P&g Human Resources

Human resources at P&G is considered at the utmost importance with being an integral part as one of the 3 pillars of P&G values. P&G has a global HRM structure rather than local one.

In P&G, one of the priorities for HR at global level is to develop HR capability. This is being achieved by creating interdependencies within the HR community across the company. A sophisticated network of ten communities of practice, each focusing on a different area of HRM activity (such as remuneration or employee relations) has been established. These communities are international, and are resulting in less difference between countries in HRM policies due to the collaborative nature of policy development and implementation.

ACTIVITIES OF HR AT P&G:

1. Human Resources Planning: The HR planning within P&G is done by the different departments and business units separately both for internal and external needs. In terms of P&G hiring culture it hires people from base level and then promote people from within therefore P&G has significant internal vacancies too other than external vacancies. P&G has a strong policy of job rotation where people work on assignments and then move onto next assignment or higher in their career enabling them to get diverse experience and grow skills and capabilities. This approach increases the level of HR planning activity within P&G significantly.

2. Recruitment and Selection: P&G is one of the largest multinationals in the world with operations in 80 countries with a current workforce of 138,000. P&G has been performing very well and growing consistently over the years especially since the year 2000. The company’s performance is linked to its expansion and therefore there is a need for more human resources.

Altogether, P&G’s internal structure, expansion plans and strong reputation has supported it being a global magnet amongst the talented HR pool globally and helped to balance the external factors well.

Nearly a half-million people apply for P&G jobs every year. P&G hires less than 1%. It attracts top talent because of its reputation as a great company for leaders, and it identifies the best applicants by using a proven recruiting process that measures intelligence, assesses character and leadership, and predicts success at P&G.

3. Training and Development: P&G has a very strong training and development plan as its culture is to build from “within”, which means an organization that is not hiring the talent at higher level needs to have a very strong training and development