Human Learning resource Management At P And G Business Essay

Introduction - Describe P&G and somehow show that HR of the company is vital and has been the primary reason in the making the company successful. Describe - HRM topline Theory and add P&G part in the idea. . In every theory - end with finish by demonstrating how P&G's model is making that successful or delivering results

What is Man Resource Management

What is Strategic HRM

Why it's important and its own main functions and objectives

Objectives of HRM

Activities of HR

1. Recruitment and selection



Recruitment strategies

Select the best person for the job- right person approach

Culture fit model

Flexibile person approach

Which model is utilized by P&G and how it works for this.

Selection Process

Web centered recruitment

How will P&G recruits. P&G recruits at first level and promotes internally which works for P&G

What insurance policies make P&G Hr so effective

Equal opportunity employer


Common recruitement plans and procedures

Policy implemented by P&G

Overall bottom line of P&G's HR and how it has been successful. Could be indirectly as SWOT

Recommendation for HR

1. Introduction

Procter & Gamble is the world's biggest consumer good company and among the largest companies along with world amongst industries (Forbes annual accounts). The gross annual current sales is approx $80 Billion with 300 brands in it's profile between which 23 brands own an annual sales greater than $1 Billion. P&G has 138000 employees operating in almost across the globe and is a strong performer since it started 170 years back. P&G operates in multiple consumers good establishments including detergents, shampoos, perfumes, soaps, skin care, beauty products etc. P&G has a huge and diverse stock portfolio of products whereby 3 billion times every day P&G brands touches the lives of folks surrounding the world.

P&G has a fairly unique Human learning resource strategies e. g. "promote from within" philosophy means that folks are recruited at the basic level and then through strong training, development, continuous training and mentoring people are marketed within the business to the highest levels. This P&G way is rather unusual as a large number of other companies are focused on hiring experienced people by any means levels within the business. Because of the previously listed reasons, P&G has been picked as the business to be examined for HRM evaluation.

Any company's performance is powered mainly by it's people and in the same way for P&G's it's top or between the top performance has been powered by it's strong, highly in a position people. Although training, coaching and experience is vital to HRM in virtually any company but the original step of getting the right expertise i. e. recruitment and collection of the people who have right attitude, features and skills is the first and foremost step in this 'Chain of HRM'. P&G is categorised as as 'company for leaders' anticipated to ex-P&G people being CEO's of companies like Boeing, ebay, GE, Microsoft etc.

2. Human Learning resource Management

Human Resources Management (HRM) is proper and consistent method of the management of an organisation. It is a function within an organisation that focuses on recruitment of, management of, and providing the path for individuals working in the organisation. The individuals working in the organisation separately and collectively contribute toward the achievements of the aim of the business enterprise. In simple words we can say that HRM is approximately employing people, producing their capacity, utilizing, and maintaining and compensating their services in tune with the job and organisational requirements.

HR has developed to Strategic individual resource management means formulating and executing human resource insurance policies and methods that produce the employee competencies and behaviours the business must achieve its tactical aims. (Dessler, 2008, page 13)

HR is the backbone of any company. Its main function is not to recruit people but there are many functions that happen to be performed by HR such as

As a Service supplier: Hr functions as a service agency for an organisation where its main activities are to recruit new people, provide trainings and other development opportunities.

As a Regulator: It also works as a regulator where HR tasks is to create the base guidelines which Managers have to check out in order to control there subordinates when it comes to company guidelines such as Pay, advertising, performance appraisals and other company procedures.

As an Advisor: In addition, it serves as an Advisor to advice on HR strategies required by the organisation.

As a big change agent: It is also responsible for devising the insurance policies which assists with moving the company forward by taking car of its employees and investing in people and the controlling the changes.

HRM at P&G

Human resources at P&G is known as at the most importance with being an integral part among the 3 pillars of P&G ideals. P&G has a global HRM structure alternatively local one.

In P&G, one of the priorities for HR at global level is to build up HR capability. That is being achieved by creating interdependencies within the HR community across the company. A superior network of ten communities of practice, each concentrating on a different region of HRM activity (such as remuneration or worker relationships) has been set up. These neighborhoods are international, and are resulting in less difference between countries in HRM procedures due to the collaborative characteristics of coverage development and implementation.

