recriutment and selection- p&g

EXECUTIVE SUMMARY In 1837, William Procter and James Gamble formed a humble but bold new enterprise. What began as a small, family-operated soap and candle company grew and thrived, inspired by P&G's purpose of providing products and services of superior quality and value.Key values are Integrity, Ownership, Passion for Winning, Trust and Leadership. 1 Our company has one of the largest and strongest portfolios of trusted brands, including Pampers, Tide, Ariel, Always, Pantene, Bounty, Pringles, Charmin, Downy, Iams, Crest, Actonel and Olay.

The P&G community consists of over 138,000 employees working in over 80 countries worldwide. Major function of human resource department at proctor and gamble are maximizing human capabilities, maximizing organizational excellence, maximizing engaging, talent supply management and external relation development. P&G prefers to hire employees through its internship programs. The procedure for hiring internees is CV assessment, written test, screening interview, panel/comprehensive interview, an offer letter and finally medical examination, they go through two evaluations during their internship, that is, the mid-term evaluation and a final evaluation. The midterm evaluation deals with the strength and opportunities for the internees whereas a final evaluation deals with the viability of hiring them.

Procter and Gamble has a very intense and serious appraisal system where performance is rewarded. Everyone is accountable for his actions regardless of his job title. Employee satisfaction is highly held in this firm. Procter and Gamble as being a multinational company provides opportunities to their employees to develop their skills so that they can keep in touch to the technological and environmental situations. For this purpose they organize workshops, seminars so to train their employees and encourage them for further studies by giving study allowance.

P&G has a unique human resource management system where it focuses on bringing out the best of its employees through continuous hard work and devotion.

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INTRODUCTION P&G touches and improves the lives of about 4.4 billion people around the world with its portfolio of trusted, quality brands. The Company's leadership brands include Pampers®, Tide®, Ariel®, Always®, Whisper®, Pantene®, Mach3®, Bounty®, Dawn®, Fairy®, Gain®, Pringles®, Charmin®, Downy®, Lenor®, Iams®, Crest®, Oral-B®, Duracell®, Olay®, Head & Shoulders®, Wella®, Gillette®, Braun®, Fusion®, Ace®, Febreze®, and Ambi Pur®. With operations in about 80 countries, P&G brands are available in more than 180 countries worldwide.

P&G is one of the largest and amongst the fastest growing consumer goods companies in India. Established in 1964, P&G India now serves over 650 million consumers across India. Its presence pans across the Beauty & Grooming segment, the Household Care segment as well as the Health & Well Being segment, with trusted brands that are household names across India. These include Vicks, Ariel, Tide, Whisper, Olay, Gillette, Ambipur, Pampers, Pantene, Oral-B, Head & Shoulders, Wella and Duracell. Superior product propositions and technological innovations have enabled P&G to achieve market leadership in a majority of categories it is present in. P&G India is committed to sustainable growth in India, and is currently invested in the country via its five plants and over nine contract manufacturing sites, as well as through the 26,000 jobs it creates directly and indirectly. Our sustainability efforts focus on Environmental Protection as well as Social Responsibility to help develop the communities we operate in.

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P&G operates under three entities in India - two listed entities “Procter & Gamble Hygiene and Health Care Limited” and „Gillette India Limited‟, as well as one 100% subsidiary of the parent company in the U.S. called „Procter & Gamble Home Products‟.

Our Values Integrity     

We always try to do the right thing. We are honest and straightforward with each other. We operate within the letter and spirit of the law. We uphold the values and principles of P&G in every action and decision. We are data-based and intellectually honest in advocating proposals, including, recognizing risks.

Leadership    

We are all leaders in our area of responsibility, with a deep commitment to delivering leadership results. We have a clear vision of where we are going. We focus our resources to achieve leadership objectives and strategies. We develop the capability to deliver our strategies and eliminate organizational barriers.

Ownership  

We accept personal accountability to meet our business needs, improve our systems and help others improve their effectiveness. We all act like owners, treating the Company‟s assets as our own and behaving with the Company‟s long-term success in mind.

