Talent Management

The Phase I assessment highlighted MSD’s strengths in leadership, openness to improvement and crisis management skills. However, it also revealed that the MSD needed better ways to train, evaluate and motivate its supply chain professionals. The Talent Management work stream was designed to address human resource challenges in supply chain management at MSD. Addressing these capability issues was vital to create the context for the other work streams to succeed. 

A number of potential strategies were identified to build human resource capacity. Skill gaps were identified and roles were reviewed for growth opportunities.  For example, ADP proposed an expansion of the role of MSD drivers, modeling a private sector practice in which drivers both deliver the materials and collect orders and other local data. To enhance capabilities of staff members at MSD, ADP ultimately designed a ‘blended learning’ model that incorporated visits with Coca-Cola bottlers to share supply chain and logistics skills, online training sessions, and a series of cross-departmental rotations to provide opportunities for staff to learn how their work is connected to the work of other departments.

At the centerpiece of this strategy was the Supply Chain Academy, designed by Accenture and also used extensively by Coca-Cola bottlers for their own supply chain training. The Supply Chain Academy is a web-based learning tool that includes over 500 online courses covering the entire supply chain from forecasting to delivery. It includes individualized trainings programs tailored to the skills and requirements of users. In Phase I, a pilot was conducted in which ten MSD managers and directors were given access to the Supply Chain Academy. Phase II focused on expanding access to the academy. By mid-July, the online training program was launched for 50 additional MSD personnel. One user reported:

“The few courses I studied have equipped me with additional knowledge and skills to reduce costs and improve service levels in supply chain operations. Furthermore, I have been enlightened on how business units can optimize the supply chain value-addition…”

Drawing from the Coca-Cola Sabco's competency model to assist in the role clarification process, ADP spent several months mapping the core competencies needed for each position through interviews and evaluations. Self-assessments were used to identify skills and gaps and assign specific courses from the Academy. At the end of Phase II, ADP consultants created a model with a set of competencies and target levels for each position in the company. Because of the delay in starting Phase III, these competencies were not adopted by MSD. In Phase III, ADP and MSD once again set out to map core competencies of the staff across the organization. However, because of contractual obligations with USAID, these competencies were never implemented within MSD.

Against these setbacks, ADP worked collaboratively with MSD’s Director of Corporate Affairs HR to review MSD’s current performance management system and identify strengths and opportunities. The goal was to design a new method to manage performance that will allow MSD to create a more transparent link to business objectives and individual performance, ultimately driving greater efficiency throughout the organization.

In keeping with the blended learning model, 14 HR Managers from MSD participated in a workshop on October 31st, 2012 to get input from private and public sector from key organizations in Tanzania. The objective of the day was to bring HR managers together and encourage knowledge sharing between public and private sector organizations on managing performance. Coca-Cola bottlers shared performance management strategies and lessons learned from their implementation experience. Going forward, Coca-Cola bottlers agreed to provide ongoing guidance for MSD HR in developing a new performance management system.

 Background Resources

View the ADP presentation below on the MSD's supply chain skills at baseline.

Watch the video below about how the online academy improves supply chain management.

 Partners' Perspectives

"It was evident that their [MSD] way of managing their performance management routines were not strongly integrated into the system. From that site, it was just seen as a HR scheme. They didn’t have enough drive from other departments. They were doing it for the sake of ticking a box but there was no proper link, in terms of linking it with salaries, what can stick around…So we had various workshops in our office and in their office. We reviewed what they have… We shared our two pronged process for performance management system" 
Coca-Cola Kwanza Official 

Click here to view transcripts of the audio clips.