Cadbury Schweppes Training Programme 626f4n

Cadbury Schweppes Training Programme This paper takes a look on the training programme of Cadbury Schweppes called ‘ion for People’ including its aims and objectives. It also discusses the global climate survey which led to the implementation of such programme and presents its outcomes. The paper also includes an overview of the company’s human resource standards and management. Overview Cadbury Schweppes is a company that manufacture and sells confectionary and beverage products headquartered in Berkeley Square, London, United Kingdom. It is regarded as the largest confectionary company worldwide and has also a strong business in regional beverage across North America and Australia. From its origins which trace back over 200 years, the company has continued to provide quality products that are enjoyed in different companies all over the globe. Central to the success of the company are its employees. Over the years, Cadbury Schweppes aims to create a place with a conductive and positive environment. It is committed in upholding high standards for its employees and demanding standards in the performance of their job. This is implemented for the purpose of attracting, motivating, developing and nurturing exceptional and talented individuals. The founders of the company defined the values with honesty and integrity. These values are adhered to until today describing the positive workplace the company seeks to build. The main goal at Cadbury Schweppes is to continue to nurture it as ‘The Place to be’. It longs establish a business where the employees and their colleagues will be proud and committed to work for. Managing the Employees As the company grows its business, it trades in a competitive environment. Along with the changing demands of their consumers and shareowners are the increasing needs and expectations of the employees. The ‘Our People Strategy’ helps in ensuring that the present and future needs of the business are satisfied. Basically, the goal in sustainability is to develop the company as the primary place to be. The Our People Strategy sets the company’s commitment to ensure that the employees are given the opportunities to realize their full potential. With this, the company came up with programmes that improve the decision making capabilities as well as the marketing and sales expertise through the definition of the common way of Cadbury Schweppes marketing and selling. The people management programme on the other hand, seeks to educate the new comers of the ways in managing people and also to revive it to the existing employees. At Cadbury, employees are encouraged to engage in honest dialogue with their colleagues. In fact, the business is among the first to recognize the role of trade unions during the early years of the 20h century. Additionally,

it is the first to establish a European Works Council in their business during the 1990s. At the time when the company intends to sell its beverage business in Europe, it communicates to its workforce and different work councils. This was done to keep the employees informed and alleviate unfavorable effects to them. Aside from the open communication and involvement of its people, Cadbury has also developed an approach to improve the capabilities of its employees. The company implements an assessment of its people’s current skills and provides opportunities for enhancement. It actively develops the existing talents and increases the group of managers with global skills by providing opportunities to acquire international experiences. With this, the company aim to develop individual skills and convey the learning and knowledge to develop team work within the organization. Leaning and development is all about the opportunities provided for the people to realize their full potentiality and utilize it for enhancement. It is a responsibility shared both by the company and the employees with the company providing opportunities and the individuals providing the necessary motivation and commitment. The learning and development activities are focused on growing the knowledge, abilities, experience and performance of individual employees and their teams. Managers are tasked to determine the training needs and match those with the necessary development opportunities and make certain that learning is transferred back to the workplace. The manager’s knowledge of his role in the learning and development process is a crucial element. It improves the competency of the manager by informing them what is expected from them so that they will be able to perform their tasks efficiently. The company also has the responsibility of determining the outcomes that the employee wants. The levels of performance that is needed for the attainment of the organizational goals should be identified and ensured to be attainable. By the time the desired performance and outcomes are achieved, the company may reward the employee in equitable . Another approach to motivating employees is through the goal setting theory. Under this, a set of goals is established by both the manager and the employee. The accomplishment of the goals is tied up with the rewards that will be given (‘’, 2007). In of remuneration, the policies are aimed at motivating the people by providing fair remuneration and rewards for their performances. Reward policies are designed to satisfy the needs of the particular labor market which the company operates. The company exercises a strong compliance to global human Resource Standards. For instance, it adheres to the guidelines on retirement and other benefit plans. ion for People The competitiveness of the company does not lie solely on the product they produce but the people who are behind the operation. Having this in mind, it is crucial for various organizations to keep their employees motivated in their work. Motivation causes the people towards the desired behaviors aside from other alternatives they have. The performance of an employee is influenced by motivation and the conditions in his work place. According to the expectancy theory, motivation is based on the extent in which an individual wants something and how he is likely to get it. This theory states that motivation plus effort can lead to performance which then results to outcome (, 2007).

