Submitted To:

Pavan Kumar Balivada

Submitted By:
Anjali Agarwal - 201912055
Tanmay Murugkar - 201912119
Parnika Tandon - 201912078
Shashank Shekhar - 201912088
Divyank Khandelwal - 201912061
Company History
The Procter & Gamble Company (P&G) is an American multinational consumer
goods corporation headquartered in Cincinnati, Ohio, founded in 1837 by William
Procter and James Gamble. It specializes in a wide range of personal
health/consumer health, and personal care and hygiene products. Before the sale
of Pringles to Kellogg's, its product portfolio also included foods, snacks, and
beverages.
What began as a small family-run candle and soap business, grew through
innovation, creative marketing and partnerships to become the largest consumer
goods company in the world.
Procter & Gamble Co. provides branded consumer packaged goods to its
consumers around the world. Its products are sold primarily through mass
merchandisers, grocery stores, membership club stores, drug stores, high
frequency stores, and neighborhood stores which serve many consumers in
developing markets. The company also intends to expand its presence in other
channels, including department stores, perfumeries, pharmacies, salons and e-
commerce. It operates through the following segments: Beauty, Grooming, Health
Care, Fabric Care & Home Care and Baby Care & Family Care. The Beauty segment
is comprised of cosmetics, female antiperspirant and deodorant, female personal
cleansing, female shave care, hair care, hair color, hair styling, prestige products,
salon professional and skin care products. This segment sells its products under
the brands Head & Shoulders, Olay, Pantene, and Wella. The Grooming segment
sells its products under the brands Braun, Fusion, Gillette, and Mach3. The Health
Care segment consists of feminine care, gastrointestinal, incontinence, rapid
diagnostics, respiratory, toothbrush, toothpaste, water filtration and other oral
care products. This segment sells its products under the brands Always, Crest, and
Oral-B. The Fabric Care & Home Care segment offers laundry additives, air care,
batteries, dish care, fabric enhancers, laundry detergents and surface care
products. This segment sells its products under the brands Ace, Ariel, Dawn,
Downy, Duracell, Gain, Tide, and Febreze. The Baby Care & Family Care segment
offers baby wipes, diapers, paper towels, tissues and toilet papers. This segment
sells its products under the brands Bounty, Charmin, and Pampers.
P&G India
With over 7.4 billion people on the planet—and over 5 billion of them in 180
countries use P&G products. P&G is one of the largest and among the fastest-
growing consumer goods companies in India, serving over 650 million consumers
with trusted brands. These include Vicks, Ariel, Tide, Whisper, Olay, Gillette,
Ambipure, Pampers, Pantene, Oral-B, Head & Shoulders and Wella.
HR at P&G
HR is not just a support function at P&G, it’s a strategic team that has the charge
of company’s future overlooks, and they make policies, procedures, goals and
strategies when sit at table. The uniqueness in HR here is that it is not responsible
for compensations and salaries. It’s very interesting to know such fact, thus it
indicates how much HR at P&G is concerned about the company’s growth. It
cannot be denied that what P&G has become now would have never been
possible without HR department’s strategic views, details about HR are
mentioned below.
INTRODUCTION TO P&G HR DEPARTMENT
The Human Resource Management department is the key department in the
organizational chart that plays the vital role in the success of the company. It
performs the main function of organizations like the recruitment of employment,
training and development, planning, developing their capacity, utilizing,
maintaining, compensating their service and providing the direction. The
structure of the HRM department in the Procter & Gamble is Global not the local
one, because it operates in the different countries of the world. This can be
attained by generating interdependencies within the human resource community
across the company. A group of ten teams actively works on the different area of
the HRM activity like Human Resource Planning, Recruitment and Selection,
Training and Development, Performance Management and Appraisal. The values
of HR department are the partnerships with business leaders, by driving change
and managing transformation through the ability to create and manage culture by
the management of HR practices of HR systems with excellence through personal
credibility and influence of individuals and groups.
Human resources at P&G is considered as the utmost importance by being an
integral part as one of the 3 pillars of P&G values.
HR PLANNING
The HR planning within P&G is done by the different departments and business
units separately both for external and internal 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. The “job
analysis‟ is based on the success drivers.
Fundamental of all HR systems in P&G.
 PURPOSE
 VALUES
 PRINCIPLES
Nine specific behaviors organized under three basic ideas that describe the
competitive advantage created by P&G People.