P&G's Values

In P&G, the HR quest is the catalyst for 'unleashing the ability' of the tactical human being capital of the corporation, and is the principal drivers for linking the business's strategic business course with firm and individual capability.

The P&G HR function is more a strategic HR function that accomplishes this through high leverage leadership and practical mastery in the management of

1) Partnerships with Business Leaders;

2) By Traveling Change and Managing Transformation;

3) Through The capability to Create and Manage Culture;

4) With the Management of HR Methods/Delivery of HR Systems with Brilliance;

5) Through Personal Credibility and Influence of people and Groupings.

Roles and Competencies at P&G

[Balady, H P&G HR, 2008]

The above model from P&G HR clearly describes the roles and competencies of into 4 areas as 'Strategic target', 'Operational emphasis', 'functions' and 'people', all build around PVP's of the company. The key part in understanding of this model is the specific emphasis that P&G HR offers into different jobs within HR. e. g. the value of driving change and taking care of transformation to be always a 'change agent' in driving a car 'strategic concentration'.

3. Activities of HR

Human Resource Planning

Recruitment and Selection

Training and Development

Performance Management and Appraisal

P&G Success Motorists and PVP's

In terms of activities of HR - it is vital to comprehend the P&G 'success motorists' and 'Goal, Values and Principles' (PVP). The P&G 'success individuals' together with P&G's PVP's are the main part of P&G's overall HR model in all the HR activities across all organizations, functions, areas globally.

Throughout the hiring process P&G is looking for behaviours that show these competencies for success at P&G, these are called as P&G's Success Motorists.

Power of P&G Heads: This is the capacity to out-think, out-invent and out-play the best rivals as time passes for the advantage of consumers. P&G talks about the applicants to display infinite curiosity and become eager to create - this desire helps form the ideas that will move the business forward.

Power of P&G People: This is actually the competitive edge that P&G's people and people-systems create when they work together. P&G strive to create an environment that completely leverages the individual talents for the value of all.

Power of P&G Agility: This is P&G's potential to be fast, versatile, responsive and adaptable in complex and rapidly changing business environment. This is to be ready to meet change at once and to be rigorous in employees execution.

At the core of this model is P&G's PVP. It's about integrity and identity, about building trust when you are open, uncomplicated and candid with one another, our consumers and business lovers.

1. Human Resources Planning

"The systematic examination of the company's resources, the structure of any forecast of its future manpower need from this base, with special concentration on the effective use of manpower at both these periods and planning essential to ensure that the manpower supply will match the forecast necessity. "

"Human Source Planning is the "process of inspecting an organisation's real human learning resource needs under changing condition and producing the activities required to satisfy these needs"

It comprises of three main activities to be performed:

Human reference requirement

Forecasting of future states

Developing plans of actions

Importance of Human Source of information Planning:

It is important to ensure that the company has the right people, at the right place, at the right time with the right skills & tools and experience and on the right job as well.

To obtain and retain the best experienced along with finest quality and most successful people for an organisation.

To make best use of Employees talent

To anticipate human resource utilization

Tools of Human resource planning:

Job Research: "The task of deciding the responsibilities and skills required of a job and some sort of one who should be appointed for it"

"The procedure of obtaining information about jobs"

Job Information: "A set of job responsibilities, responsibility, reporting romantic relationship, working condition and supervisory responsibility"

What the employee does

How the staff member does it

Why the staff member does it

What standard of performance will be likely as normal

In what condition the task has to be carried out

Job Specification: "A list of jobs human necessity that is, the requisite education, skills, personality"

HR Planning at P&G

The HR planning within P&G is done by the various departments, business units and MDO's separately both for exterior and internal needs. In terms of P&G hiring culture it hires folks from bottom level and then promote people from within therefore P&G has significant internal vacancies too other than exterior vacancies. P&G has a solid coverage of job rotation where people focus on projects and then move onto next project or more in their profession enabling these to get diverse experience and grow skills and capabilities. This approach boosts the level of HR planning activity within P&G significantly.