Passion for Winning   

We are determined to be the best at doing what matters most. We have a healthy dissatisfaction with the status quo. We have a compelling desire to improve and to win in the marketplace.

Ownership 3

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We respect our P&G colleagues, customers and consumers, and treat them as we want to be treated. We have confidence in each other‟s capabilities and intentions. We believe that people work best when there is a foundation of trust.

HISTORY AND ORIGIN William Procter a candlemaker, and James Gamble, a soapmaker, emigrated from England and Ireland respectively. They settled in Cincinnati initially and met when they married sisters, Olivia and Elizabeth Norris Alexander Norris, their father-in-law, called a meeting in which he persuaded his new sons-in-law to become business partners. On October 31, 1837, as a result of the suggestion, Procter & Gamble was created. In 1858–1859, sales reached $1 million. By this point, approximately 80 employees worked for Procter & Gamble. During the American Civil War, the company won contracts to supply the Union Army with soap and candles. In addition to the increased profits experienced during the war, the military contracts introduced soldiers from all over the country to Procter & Gamble's products. In the 1880s, Procter & Gamble began to market a new product, an inexpensive soap that floats in water. The company called the soap Ivory. William Arnett Procter, William Procter's grandson, began a profit-sharing program for the company's workforce in 1887. By giving the workers a stake in the company, he correctly assumed that they would be less likely to go on strike. The company began to build factories in other locations in the United States because the demand for products had outgrown the capacity of the Cincinnati facilities. The company's leaders began to diversify its products as well and, in 1911, began producing Crisco, a shortening made of vegetable oils rather than animal fats. As radio became more popular in the 1920s and 1930s, the company sponsored a number of radio programs. As a result, these shows often became commonly known as "soap operas."

Procter & Gamble headquarters in Downtown Cincinnati, Ohio 4

The company moved into other countries, both in terms of manufacturing and product sales, becoming an international corporation with its 1930 acquisition of the Thomas Hedley Co., based in Newcastle upon Tyne, England. Procter & Gamble maintained a strong link to the North East of England after this acquisition. Numerous new products and brand names were introduced over time, and Procter & Gamble began branching out into new areas. The company introduced Tide laundry detergent in 1946 and Prell shampoo in 1947. In 1955, Procter & Gamble began selling the first toothpaste to contain fluoride, known as Crest. Branching out once again in 1957, the company purchased Charmin Paper Mills and began manufacturing toilet paper and other paper products. Once again focusing on laundry, Procter & Gamble began making Downy fabric softener in 1960 and Bounce fabric softener sheets in 1972. One of the most revolutionary products to come out on the market was the company's Pampers, first test-marketed in 1961. Prior to this point disposable diapers were not popular, although Johnson & Johnson had developed a product called Chux. Babies always wore cloth diapers, which were leaky and labor intensive to wash. Pampers provided a convenient alternative, albeit at the environmental cost of more waste requiring landfilling. Procter & Gamble acquired a number of other companies that diversified its product line and significantly increased profits. These acquisitions included Folgers Coffee, Norwich Eaton Pharmaceuticals (the makers of Pepto-Bismol), Richardson-Vicks, Noxell (Noxzema), Shulton's Old Spice, Max Factor, and the Iams Company, among others. In 1994, the company made headlines for big losses resulting from leveraged positions in interest rate derivatives, and subsequently sued Bankers Trust for fraud; this placed their management in the unusual position of testifying in court that they had entered into transactions that they were not capable of understanding. In 1996, Procter & Gamble again made headlines when the Food and Drug Administration approved a new product developed by the company, Olestra. Also known by its brand name 'Olean', Olestra is a lower-calorie substitute for fat in cooking potato chips and other snacks. Procter & Gamble has dramatically expanded throughout its history, but its headquarters still remains in Cincinnati. In January 2005 P&G announced an acquisition of Gillette, forming the largest consumer goods company and placing Unilever into second place. This added brands such as Gillette razors, Duracell, Braun, and Oral-B to their stable. The acquisition was approved by the European Union and the Federal Trade Commission, with conditions to a spinoff of certain overlapping brands. P&G agreed to sell its SpinBrush battery-operated electric toothbrush business to Church & Dwight. It also divested Gillette's oral-care toothpaste line, Rembrandt. The deodorant brands Right Guard, Soft & Dri, and Dry Idea were sold to Dial Corporation. The companies officially merged on October 1, 2005. Liquid Paper, and Gillette's stationery division, Paper Mate were sold to Newell Rubbermaid. In 2008, P&G branched into the record business with its sponsorship of Tag Records, as an endorsement for TAG Body Spray. P&G's dominance in many categories of consumer products makes its brand management decisions worthy of study. For example, P&G's corporate strategists must account for the likelihood of one of their products cannibalizing the sales of another. On August 24, 2009, the Ireland-based pharmaceutical company Warner Chilcott announced they had bought P&G's prescription-drug business for $3.1 billion. P&G exited the food business in 2012 when it sold its Pringles snack food business to Kellogg's. The company had previously sold Jif peanut butter and Folgers coffee in separate transactions to Smucker's. 5