Recruitment and Selection

P&G has unique Human resource strategies e.g. “promote from within”
philosophy which means that people are recruited at the entry level and then
through strong training, development, continuous coaching and mentoring
people are promoted within the company to the highest levels. Any company’s
performance is driven primarily by Its people and similarly for P&G by it’s top or
amongst the top performance has been driven by Its strong, highly capable
people. P&G is often called as company for leader due to ex-P&G people being
CEO’s of companies like Boeing, ebay, GE etc.
HIRING PROCESS:
During the entire hiring process, we are looking to see how you relate to,
compare with and connect to the following:
1. The Power of Minds
2. The Power of People
3. The Power of Agility
Our Purpose, our Values, our Principles (PVP)
At P&G, it’s about integrity and character. It’s about building trust by being open,
honest, straightforward and candid with each other customers, consumers and
business partners. Combined these characteristics are the Success Drivers, the
competencies that define how employees of P&G succeed in today’s business
environment.
 The Power of Minds: This is the ability to out-think, out-invent and out-
play the best competitors over time for the benefit of consumers. P&G
looks at the applicants to display infinite curiosity and be eager to create –
this desire helps form the ideas that will move the business forward.
 The Power of People: This is the competitive advantage that P&G‟s people
and people-systems create when they work together. P&G strive to create
an environment that fully leverages the individual talents for the value of
all.
 The Power of Agility: This is P&G‟s ability to be fast, flexible, responsive
and versatile in complex and rapidly changing business environment. This is
to be ready to meet change head on and to be rigorous in employee’s
execution.
TALENT SOURCING

SELECTION PROCESS:
1. Application:
a. People can search and apply for jobs as well as learn more about
P&G and its employees at www.experiencePG.com. Once the
application is submitted there will be further contact regarding
successive steps.
2. Assessment:
a. P&G uses online assessments to measure skills and accomplishments
that generally do not emerge from interviews. These assessments are
critical as they help determine if it is equally beneficial for the
candidate to continue through the hiring process.
3. types of Assessment:
a) Success Drivers Assessment (Online): Assesses the candidate’s
background, experiences, interests, and work-related attitudes and
measures his/her compatibility against P&G competencies for
defining successful job performance.
b) Reasoning Screen (Online): Depending on the desired position the
candidate has to complete the Reasoning Screen. The Reasoning
Screen measures cognitive ability. This is important because the
nature of our work is complex and continually changing.
 c) Reasoning Test (In Person): Depending on the desired position
candidate will be asked to complete our paper-and-pencil Reasoning
Test. The test is delivered on campus or as a part of your final
interview. This test measures your reasoning skills using numerical,
logic-based & figural reasoning type questions.
4. Initial Interview: P&G uses behavioral-based interviews to get to know the
real nature of the candidate. It would be a two-way communication.
5. Final Interview: In addition to more behavioral -based interviews, at this
stage company goes into greater detail about skills and capabilities. Taking
place either on campus or on-site at P&G, it’s also the opportunity to get a
more in-depth understanding of the company’s unique culture, values and
endless opportunities.
6. Offer: The offer gives an opportunity to grow alongside highly talented
people, facing new and exciting challenges, and touch and improve the lives
of the world’s consumers every day.

PERFORMANCE MANAGEMENT:
P&G’s core to the performance appraisal is “Work and Development plan”
(W&DP) system that P&G has globally across all functions. Superiors were
encouraged to train and help in the development of their subordinates.
Work and Development Planning System (W&DP).
The W&DP had four components –
1. Previous years plan versus the results
2. Areas for further growth and development
3. Near-term and long-term career interests
4. Development and training plan for the year ahead.
The W&DPs were reviewed annually and updated regularly. In addition to the
formal review and updates of the W&DPs, superiors were encouraged to
supplement the program with informal, ongoing coaching. Key components in the
system are W&DP, Rating, Salary Planning and Assignment Planning/Promotion in
addition to actual training development and review. Based on the individual’s
past year’s performance, he/she is assessed and his/her contributions to the
business in W&DP will be the base for Rating and Salary planning.
Performance Appraisal:
The first step in performance appraisal is defining the job & with W&DP the
employee and his/her immediate superior agrees on the work and development
plan for the year ahead, which defines clearly the actions together with deadlines
i.e. defining the job. In terms of performance appraisal this W&DP document is
reviewed on a quarterly basis to monitor the performance. Employee’s
performance is finally evaluated on the basis of their share in overall productivity
of the firm.
These all things help top-management in keeping check-and-balance of
performance of workers. On the basis of which, P&G reward their employees; this
includes increment in salary, bonuses, extra fringe benefits, and performance
appraisals through other financial rewards as well. 
The performance appraisal is done using Forced Distribution method in which
feedback is collected by using 360-degree feedback method. P&G use ratings to
assess contributions relative to others at job level, in order to manage
compensation and career progression competitively based on performance.