The global Climate Surveys are done to draw the opinion and feelings of the employees about the company and treatment of the management team towards them. In the 2004 survey, around 10,000 managers are studied. This was extended in 2005 to incorporate larger employee population. The Europe beverage business was exempted from the samples since it was being sold then. Overall, the response rate is at around 80%. The company strongly believes that employees work to the best of their potential if they are proud of the company they are working for and they are committed in the achievement of its goals. The understanding of what people think helps significantly in addressing concerns and issue that adversely affects the performance of their job. The Human Resources istered and coordinated the surveys internally and reported the outcome to the Board and the employees all over the world. The surveys were carried out electronically and istered by a third party to ensure the confidentiality and protect the anonymity of the individual employees. In addition to this, they also used hand held and paper surveys. Both this forms of surveys are translated to the regional languages. The results of the survey are based on the overall responses and categorized according to the business unit, geography and function so that areas that need follow ups are monitored and identified. The survey includes the opportunities for employees, in an optional basis, the specification of their gender and their involvement in a minority group. The survey questions are connected in term of two main scores; commitment and engagement. These scores are employed as indicators for the surveys because studies show that the employees who are highly committed and engaged are more likely to become motivated and happier with their work and perform greater. Commitment is the level of attachment by the employees towards the company driven by various activities that builds the success of the business. On the other hand, engagement is the measure of discretionary effort which is willingly devoted by the employees to their work driven by various activities that builds the success of the individual. Results of the Global Employee Survey

SCORES

2004

2005

Commitment

3.4 out of 4

3.3 out of 4

Engagement

3.4 out of 4

3.0 out of 4

The 2004 survey included 10,000 managers and the 2005 survey extended to a larger population of the employees Source: (2006)

Key Strengths 

Employees are proud to be working in the Cadbury Schweppes

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Employees are knowledgeable of the expectations from their jobs

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Employees are constantly trying to discover new and better ways to do things

Areas of Concern 

The need for freedom and in the achievement of the employees’ full potentiality

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Regular discussion regarding the employees’ performance

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The need for opportunities to activities in the local communities as part of the employees’ individual development More than 90% of the employees throughout the world say that they are proud of working for the company,

know what is expected of them in their work and are continuously finding ways to work better. However, the survey also showed the areas that needs improvement. To help achieve this, the company developed a people management programme (‘: ’, 2006). The results of these surveys were shared and communicated to the people all over the business and are dealing with the concerns that have been raised. One way to do this is through the ion for People. The global Employee Climate Survey which was conducted in 2004 and 2005 reflects the need to help the people in enhancing their skills and encouraging greater employee commitment and engagement in the business. In response to this, the company launched a new programme in 2006 which was developed by an international team to bring together the best practices across the businesses. This Programme called “ion for People” emphasizes to the manager the role of the people and highlights the culture of Cadbury Schweppes which makes it the place to be. This is a reminder of their role in promoting this kind of culture within their teams. In addition to this, the programme outlines the ethical standards for

the managers and the business as a whole. It includes a modular programme which can be adapted for the diversified needs of the business and seek to aid the managers in leasing their teams towards greater performance. Aims and Objectives 

Teach new comers of the particular approaches used in managing people

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Refresh the approaches in the minds of existing employees

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Emphasize the role of the people to the managers

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Define the ethical standards for the Managers and the Business

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Bring together best practices This programme will be beneficial for the organization in of upholding to their commitment of providing

a positive work environment to their employees. It will help in nurturing the company as the place to be. By understanding the concerns and the issues affecting the performance of their employees, the company will be in better position to find solution to these problems. Ultimately, the employees- which are the most important asset of the company- will be motivated to work using the best of their potential. For the next few years, Cadbury Schweppes will continue to nurture itself as the place to be where diverse people take pride in their work and are committed and engaged with it. Additionally, it will strive to achieve top quality global climate survey results. Conclusion The success of Cadbury Schweppes over the years has been attributed greatly to its social capital. As such, they maintain a work place with a conductive and positive environment for their employees. This is done primarily to attract, motivate, develop and nurture exceptional and talented individuals. Indeed, it nurture itself to be ‘the place to be’ for the workers. Building on this goal, the company has its Our People Strategy to guarantee that the employees realize their full potential. The company came up with programmes that foster individual employee’s development. These are aimed at improving the decision making capabilities, sales and marketing expertise of the managers. The ‘ion for People’ programme is specifically designed by international managers to bring together best practices. The Global Climate Survey conducted in 2004 and 2005 paved the way for this program. Survey results show the areas of concern for the employees and the company addressed this issue through the ion for people. Fundamentally, it teaches the management approaches to new comers and refreshes it to the existing employees. It also emphasized the role of the people and highlights the culture of Cadbury Schweppes which makes it the place to be.

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