Procter and Gamble is a tier one sponsor of the London's Olympic Games 2012 and sponsors 150 Athletes.

OBJECTIVE OF THE STUDY The HR department (HRD) at P&G is a strategic function. The department helps form and implements strategies. The HR function at P&G is not traditional support function but a strategic function. HR sits at the table while making policies, procedures, goals, and strategies. The HR activities are different from the traditional activities for example P&G HR does not take care of the compensation and salaries. The payment of salaries is taken care by the Purchasing department. HR here is a change and development agent and not the Police of the organization. Its functions are very different from the functions of the traditional HR departments and are listed in the figure below:

Maximise Capability

Engaing Organizatio n HRD Functions

Maximising Organizatio nal Excellence

Talent Supply Manageme nt

External Relations Developme nt

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RATIONALE OF THE STUDY WHY PROCTER & GAMBEL? 1) YOUR DEVELOPMENT In our 'build from within' culture, where we recruit and grow future leaders of the organization, our people and their development are number one priority. We do everything we possibly can, to provide top - class learning and development and ignite your potential through;    

Real world projects and great responsibility as of day 1 Opportunity to work in multi functional, international, even global teams Continuous coaching and support from your managers during on the job training Personalized training programs with world class training opportunities - on the job, functional, corporate -soft skill- trainings  A great training culture developed as a result of 170 years' heritage: 62 globally designed training programs to develop your skill set, delivered by 50 internal P&G managers and thousands of e-learning at your fingertips  Regular performance evaluations to help you perform at your peak and determine your development needs

"Join us and discover your opportunity"

2) YOUR CAREER Our build-from-within culture offers you new & exciting career opportunities while you touch and make a difference in the lives of worlds consumers, every day you come to work.

What will be your career at P&G like? 

Enjoy real job responsibilities & leadership as of day 1 that will increase & ignite your potential over time  Have different, rich & aspiring roles and responsibilities at each level of your career path  Rotating assignments within your function in 2-3 years will grow and diversify your skills, on the route for top levels 7

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Different career experiences such as international career or short term (broadening) assignment in a different function will broaden your business vision  You will receive continuous support and guidance to shape and grow your career path

This is what we call: "Build from within" We hire people to join P&G only in entry level positions and these same people progress into our most senior positions. We definitely do not recruit any mid level managers.Consider that; people that hold for all of our senior positions, even our next CEO are already in the company. 3) WORKING ENVIRONMENT Every desk in P&G is a help desk

If you want to be a part of a young and dynamic team, P&G can be an exciting choice for you with about 500 employees at average age of early 30s. We believe working in open offices fosters the collaborative working environment at P&G. Therefore every employee, even our general manager, works in an open cubic desk. Members of P&G family at all levels are reachable and ready to help whenever you need. 4) FLEXIBLE WORK SCHEDULES At P&G, we believe in creating a culture that focuses on 'what & how you do" rather that "where & when you do". To further enhance your work-life effectiveness, we provide you various options for a more flexible work environment. That will give you greater choice and control over how, when and where you work to meet your personal needs as well as the business demands. Here are some of your alternatives...    