As P&G hires the folks externally from foundation level and has a worldwide approach to overall HR activities including 'the kind of people P&G searches for globally' therefore at P&G the 'job evaluation' and job 'standard' are pretty standard as the job description differs in one function to other (e. g Marketing, sales). This is noticeable on the P&G global career (www. pgcarrers. com) website while contrasting a job placing from Marketing to purchasing. Internally too this process is adopted. The 'job research' is mainly defined round the success motorists.

2. Recruitment and Selection

Recruitment can be an organisational activity that aims at "mind hunting and stimulating potential prospect to use for past and foreseen vacancies. "

Thus, recruitment intents to influence the number and the type of applicant for a certain vacancy.

Whereas the procedure of recruiting aims at increasing the quantity of candidates, the purpose of short listing is to lessen this amount by choosing the prospect who best satisfies the criteria of the offered vacancy.

Factors impacting on recruitment

The following will be the 2 important factors affecting Recruitment:-

1) Internal Factors: Recruiting insurance plan, Brief and part-time employees, Recruitment of local individuals, Engagement of the company in HRP, Company's size, Cost of recruitment, Company's development and expansion

2) Exterior Factors: Supply and Demand factors, Unemployment Rate, Labour-market conditions, Politics and legal things to consider, Sociable factors, Economic factors, Technological factors

Figure 2: Factor effecting Recruitment

[Source: www. hrmguide. com]

Recruitment and Selection at P&G

P&G is one of the major multinationals on the globe with operations in 80 countries with a present-day labor force of 138, 000. P&G has been undertaking perfectly and growing constantly over the years especially since the year 2000. The business's performance is linked to it's expansion and for that reason need to more human resources.

Altogether, P&G's internal structure, expansion strategies and strong reputation has recognized it being truly a global magnet between the accomplished HR pool globally and helped to balance the external factors well.

'Nearly a half-million people apply for P&G jobs each year. We hire less than 1%. We draw in top talent because of P&G's reputation as a great company for market leaders, and we identify the best people by utilizing a proven recruiting process that measures intelligence, assesses identity and leadership, and predicts success at P&G. '[P&G CEO - Total annual report 2009]

Sources of Recruitment:

Internal source: Advertising, Transfers, Employee recommendations, Upgrading, Retried and Retrenched Employee

External resources: Campus Recruitment, Advert, Job exchange, Private job searching firms, Executive Recruiters, Sites, Unsolicited Applicants

Selection: This means whittling down the applicant pool utilizing the verification tool, Test, Assessments centres and checking out references. The goal of selection process is to choose most suitable applicant who meets the requirement of the job in an company best. In order to meet the company goal we have to assess the applicant in terms old, qualification, skills, experiences etc. Selection is usually a series of hurdles or steps. Each you have to clear successfully before applicant proceed to the next phase.

Figure 3: Process of selection

[Source: www. hrmguide. com]

P&G has the culture of 'built from within' where the recruitment and selection is done at the base level of management or associate. For the base level recruitment most employees start through 3 ways - Job Academy, Internship or immediate regular role.

With 'job academy' P&G organizes training seminars specific to functions where candidates can apply and take part in a couple of days event and could be picked through the end of the seminar. With internships - candidates obtain a few months short-term assignment where the applicant is the chance to assess company before it allows the role and P&G can examine the candidate's suitability. With full time roles candidates obtain the chance to get employment directly for a complete time role at 'entrance or bottom level' generally with a probationary period to meet the requirements. All this recruitment has a recruitment and selection process with modest differences.

Step 1: All P&G applications are applied online through P&G professions website for a specific vacancy

Step 2: Conclusion of the online diagnosis - Success Drivers Assessment (67 multiple choice questions, no time limit) as well as 'Diagrammatic test' (15 questions, takes approximately. half an hour).

Step 3: Take Reasoning test at P&G offices -Diagrammatic, logic-based and numerical content - 40 questions, 65 minutes

Step 4: Interviews - At P&G offices - Typically two rounds of interviews.

Step 5: Hiring decision

P&G hires people in several functions including Marketing, Sales, Tactical purchasing, R&D, Anatomist, Manufacturing and although the job information are different for every role but P&G's hiring model is basically predicated on it's 'Success Individuals' and ' Goal, Values and Ideas (PVP)'. However strong the capability, experience and qualifications of the candidate is - the success individuals and 'PVP's are the most crucial criterias after which a applicant is judged.