TRAINING AND DEVELOPMENT:

P&G has a very strong training and development plan as P&G’s culture is to build
from within. P&G in every function has a combination of “on the job” training
from the very first day together with the function specific “in-company” or
“external off the job” training. P&G has powerful tools and systems in place like
“Global Career and Skill development system” that keeps track of the all the
trainings happening across all functions globally together with the online
enrolment possibility. Every employee needs to go through annually a “Work and
Development plan” review with higher level managers and “training and
development” is a vital section in this working document.
TRAININGS IN P&G:
Training makes employees feel the importance and sense of ownership in the
company. P&G is concerned about employees so it's organized formal as well as
informal training for employees. At P&G they use 70:20:10 model of training that
is described below:
70:20:10 MODEL:
This model states that people learn about job required tasks by trainings in a
proportion that, 70% is done by job experience, 20% from relationship with
others, and 10% from other training material. So, most of the trainings are
designed by keeping this model in considerations and approaches are linked with
this model. P&G conducts 92 training programs per year for local employees to
offer their employees to get additional exposure to various parts of business by
taking advantage from company’s promote- from-within approaches. Some
general training that is being conducted in P&G are described below:
1) LEADERSHIP DEVELOPMENT TRAINING:
P&G is trying to create diversity in the organization, because P&G believe in
philosophy that “Diversity is the second name of creativity”. It is a training
through which P&G’s employees are taught to think diverse as well as to maintain
and develop relations with the people who belong to different cultures. In this
training employees are not taught by any coach, but they automatically gain
insights and goals of this training are achieved. It helps employees stay well
interconnected. Employees in P&G are trained by using technology and IT
equipment; they are trained in gaining job insights, developing team building
skills, to learn about IT equipment, and to have understanding about company’s
goals.
Leadership in P&G:
Leaders set the direction for employees, so that employees using their talents and
competencies do the job in a right way. P&G has done it in a very impressive way
that is the reason that P&G is ranked on first among Best companies for
leadership by chief executive magazines. P&G is receiving this award third time in
a row due to maintaining good leadership over employees and due to struggles
that it has done for improving employees’ skills by formal and informal trainings.
P&G is providing training to its employees, not only to improve their skills and
capabilities but also to provide them job insights and understanding of company’s
goals.
2) TRAINING FOR SUPPLIERS:
P&G gave training to suppliers to ensure that they are protecting the information
of company by understanding the requirements and take it as their personal
responsibilities. Each supplier designed their own training course for their
employees. The employee training course makes sure that every employee is
well- informed and trained them on annually basis, so that all supplier employees
must have information and skill to protect P&G information.

3) TRAINING FOR NEGOTIATION SKILLS:

To improve the negotiation skills of their employees they gave training with the
help of CBI (consensus Building Institute). In 2000 March the sales of P&G were
declining because employees were facing challenges in agreements with suppliers
or sales partners. So P&G realize that after research and development that there
is a problem with negotiation. After realizing, company started to give training to
their employees, which increase their negotiation capacity.
4) FINANCE TEAM TRAINING:
P&G provides training to employees to perform extraordinary in financial analysis
and to create financial professionals within its own corporate culture. P&G Global
finance manager says training is necessary to increase or polish the skills which
are satisfying the uniqueness of the company. By providing the training it is easy
for P&G Company to move a person in any finance job role whenever there is
need of job rotation.
5) P&G DRIVER TRAINING:
At P&G drivers are trained about LGV/ HGV driving courses. They had made a
team of drivers whether these are being trained for new career or due to the
company’s requirement. The aim is to make trainees a professional driver.
Trainees are guided on every step and are also told about safety and security rule
of driving.
6) P&G TECHNICAL TRAINING:
 This training is for P&G technical staff and it offers research training for the
development of fundamental knowledge on biotechnology material of basic
chemicals in detergent. P&G is a pioneer in developing new technologies and
innovations in consumer product categories that improve the health and well-
being of consumers worldwide, through the application of leading-edge science
and technology and a deep understanding of consumer needs.
7) FOOD SAFETY TRAINING:
P&G also arranges food safety programs and trainings for employees. Experts are
appointed from HACCP training. HACCP stands for hazard analysis and critical
control points. This is a preventative food safety system in which every step,
manufacturing, storing, and distributing food product is analyzed for
microbiological chemical hazards.
BASIC PURPOSES OF CONDUCTING TRAININGS:
 Learn job required skills:
Training is done to teach employees about the skills that are required for
any job. P&G conduct training to match employee’s specifications with the
job requirement along with their long-term planning.
 Career development:
Career Development is the lifelong process of managing learning, work,
leisure, and transitions in order to move toward a personally determined
and evolving preferred future. P&G is enabling employees to get to know,
and improve their skills for personal as well as for company’s development.
P&G sets some standards for the employees and these are trained to
achieve those standards by improving existing and new skills, behavior,
attitude, knowledge and understandings.
 To ensure that Personal Values match with organizational culture:
As employees come from different cities. They have different background
and culture. Even P&G appreciates diversity within company. That is the
reason that P&G is operating in over 80 countries and managing it very
proper, so employees are trained and told about different cultures. So that
there would not be any biasness or discrimination among employees. In
such trainings organizational goals and values are told very clearly.
 To reduce cost of hiring:
 P&G prefers to maintain existing employees than hiring new one. Because
high turnover of employees does not depict a good cultural image of
business. When employees get understanding of the company’s culture,
values. So, P&G believes that it’s better to keep them and train them for
new skills required for the job, rather than laying off them and hiring new
employees. It would be costly to arrange orientations and new employee
will take time to understand the culture of company.
 Succession planning:
It helps employees to be eligible for changing roles in the organization. To
get settled in the organization and also for transferring the culture to new
generation employees onwards. Because culture is the identity of the
organization.