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Flexible Work Schedules: Our normal working hours are 08:00-17:00. This arrangement allows you to establish your own schedules such as 7:00-16:00 or 9:00-18:00. Less Than Full Time: You may ask to work less than a full-time schedule for some valid personal needs at different times in your career. Fewer days per week or fewer hours per day. Working at Home: This arrangement provides you the flexibility to regularly conduct up to 50% of your work from home as long as business needs allow. Personal Leave of Absence: You can take up to 3 months off after completion of at least 1 assignment at P&G, usually 2-3 years after joining the company. Subsequently, you can request it every 7 years. Location Free Roles: This arrangement allows you to have new roles and responsibilities, which can be performed from any P&G location, irrespective of where the business unit is located.

Wellbeing P&G cares the long term wellbeing of employees, as people are our most important assets. We believe energy is a critical resource, much more critical than time. 8

Personal energy in all dimensions- physical, emotional, mental and spiritual is the key to achieve high performance. For this reason, we focus on enabling "Healthy Life Style", "Healthy Nutrition" and "Healthy Work Environment" for our employees through our trainings, programs and pilates/gym lessons. We have trained most of the our organization via Corporate Athlete programs and conducted many organizational and work place projects for personal wellbeing of our employees.

The interests of the company and the individual are inseparable. This is the reason why P&G employees can choose from several alternatives to meet the needs of the business while taking into account their personal needs and desire

5) P&G SOCIAL AND CHARITY CLUBS P&G supports work life effectiveness of employees by company funded social and charity clubs. At these clubs, you may have the chance of improving your own lives with social activities, as well as others' lives with the social conscience. You may develop new skills by attending courses such as skiing, diving, photography, history art or socialize with your colleagues at special occasions such as movie nights, tournaments. You will see the team spirit at P&G not only at business teams but also while collaborating during corporately participated sport games or charity organizations to improve children's lives...

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DATA ANAYSIS QUESTIONS ASKED IN THE 1ST INTERVIEW ROUND      

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Can you tell me a time when you've overcome a problem in a professional environment to reach success? Tell me about a time you have successfully led a team in the past. What skills do you think you can bring to Procter & Gamble? What is your greatest achievement? Tell me about a time when you had to make an important decision and how did it turn out? Describe a situation in which you effectively developed a solution to a problem by combining different perspectives or approaches. (This is a favourite, was asked in both first and second interviews.) Tell me about a time when you had to resolve a conflict with a client, customer, or user. Tell me about a time when you took a big risk, and how you mitigated it. Tell us about a time when you worked with a team to tackle a problem. Tell me about a time when you had to take the initiative to solve a problem. Tell me about a time when you had to teach or training somebody, how you did it and how it turned out. Tell me about a time when you influenced other people and why. Tell me about a time when you had to adjust yourself. Describe a situation where you manage to solve a problem with limited resources. QUESTIONS ASKED IN THE 2ND INTERVIEW ROUND

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Can you tell me about a complex problem that you solved? Describe the process you utilized. Tell me about a time when you had to make a split second decision. Tell me about a time when you set a goal and weren‟t able to meet or achieve it. Give me an example of a time when you used your expertise to solve a problem. Tell me about a time when you responded to constructive criticism. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Describe a time when you were able to come up with a new idea that became the success of some activity or project.

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RECRUITMENT AND SELECTION Prior to starting the actual process of recruitment and selection the HR department of P&G undergoes a systematic procedure of determining the organizational demands for employees by identifying the job, tasks and responsibilities, skills and qualifications required for each job.

Functions: 1. Job Structing & Definition: Job structuring begins when a need arises in a certain department. This need is approved and sent it to the HR department, which after studying the requirement again starts the recruitment & selection process.

2. Job Description: It is a written statement that explains duties, working conditions and other aspects of specified jobs. It defines the job in terms of its content and scope. Although the format can vary, the job description may include information on job duties and responsibilities.

P&G takes due care that their employees are well aware of their responsibilities and duties by keeping a constant check on their performance. It also takes care to provide its employees the best working conditions, which was apparent from the fact that during there survey it was found that the atmosphere was tranquil and highly professional where every manager has his own workstation and every employee has his own desk.

