Mission: Delight the World's Beer Drinkers
I have been working at MillerCoors full-time (More than 8 years)
Until this year I was very happy to work at this company.
I felt that they had the best interest of their employee's at heart.
Then after reviewing the effects of leadership decisions, it is obvious they don't.
They offered a VSP voluntary severance program to their employee's in a cost savings effort which looks good and shows they don't just want to lay a large number of people off.
On closer review, though it directly pushed down one of the companies key metrics for the year, free cash flow.
This is coupled with the missed goals for profit and volume.
The company had record profits in Q3 that could have been driven into price promotions to drive up the volume... They were not. Two more missed goals
Three of 4 missed goals, the company fails itself on goals for the year.
Then... they tell all of their employee's to fail themselves on their individual goals because the company failed.
Company incentive program included a company portion and personal.
The company performance is already factored into personal performance but now they want to ding you twice.
The Senior Leadership Team has spent a lot of time assessing our 2018 performance. And although we’ve had several bright spots we can all be proud of, the reality is we’ve also had a number of misses that negatively impacted our performance. Whether those misses were out of our control, like a weaker-than-predicted industry, or of our own doing, such as supply issues and brand plans that didn’t deliver, they all took a significant toll on our results. It’s clear that in spite of our best efforts we did not meet expectations this year.
As such, the SLT has assigned an overall rating of 2 – or Developing Performance – to our business.
Remember that regardless of our individual role, we all have accountability for selling beer. So as we head into year-end reviews, each and every one of us must take accountability for where we missed and have meaningful conversations about what we can do differently to improve our performance next year.
Moreover, it’s important to keep in mind that employee ratings should generally reflect the company rating. Therefore, with the company rated a 2, we expect many functions, teams, and employees will also be rated a 2 based on goals that didn’t deliver the desired result or impact. This includes employees who may or may not have goals tied to volume or financial metrics.
While our performance rating may be discouraging, we know it’s not for lack of hard work or commitment to getting MillerCoors on the path to growth. Given the implications the company performance will have on the MillerCoors Incentive Plan (MCIP) payout, the SLT has decided we are not going to let the company performance further impact the possibility for merit increases.
So different from the past, leaders and people managers will have full flexibility to award employees who are rated 2 with merit above the threshold normally allocated for that rating, if warranted, based on both the “what” and the “how” of their performance.
I know we’re all disappointed that we fell short of our goals for this year, and I’m encouraged by the confidence and drive I see from people across the organization to improve our trajectory in 2019. We’ve learned a lot about what works and what doesn’t this year, and we’re applying those lessons. We’re doubling down on Coors Light’s position as “The World’s Most Refreshing Beer” with a new campaign breaking in the coming weeks. Miller Lite is going bolder in everything it does so it can take share in total beer. We’re significantly upping our game in above premium by doubling our investment in Blue Moon, and establishing Peroni as the next big European import. We’re going to double our Sol and Arnold Palmer Spiked business and triple our Henry’s Hard Sparkling business. And we think we have a hit with Cape Line.
I am exceptionally proud of the passion and perseverance of this team and I am excited about what I know is a bright future ahead. Thanks for your continued commitment as we work together to get our business back on track.
Advice to Management
Stop patronizing your employee's
Don't set unrealistic expectations for your company then fault your employee's when you miss them.
Stop lying to yourselves
Remove Gavin as CEO
I applied through an employee referral. The process took 2+ weeks. I interviewed at MillerCoors (Chicago, IL (US)) in June-2009.
I had an initial phone call with the recruiter, and then later the recruiter invited me back for a phone screen interview.
The phone screen interview consisted of several behavioral questions.
At the time, it wasn't clear whether the jobs were going to be open because the marketing function was moving from CO and WI to Chicago, and no one knew who would end up moving or not. Therefore the interviewer was looking to build a base of pre-screened candidates should an opening come up.
I got the impressoin that there was a lot of local talent in Chicago due to the recent Kraft layoffs and that local talent was strongly preferred. I did interview for a specific position or team, although I have heard since then that usually you interview for a specific position.
The recruiter made it clear that the company was in a time of flux with the merger and that the transition might be bumpy.