TRAINING METHODS
Basically, there are two approaches for training and development.
1) On-the-job-approach
2) Off-the-job-approach

1) ON THE JOB APPROACH: Under this approach employees are trained in the
spot while working Trainers consciously train employees on the job or employees
observe their work and get trained. This method is less costly because training is
provided on the job, in same working conditions, on the same machines that they
have to use. In on the job training some of the commonly used methods that P&G
uses are:
Job Instruction Training: P&G mostly use this method of training, because it saves
time. Without such training employees would run here and there to help that
means late work hours and uncompleted projects. For P&G employees are core
strength so every new employee is trained and told about work and company.
Job instruction training is provided by following procedure:
a) Trainees are prepared by having an overview of the job for which they are
hired. In this step training purpose is told along with desired results.
b) In this step, trainers note the trainee’s skills and capabilities they possess. Jobs
requirements are told to trainees to make them realize the training needs.
c) Trainers provide trainees a room to recognize their potential by explaining jobs
in detail and consequences of well-done work.
d) This step is known as follow up. Trainees get feedback and help from trainers.
And some learning material or instructions are given to trainees.
Job rotations: Boredom is a state or condition of being dissatisfied of one’s
current conditions or work. P&G realizes that when employees lack interests,
boredom increases. So, they used job rotation technique to train employees. In
this technique trainees are given different activities and tasks of various
structures and departments in a sequence over the period, to prevent boredom.
Because, as boredom decreases, interest increases so as a result goals would be
achieved. There are three purposes for which job rotation is being used in P&G:
 To make a person well informed about different jobs: As, people get
information about different jobs. They become aware about each
and every task or activity that may help to pursue P&G’s long-term
goals. Or that may deviate from achieving those goals.
 To alleviate boredom Because boredom creates inefficiency in work
that means longer working hours. So, job rotation helps top alleviate
boredom, so that work could be done efficiently.
 To develop rapport: employees are intended to be in harmony or
sympathetic relation with each other so that they know and learn
from each other.
Coaching: P&G appoint peoples as coach to train the trainee, so that his
performance gets improved. Mostly it is a conversation-based session. In P&G,
learners are asked to hire a coach, with whom they may feel comfortable.
Coaches teach to improve skills, abilities and boost performance of the workers.
They are told about the step and sequence of tasks in the job. They get a detailed
understanding about goals and objectives. Coaches teach individuals in a way so
that there would be a balance between fulfilling organizational goals and while
keeping consideration of personal development needs of.
2) OFF THE JOB APPROACH: Sometimes while teaching the employees, there
occurs the risk of disturbance in actual job, so sometimes off the job approach is
used. Employees are trained at a place where there is the same environment as
an actual job. Employees get trained there and then work on actual jobs.
a) Action Learning: This is a training that is especially used to improve
employee’s decision-making skills. Employees are given the problems and
asked to solve problems within a time period. They are kept under
monitoring, but are encouraged to apply any solution that comes into their
mind. This is not done on a job so there are less chances of any loss, and
employees get confidence on their decision. This ultimately results in
greater efficiency for P&G.
b) Seminars: This is mostly used training in P&G. It is used at the start of each
training method. Trainees are prepared and told the importance of training.
Trainees are motivated and a lecturer is appointed. P&G appoints
inspirational lecturers that can grab attention of trainees so that trainees
can learn more because this is a verbal based training. So main focus is
lecturer should be motivational enough to make trainees learn more.
Seminar subject varies from teaching about interpersonal, information
technology, or technical topics to specific field related topics like marketing,
sales, and financing. This training is done in training centers of P&G or in
outside training programs.
c) Web Based Training: This is an internet-based training or we can say virtual
learning training. Web conference, web seminars or video learning is done
in this web-based training, employees are gathered and sessions are
conducted to make them know about skills or methods for doing a job,
employees are told about the organization’s policies and other information
is delivered in this training. This is mostly done when lecturer or trainer is
far away and can’t come to P&G training centers. So web trainings are
arranged.