Job description at P&G, however, is not pre-structured but is prepared with the joint consultation of the Human resources manager, the department head and the applicant himself. This description is then matched and adjusted accordingly with that prepared by the parent company. Though highly

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formalized, yet P&G Displays flexibility in this respect by allowing its employees full participation in setting goals and objectives.

3. Job Specifications: Job specification describes the job demand on the employees as to what are the human skills that are required for the different jobs. These requirements include experience, training, education and the ability to meet physical and mental demands. Job specification is summarized and known as a Benchmark at P&G. Benchmark is based upon different positions. All the biota and resumes are weighed on this.

4. Job Standards Job standards are benchmarks against which employee performance is measured. It also serves, as the goals the employees are required to meet. As the goal setting at P&G is done by the employees‟ participation there is a high level of motivation and there is seldom a person who performs below par. P&G boasts of its standards always being met by its employees.

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RECRUITMENT PHILOSOPHY 'Our success is because of our people. We attract and recruit top talents in the world' Over the years, P&G has been recognized as one of the most innovative and professional companies in terms of the recruiting practices. We are one of the very first to:   

develop a patented, scoreable online application form create the multi-function school team campus concept recognize the importance of a paperless, web-based recruiting structure

Our recruitment philosophy is based on three principles: 1. Built from within: Everyone has an equal opportunity to succeed, fresh gradutes come in as entry level managers at the same level and progress throughout the organization. We consider ourselves a development company because our managers train their replacements every day, through on-the-job, formal classroom and web-based training. 2.Recruit the Best: We aim to attract and recruit finest people in the world. We continually develop ways to extend our reach to bring a truly diverse mix of students to the company each year. 3.Power of People: P&G people are our greatest assets and recruiting is critical to our success, so we take it seriously. Our recruiting organization:    

Expects results Measures performance Never lets the status quo dictate what we will do Develops and uses creative tools to find and identify the most qualified candidates

Our process takes time and commitment, but we believe we owe it to people to really get to know them, understand their capabilities and give them a chance to know us as well. 'If you leave us our money, our buildings and our brands, but take away our people, the Company will fail. But if you take away our money, our buildings and our brands, but leave us our people, we

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can rebuild the whole thing in a decade.' --Richard Deupree, P&G CEO, 1947

RECRUITMENT PROCESS

Step 1: Check Vacancies and Apply     

Select the position Click the "Apply online" button Complete the general questions in the application form Attach your resume to the application form (for more information about 'How to prepare resume', "click."') You will receive a confirmation e-mail regarding your application.

Step 2: Assessment   

Provided with a link to the "Online Assessment" right after submitting your application. The test provides us with the information about your competencies and interest areas. Either start immediately or send it to your e-mail to answer in 48 hours. If you pass the online assessment, you will receive an invitation to take the "Reasoning Test".

Reasoning Test consists of quantitative and verbal questions and lasts about 65 minutes. 14

Step 3: Initial Interview In the Initial Interview, our interviewers will ask you about your past experiences and accomplishments to learn more about your talents and capabilities.

Step 4: Final Interview If you become successful in our Initial Interview, you will be invited for the Final Interview. At this step, you will be interviewed with at least three interviewers, where we go into greater detail about your competencies based on success drivers. After completing the final interview step, you could be extended a job offer to join P&G.

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RECRUITMENT TIPS We offer amazing career opportunities to the candidates who have completed our comprehesive and challenging recruitment process designed to ensure long term success at P&G. Here you can find some tips to help you throughout your recruitment process: A - HOW TO PREPARE A RESUME B - GET PREPARED FOR REASONING TEST C - GET PREPARED FOR INTERVIEWS

A well designed resume will determine the first impression about you. Therefore, we highly recommend you to spend quality time on preparing a resume that gives the most important information about yourself. The aim of preparing resume: A well prepared resume is a summary, explaining who you are, your skills, knowledge and what you aim. If a resume is not prepared and presented powerful enough, it could not compete with the other candidates‟ resumes and achieve the goal. The main purpose of a resume is to catch a call from your interested company to interview. How should be a well-prepared resume look like? The required information that should be in the resume of new graduates are as follows: Personal Information: Name, surname, address, phone number, e-mail address, and birth date etc. Career goals: Describe your career goals concisely as well as your desired job.

