Long-term career certainty is a thing of the past . In today ’ s rapidly changing world , having exposure to different experiences helps individuals develop adaptable and transferrable skills , says Audrey Clegg , Group Talent Director at Coca-Cola HBC .
I was a headstrong child . I got that from my father . But fortunately , my mother was emotionally intelligent . She knew if I wanted to do something , I ’ d really go for it . And if I didn ’ t … we ’ d probably end up fighting .
That simple lesson has been at the core of my philosophy ever since : let people drive their own careers ; give them the opportunities and experiences they need to explore what they love to do .
Many business leaders now see the benefits of this approach , as reflected in The CEMS Guide to Leadership in a Post-COVID-19 World , a report from a global alliance of more than 30 leading business schools and 70 corporate partners including Coca-Cola HBC ( see box out ).
But that doesn ’ t mean it ’ s easy to do . The question is , how do you give people more opportunity – to connect , to learn , to innovate , to grow – and increase efficiency at the same time ?
Let people drive their own careers ; give them the opportunities and experiences they need to explore what they love to do
Democratising learning
Digital innovation has created huge disruption across many industries over the past 20 years , but it also provides a solution . In July 2020 , we launched our Talent Marketplace , which connects business demands , big and small , with people who can meet them and gain skills , experience and visibility at the same time .
It allows us a ‘ try-before-you-buy ’ approach to new roles or careers . At the same time , we ’ re putting the learner in charge of their own development choices – it may be , for example , that if you work in marketing but want some commercial experience to really understand how marketing adds value to sales , you can work on a project in that area or take a sideways step .
Alongside maximising internal hires and international mobility , a core component is a digital platform for managers to post assignments . Employees complete a profile and are alerted when relevant opportunities arise .
An internal growth engine
So far , 1,500 people are active and 280 projects have been posted – some 85 % have been completed already – saving around 13,000 person hours .
As with all digital change , you need behaviour change . But we had a great team which got the tech right . The benefits were clear , so we took to posting fast . For example , people posted for help with product sampling during lockdown . Others looked for sales and marketing people with a talent for social media to boost Coca-Cola HBC ’ s new spirits categories . One ad-hoc team was formed to help design a collection scheme for aluminium capsules used in Costa Coffee outlets ; another was created to keep up to date on promotion strategies and a third to support the sharing of best practices in our supply chains during the pandemic .
With 35,000 people in 28 countries , the chance encounters that create new ideas or the foundations for future collaborations can be hard to come by , especially during the pandemic . But light-hearted postings help to form new relationships and opportunities . For example , Brand Ambassador Motunrayo Abiona in Nigeria posted for a DJ for a virtual party and found Talent Lead Peter Vaszondi in Hungary .
There has been a dramatic increase in the importance of resilience and empathy as leadership qualities
The network effect
As the Talent Marketplace is a genuine network , the opportunities flow both ways . A number of CCHBC leaders are using it to crowdsource insights they need when they take on new roles .
Maria Anargyrou Nikolic , for example , moved back to her native Greece to become General Manager after 10 years working in other Coca-Cola HBC markets . Longing to know how culture and customers had changed in the meantime , she posted for help and found people to brief and guide her .
In the same way , when Herbert Bauer became General Manager in Austria , he wanted to discover more about the supply chain function . More than 10 colleagues responded to his call for help . Herbert spent time with each one , listening to them present on their area , asking what they were particularly proud of and especially what can be done better .
They talked about topics which would not necessarily be on the priority list of their managers , but they were important . Some of them turned into quick wins . And of course , employees at every level enjoy the exposure to leadership .
Feedback has been really positive , which makes me so happy . It taps into that profound truth my parents taught me – when you ’ re free to choose your own path , you learn more , you grow more , and you go further .
Leadership in a post-COVID-19 world
Major research conducted among 1,711 CEMS alumni and Corporate Partners in summer 2020 found that for 87 % of respondents , COVID-19 has profoundly affected their business and teams . A quarter believe these changes will be permanent . There has been a dramatic increase in the importance of resilience and empathy as leadership qualities and a correlating nosedive in the importance of traditional leadership authority and technical skills .
Some of the most critical shifts and challenges that lie ahead are :