International mobility and global talent management - Essay Example

As per the company policy, it also ascribes to corporate social responsibility by pledging allegiance to sustainable communities, environment conservation and a broad based development of the societies in which it operates (Coca Cola 2011: Online). The thrust of the HR is to develop a trusted pool of global leaders. The objective of this essay is to analyze as to how Coca Cola manages its diversified operations in a globalized world, while being sensitive to local social, environmental, legal and regulatory expectations and norms.

Corporate Vision As per Muhtar Kent, the Chairman and CEO of the Coca Cola Company, in a contemporary context, the primary objective of the company is to produce and sell brands that are trusted and respected around the world (Coca Cola 2011: Online). Thus, the goal of the company is to respond to the changes taking place in the region specific markets by creating a decentralized organizational structure and by respecting and exploiting local expertise and knowledge (Coca Cola 2011: Online). To accomplish this mission, it is imperative for Coca Cola, to make sure that its managers and personnel placed around the world share a common vision and concern, while customizing their approach as per the local requirements and preferences (Coca Cola 2011: Online). . 113).

So managing its human resources operating in more than 195 countries, with the accompanying individual aspirations and mobility requirements has always been considered a big challenge at Coca Cola (Anfuso 1994, p. 114). Thus, talent management is a core strategic issue for Coca Cola, going by the fact that more than eight percent of its income accrues from overseas sales (Anfuso 1994, p. 116). Coca Cola has 25 operating divisions spanning across six regional groups (Anfuso 1994, p. 115). Each division is expected to operate on its own while exploiting its global skills and adapting them to local knowledge and values (Anfuso 1994, p. 115). Coca Cola encourages its expatriate managers to practice local responsiveness, while assuring global integration (Anfuso 1994, p. 115). The managers based at each division are expected to act as if the division has to sustain on its own, while benefiting from the leverage associated with being tagged to a truly global group (Anfuso 1994, p. 115). The work culture at Coca Cola is one of diversity (Anfuso 1994, p. 117). The role of HR at Coca Cola is to extend broad philosophies oriented around essentially human issues, while helping local leaders to customize and implement these philosophies as they find suitable for the region in which they operate (Anfuso 1994, p. 117). The thrust of Coca Cola has always been to develop a sound global leadership base that is willing to and deft at adapting to the regional cultural, legal and regulatory variations.

Thrust on Global Leadership The talent management approach at Coca Cola has a discernable predilection for developing global leaders (Bass 2007, p. 36). The point is not only to develop leaders who are good at managing global operations, but who are also good at