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Education: Describe your education background; beginning with the last one, your studies and information about additional educational programs if any. Job and Internship experiences: Mention job/internship experiences (such as project/periodic experiences); beginning with the last one, your responsibilities and your achievements. Skills related to job: Include your technical and non-technical skills and knowledge that you consider as important. Software and language skills, technical knowledge and competencies may be added in this section.

Extra curricular activities / Leadership positions: Provide information about interested areas, rewards, extra curricular activities such as student club membership and any leadership positions The most important factors for P&G in recruitment process: The tools we use in recruitment process (Online Assessment – Reasoning Test – Interviews), are designed to evaluate the future performance of candidates and select the best candidate. The most important criteria to screen candidates‟ resume for P&G are as follows: University: Since English skills are a necessity at all positions in P&G, studying in universities with English education is one of the most important criteria. Extracurricular Activities: Our interviews are competency and behavioral based interviews and intended to learn and analyze past experiences of candidates. The candidates, who have taken roles in extra curricular activities, may have more opportunities to improve various skills such as leadership, innovative thinking, collaboration, which are important for P&G. We highly recommend mentioning them in your resume. Internship and part time job experiences: The candidates, who have internship and part time job experience, may have chance to improve business related skills. Hence it is important to clearly mention about these experience. International Experiences (Exchange Program): Describing international experience in a resume is also an important issue. Such kind of an experience play important role in improving change management and team work skills. Grade Point Average (GPA): We do not find any correlation of GPA and success at P&G, so we do not take the GPA into consideration.

Reasoning Test gives us information about your analytical abilities and competencies, therefore, you should seriosly think on the questions and answer them seriously. You can find a Reasoning Test Sample and answer key to get prepared for the test. 17

Test sample: http://www.pg.com.tr/procter/Turkish_Practice_Reasoning_Test_7.8.08.pdf Answer key: http://www.pg.com.tr/procter/Answer_Sheet-Practice_ReasoningTest-7.9.08.pdf

The interviews are about getting to know each other. In interviews, we ask you some behavioral based questions about your past experience, testing our corporate Success Drivers to better understand your talents and capabilities. You can find detailed information about our Success Drivers in What we look for? section. Here are some sample questions asked in our interviews. If you want to answer the below questions in a structured way, you can follow the below sequence:

1. 2. 3. 4.

What was the situation? What was your action? What was the result? Give an example about a time when you (sorted through complex set of data), weighed risks & rewards of various options before making a recommendation on a course of action. 5. Give an example about a time when others used you as a resource because of your expertise? 6. Can you think of a time when you thought „there has to be a better way of doing this‟ and you came up with an improvement to an existing idea or process that made it significantly better? 7. Provide an example about a time when you were able to step into a group, take charge, get support, and bring about excellent results. 8. Tell me about a time you were able to develop and maintain productive relations with others even though they may have had differing points of view. 9. Give an example about a time when you made a special effort to help someone learn to be more effective. 10. Tell me about a time when you couldn‟t solve a long-standing problem until you gained input from third party. 11. Provide an example about a time when you had to be more flexible than usual because of a change that was going on around you. Describe this situation. How did you handle the situation? 12. Give an example about a time when you had to balance many competing priorities and did so successfully.

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SELECTION Recruitment and Selection is performed very strategically at P&G. There are two broad levels of employees at P&G: a) A&Ts (assistant and technicians): These are people who sit for the Q&T test b) Management Employees: These are people who sit for the Global Problem solving or GPST test. The figure below shows the steps involved in the recruitment and selection process for A&Ts and Management Employees. The recruitment and selection process for the A&Ts and management employees is similar except for the Online Assessment. After the CV assessment or PST test the management candidates have to clear the Online Assessment before the screening interview.

