually. They appraise the employee due to
their performance about goals of the organization. They set the goals at the start
of the year and tell the employees about the goal if the employees achieve this
goal they appraise the employees.
STEPS IN APPRAISING
EMPLOYEES
PERFORMANCE OF
COCA-COLA
Define the job:
Means making sure that you and your
sub ordinate agree on his or her duties
and job standard.
Appraise the performance:
Means comparing your subordinate's
actual performance to the standards that
have been set.
Provide the feedback:
Means discuss the subordinate performance and progress and make plans for
any development required.

5. Main parameters used as a base of
reward system
Inflation rate factor
Market potential (what of individuals worth according to his/her
expertise, job experience etc.)
Matching with his/her presence career path
Personal development of an individual
Sales rewards
Safety
Re-creational activities
Training and development
Individual goal setting
Above parameters are used by Coca Cola to make their reward
system practices well in the market, object is to make their
employees feel comfort, satisfied, motivated towards achievement
of organizational tasks, competent to perform to the extent to
attain organizational mission and vision terminologies and
compete with outside rivals successfully. Because the management
believes that if employees are loyal to the organization then they
perform better to the way to overcome any competitive goal with
accordance to desired results with remarkable customer
satisfaction.

6. Types of Rewards of Coca Cola
Yearly Basis
• Employee salary increment
• Grade Jump
• Designation change
• Annual incentive Plan (AIP) (for business performance, but fixed)
• Personal Progress report (PPR) (Annual Appraisal)
Monthly Basis
• Making the move (MTM, sales target achieve)
• Monthly turn hall (extraordinary performance)
Quarterly Basis
• Employee of the Quarter (EOQ, non sales)
• Sales Dangle context

7. Recognizing & Managing Top Performers
Role Expansion
Assignments to work on Regional/National issue taskforce.
Sponsorship to conferences, and visits to other countries (on rare
occasions).
Advanced Learning and Development Opportunities
Appreciation Letter / Certificates
Accelerating Performance of Solid
Performers
Build on their Strengths. Help them leverage what they are best at.
Create a Development Action Plan to enhance performance on critical
tasks
Assign Projects to utilize their skills & build confidence
Facilitate problem-solving so barriers to performance are removed
Encourage progress and recognize contribution.

8. Managing Bottom Performers
Prepare robust 30-90 day Performance Improvement Plan (PIP) –
include specific, measurable actions with clear timelines
Guiding Principles
 Longer for senior people with newly identified performance issues.
 Shorter for more junior people, or people with a history or pattern of
performance issues.
Review & Take appropriate actions
 If PIP results completely on-track, then align back to KRAs for the role.
 If results not on track, but demonstrates maturity and drive to improve
performance, revise PIP with shorter timelines (e.g. 30-60days)
 If results not on track, and does not demonstrate enough drive to
improve performance, exit. – Failure, exit Guidelines
RECOMMENDATIONS

9. Appraisal system is an effective technique to support and change
culture of the organization optimistically; it would only be possible if the
system is equal for all employees of organization. Therefore, company’s
management should utilize this system to all employees so as to increase
effectiveness and productivity.
Continuous assessment of personnel practices should be an ongoing HR
practice.
An especially effective method of evaluating appraisal practices is to ask
for anonymous feedback about the system from both appraisers and
appraised.
There should be a proper check on biasing. Sometimes subordinates
become good friend of managers and in appraisal time they enjoy good
appraisals though, their work is not so commendable in comparison of
others.