3. Training and Development

Training: "Planned activities for an company to increase job knowledge and skills or even to modify the attitude and social behaviour of its member in ways constant with the goals of the organisation and the requirement of the work"

A organized formulation of training program which qualifies employees to identify not only the difficult environmental issues but also the ultimate way to treat them. It's important for the empowerment of the work make to be recognised as an essential factor for planning and maintenance of environmental management tactics in organisation

Purpose of Training:

In an organisation there may be variety of purposes for Training such as

Induction: That is an introductory training which is provided to a person to become familiar with the physical and ethnic situation where he or she will be expected to operate.

Skill acquisition: The main aim of this is to implant and develop new skills and abilities in an person. It is not easy for every company to recruit people who are already been trained in required skills.

Skill development: It really is provided to update a individuals knowledge or skills at any stage in his profession or wheneve a big change occurs in a work place which makes it necessary. Because of a growing rate in technology the necessity for skill development is becoming more repeated.

Increasing inspiration: It is required so that the individual could work as per the mandatory patterns and specifications of the organisation. It helps the individual to know very well what they are anticipated to do at the job and why they are expected to do it in a certain way.

Attitude change: It really is one of the most difficult to accomplish through training. This type of training is provided in conjuction with team building and inspiration development excercises. It is used to specify the attitude that the staff choose or develop in relation to the organisation and there work within.

Team-building: In team-building exercises it helps the given individual to realise the aims of the company without itseld being capable of delivering the whole result.

Types of Training:

There are three places where training can take place

In-company, on-the-job

In-company on-the-job includes teaching and training by professionals and team leaders at the table. It's the best way to build up and practice specific managerial, team leading, specialized, selling and other careers required by the company.

In-company, off-the-job

In-company off-the-job training can be provided in special training areas or centres which includes specific training equipements and staff for the same. It is the best way to acquire advanced skills which must learn about the business techniques and products.

External, off-the-job

It is useful for the introduction of certain skills such as team-leading, managerial and other complex and public knowledge. Exterior trainings can provide quality of instructions that it could be uneconomical to provide internally.

Development : It means to prepare people to perform work hard beyond that which currently engages them also to accept tasks 'greater than they now have' It may also be defined as 'concerning acquisition of broader knowledge and skills'

Difference between Training and Development




Generally short one -to three-hours session

Generally long two -to three-days sessions


On-siteplant, office, laboratory or Category rooms

Off -site education centres, resorts, motel, university


Lower management and supervision

Middle level and upper level management


Specific skills, task, usually job Centered

General knowledge, theories appropriate to wide range of application


Emphasis on taking action

Emphasis on knowledge deposition and process activities

Training and Development at P&G

P&G has a very strong training and development plan as P&G's culture is to 'build from within', this means an organization that is not hiring the expertise at higher level must get have a very strong training and development intend to keep the organization updated otherwise the business will fail.

P&G in every function has a combination of 'on the job' training from the very first day alongside the function specific 'in-company' or 'exterior off of the job' training.

In an interview with Mr. Vineet Garg - Older Purchasing Director: He get's 'on the work training' from the 1st day as well as 8-10 'In-company off of the job' and 2-3 'exterior off of the job' trainings each year on the average.

P&G has powerful tools and systems set up like 'Global Profession and Skill development system' that monitors the all the trainings going on across all functions internationally together with the online enrolment probability. Every employee must go through each year a 'Work and Development plan' review with more impressive range managers and 'training and development' is a vital section in this working file. P&G has a combo of general business trainings accessible to all or any functions and trainings specific to the function and role. Most key trainings are described at the organization HR level to obtain standard process across the global.

Success Individuals.

4. Performance Management and Appraisal

Performance management is an activity that unites goal setting techniques, performance appraisal and development into an individual common system whose goal is to ensure that the employee's performance is aiding the company's strategic seeks. The feature that distinguishes performance management is the fact it explicitly steps the employees's training, standards-setting, appraisal and feedback relative to how his / her performance should be and is also contributing to obtaining the business's goals.

Why Performance Appraisal is so important?

Performance appraisal is important anticipated to number of reasons that are as follows

Performance appraisal is important in order to appraise the staff for its pay and advertising decesions.