P&G Recruitment and Selection Process

Organizational Goals and Strategy

CV ASSESSMENT

PST & Q&T TEST

Online Assessment for Management Candidates SCREENING INTERVIEW

PANEL/COMPREHENSIVE INTERVIEW

OFFER

MEDICAL EXAMINATION

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SELECTION PROCESS Selection steps at P&G: 1.Application 2.Assessment 3.Initial Interview 4.Final Interview 5.Your offer and your future

What P& G look for? "We hire the PERSON, not the position." At P&G, sure, every job has certain individual qualifications, but we‟d much rather focus on the special character and unique qualities of each person. That‟s why, our advantage that's hardest to duplicate is P&G people. During the entire recruitment process, we're looking for how you relate to, compare with and connect to our Success Drivers.

The Power of Minds This is our ability, grounded in genuine respect for P&G competitors, to out-think, out-invent and out-play the best competitors over time for to create better value for our consumers. This speaks to our collective intelligence, our ability to create for profit and competitive advantage and our ability to become masters of our businesses, organizations and professions. Therefore we want you to display an infinite curiosity, be eager to create, with a healthy disregard for conventional thinking, to explore your profession and the world around you and apply all of these abilities to move your business forward.

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The Power of People This is the competitive advantage that our people and people-systems create when they work together. It's the power of one and the value of all. This speaks to creating an environment that fully leverages our talents. We value your ability to discover and appreciate the differences around you and constructively apply these insights to business problems or solutions with a great leadership. Employees respect each other, creating an environment of trust where everybody feels free to contribute at his or her own best.

The Power of Ability This is our ability to be fast, flexible, responsive and versatile in a complex and rapidly changing business environment. We create competitive advantage when we are tuned into the world around us, when we truly understand our customers, consumers, stakeholders, competitors and employees, and when we apply this knowledge to build the business and the organization. This is about your ability to meet change head-on and to be rigorous in your execution. This is how you can help us transform ourselves quickly to win in the marketplace!

At the core of this model is our Purpose, our Values and our Principles (PVP). PVP is first about integrity and character. It's about building trust by being open, honest, straightforward and candid with each other, our customers, consumers and business partners. We do what we say, and we say what we mean. This is what sets P&G and P&G people apart. Combined, these characteristics are our Success Drivers, the competencies that define how our people succeed in today's business environment. They are the characteristics of how we measure performance in the Company, the basis for our development and career systems, and the uniqueness we will look for in you: the attitudes and behaviors that further build your and our success.

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MAJOR INTAKES INTERSHIP PROGRAMS P&G prefers to hire employees through its internship programs. The procedure for hiring internees is the same one as mentioned in the figure; however, they go through two evaluations during their internship, that is, the mid-term evaluation and a final evaluation. The mid-term evaluation deals with the strength and opportunities for the internees whereas a final evaluation deals with the viability of hiring them. Interesting Facts:

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P&G have no CGPA recruitment P&G Practices fast development P&G follows proactive approach to meet future HR Needs P&G at current level of recruitments are for at least 2 years later P&G HR & Brand makes them successful. P&G during current recession was able to recruit 50 new employees.

RETAINING EMPLOYEES P&G is involved in selective hiring and its HR department assesses the needs of the organization in advance. Each employee is a part of a team and they try hard to retain their employees. Its selective hiring process enables the organization to hire enough employees so that it can sustain them through the different business cycles.

TYPES OF SELECTION DEVICE Selection at P&G involves following distinctive processes. A candidate must clear all levels of selection process to be hired at P&G.    

Written test Online evaluation Screening Interview Panel interview.

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Selection is the process of assessing the candidates by various means and making a choice followed by an offer of employment. This process consists of the following steps. Initial screening is done by the written test taken by P&G. The applicants who qualify are then called for interview. An interview with the HR Manager, the department head and finally by a panel of executives.

SOURCES OF APPLICANTS A. Internal Sources: P&G is well known of being conservative and this can be justified by the fact that they try their best to fill in any vacancies that crop up by first scanning their current employees for the required qualifications and experience. According to the Human Resources Manager they prefer to go internally because

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It is considerably less costly than external recruiting. A present employee is more likely to stay at P&G than an external candidate. The people already working for P&G are well aware of its culture and employee demands and thus provides a better understanding for their work. The organizational policy of promoting from within enhances the employees‟ morale, organizational commitment and job satisfaction.

B. Job Rotation Once the recruits are identified they are put on a job rotation in the organization. C. External Recruiting Channels: At P&G external recruiting is the last option. In case a need arises for external recruitment they meet it discreetly. When enquired on this issue the HR Manager said that they do not prefer external recruitment because it may have a negative impact on the work group, cohesion and morale. Although advertising is an effective tool, yet P&G does not advertise. They create awareness by following methods:  

P&G HR News Letter P&G stays in touch with Employment Placement Officers at Universities

D. Walk-ins: Another common and effective methods of external recruitment are walk-ins and write-ins. These methods are quite informal and provide the applicant an opportunity to sell himself/herself to the organization. This method is very appreciated at P&G because it too gives them the chance to hire fresh, vigilant, determined and confident work force for entry-level jobs.

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E. Internships: Another channel of external recruitment is internships. These internships facilitate market exposure for fresh graduates. P&G provides these recruits with an extensive learning program where they are taught how to handle dealings in the corporate world and hence mould them into their culture. These recruits are evaluated after their internship period is over and these appraisals are filed. Whenever external filling is required these interns are their first option to the P&G.

Interesting Facts: Initially P&G hired recruits only from IBA and LUMS but now they are outreaching for more institutions like CBM, SZBAIST and AMI etc for diversification.

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RECOMMENDATIONS We know that career development means a sequence of position held during his or her lifetime. Procter and Gamble as being a multinational company provides opportunities to their employees to develop their skills so that they can keep in touch to the technological and environmental situations. For this purpose they organize workshops, seminars so to train their employees and encourage them for further studies by giving study allowance. They do not discriminate at any level. Opportunities are open for every individual to develop themselves and they help their employees for this purpose.

FINDINGS SWOT ANALYSIS OF P &G Human Resource Department

Strengths

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Highly competitive Extremely strong goodwill Financial stability Highly organized framework Low employee turnover rate Working is a great learning experience Weaknesses

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Does not advertise Conservative attitude Low preference for external recruitment Opportunities 25



External recruitment can be effective

Threats

 

Can lose out good applicants as they do not advertise Intakes only at fresh graduates are risky

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CONCLUSION P&G is a Learning Organization to some extent as it focuses on enhancing its systems (including people) to continually increase the organization's capacity for performance. P&G has built a strong foundation for consistent sustainable growth, with clear strategies and room to grow in each strategic focus area, core strengths in the competencies that matter most in the industry, and a unique organizational structure that leverages P&G strengths. Its HR department has evolved since the organization‟s inception and it now empowers employees to choose their mentor on their own from any part of the organization worldwide through their intranet. This helps to even resolve any issue regarding similar problems faced by employees in different parts of the world. Out of the three M’s i.e. Man, Money & Machine, probably the human dimension is of the utmost importance. Hiring employees is not the sole objective rather the primary goal is to devise a tool that can help the organization attract, maintain, retain and motivate them enough to give their best to the organization. Recruitment & Selection is therefore the first step towards success. Better the quality of the employees better the performance of the company. An organization‟s ability to meet the recruitment & selection challenges provides an opportunity to make significant contribution to the company. With better quality people executing the company‟s operations the HR department can create a competitive advantage for the company. In light of the research conducted by our team members we have concluded that P&G is an extremely formal, organized, dedicated and quality conscious organization. It has very formalized structure for the recruitment and selection of employees. The working experience for recruits at P&G is a learning process. It believes in internal recruitment, which helps them maintain a consistent workforce. The turnover rate is about less than 5% that is favorable for the company. P&G has a unique human resource management system where it focuses on bringing out the best of its employees through continuous hard work and devotion. Finally, P&G must take into account the grapevine system of the organization (if any) and continuously try to reduce any organizational politics which would be against the interests of the company.

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BIBLIOGRAPHY

The findings of this report have been gathered through:     

Interviews of P&G Human Resource Department personnel P&G website (www.pg.com) P&G Pakistan(www.pg.com.pk) Wikipedia Google search engine

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