Its is very important to translate employer's proper goals into specific employee's goals which can only just be reviewed occasionally by performance appraisal.

It provides and possibility to the manager and the subordinate to develop a plan for correcting any deficiencies and to reinforce the items the subordinate will right.

Performance appraisal is very useful for job planning process. It provides an opportunity to review employee's career plan in the light of his / her advantages and weaknesses.

Steps in Performance Appraisal

Performance appraisal process contains three steps

Defining the work: In this process the manager and subordinate would agree on his / her duties and job specifications.

Appraising Performance: Looking at the subordinates genuine performance to the expectations that have been established by using some type of Score form or method.

Feedback Lessons: Here the performance and improvement is talked about and strategies area made for any development which is necessary.

Methods of Performance Appraisal

There are other ways where performance appraisal can be done. The various techniques which are being used in a variety of organisations are as follows

Graphic Rating Scale Method

Alternation Ranking Method

Paired Assessment Method

Forced Distribution Method

Annual Confidential Report

Critical Occurrence Method

Narrative forms

Behaviorally Anchored Rating Scales

Management by Objectives

Performance Appraisal Techniques found in P&G

P&G's key to the performance appraisal is work the 'Work and Development plan' (W&DP) system that P&G has internationally across all organizations, functions etc.

In conditions of the 1st step steps in performance appraisal i. e. 'Determining the job' - with W&DP the employee and his/her one level up supervisor and 2 level up administrator agrees on the work and development arrange for the year ahead, which defines plainly the actions together with deadlines i. e. 'defining the job'.

In terms of 'Appraisal performance' this W&DP report is review on the quarterly basis to screen/track the performance. The performance appraisal is performed using Forced Circulation method where feedback is gathered by using 360-degree opinions method.

P&G use ratings to examine contributions in accordance with others at job level, to be able to manage settlement and career development based on the company's principles, the following

- Praise competitively

- Pay back for performance

- Support the business

For these ratings P&G uses required distribution method, in this technique various percentages are assigned to several performance categories. The helpings in each category need not be symmetrical. In Procter and Gamble the most notable 5%, middle 90% and underlying part 5% method can be used to rate the employees in various categories.

Forced syndication methods tend to be more unforgiving than almost every other appraisal methods. With a forced distribution system you are either in the very best 5% thus getting an 'A' rating or you compromise in the centre 90% with a 'B' rank or you are in underneath 5% with a 'C' ranking and needs improvement.


Altogether with the critical analysis of P&G HR especially into its organizational success scheduled to recruitment & selection, training & development, performance management & appraisal is delivering a competitive advantage to P&G.

The above approach is perfectly mirrored in the analyzed HRM activities of P&G. One of the key to successes for just about any large multinational is to drive simplification to control any business aspect in the company at global level. In cases like this the simplification is intended for the HR activities, guidelines etc. P&G has shown an outstanding example a true global 'HR', which drives significant simplicity and useful management of HR through well defined global policies, operations and techniques. This standardized approach also provides company the competitive advantage in conditions of multiple areas like moving people around, driving a car common mentality and appointment organizational goals.

The most important One of the critics or arguments could be around the insurance policy of recruitment i. e. 'build from within' plan where in fact the company restricts itself from acquiring the 'experienced' ability from the marketplace, which could often look critical in keeping before competition. Infact with P&G it is working in the other path where P&G experienced people are working as the minds to various multinationals, while no examples on P&G part. Due to control this insurance policy (or strategy) - P&G needs to put significant attempts in 'retention' and 'training and development'. On the positive part - this plan is an extremely strong motivational aspect for the employees as generally employees won't see their bosses from what have been their competition companies before.

The overall conclusion is supported by the results we see from the performance of P&G motivated by the HR of the company.


I would not recommend P&G to change its strategy, training progarm is strong, no of people are high, External real estate agents, P&G has been market leader coming up with new things, balance between strategy successful, drive point is strong, results are good, compared to beginning the new methodology, P&G might lose a few of the huge benefits, specific culture of built from within, P&G policy is very demanding,

Culture of P&G is different from other industry, most the companies have no restriction in hiring experienced graduates at any level such as Unilever, Henkel, Reckitt Benckiser

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