P&G’s purpose is to provide branded products and services of superior quality and value that improve the lives of the world’s consumers. P&G values their employees through leadership, ownership, integrity, passion for winning, and trust. P&G entices and recruits best people in the world, builds their organization by promoting and rewarding from within, and believes that their employees will always be the most important asset. P&G has many principles such as (1) showing respect to all individuals, (2) valuing differences, (3) inspiring and enabling employees to achieve high expectations, standards, and challenging goals, (4) valuing personal mastery, (5) believing that all individuals can and want to contribute to their fullest potential, (6) …show more content…
P&G has a global HRM structure rather than a local one. 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. P&G’s hiring process includes seeing how a person would relate to, compare with, and connect to the following: (1) The power of the minds. P&G looks at applicants with the ability to out-think, out-invent, and out-play the best competitors over time for the benefits of the consumer. P&G wants to hire candidates that are eager to create and exhibit limitless curiosity. These desires for more creative and innovative ideas will help P&G with their future business. (2) The power of people. P&G strives to build an environment that develops the individual talents for the value of all. This allows P&G to have the competitive advantage because of the “collaboration and development of self and others” (Da Silva-Powell, 2014), and (3) The power of agility. P&G can be fast, flexible, responsive, and versatile in complex and a rapidly changing business environment. P&G wants to be proactive and be ready to meet changes in the business environment head on and be diligent in employee …show more content…
P&G has in place strong tool and systems like global career and skill development system that keeps track of all the trainings across the company together with the online enrollment possibility. Every employee at P&G goes through an annual work and development plan review with higher level managers. Performance Management Superiors at P&G are encouraged to train and help in the development of their subordinates. P&G’s performance appraisals are based on the Work and Development plan (W&DP) that P&G has globally across all functions. The W&PD has four components: (1) Previous year’s plan versus the results, (2) Areas for further growth and development, (3) Near-term and long-term career interests, and (4) Development and training plan for the next year. Performance Appraisal P&G uses the W&DP in giving performance appraisals. The employee and his immediate superior agree on the work and development plan for the next year. The W&DP document is reviewed on a quarterly basis to monitor the employee’s performance. In order to manage compensation and career progression competitively based on performance, P&G uses ratings to assess employees relative to another employee at the same job
General Motors is a long established corporation, which has had a profound affect on the American people and the American economy. The corporation has prided themselves on producing automobiles at the lowest cost, while remaining a style leader of the industry. Bankruptcy with a government buy out in 2009 caused reorganization, a battle to transform, reinventing a new GM corporate culture. In 2014, Generals Motors topped the list as one of the nine most damaged brands. What caused General Motors to get such a tarnished reputation, was it a scandal-laden culture and mismanagement, putting profit over safety with massive cover-ups, or a combination of both?
Rausch, T. (2006). P&G marketer: Branding a challenge in a cluttered world. Lima News, The (OH),
P&G was founded in 1837 by William Procter and James Gamble as a maker of soaps and candles. P&G was known in Corporate America as a company to be admired and imitated. In addition, it was envied for its profitability as well as strong brand name. P&G has a long standing reputation as having life long employees. This dedication and loyalty by P&G's employees created the notion that outside sources were unwelcome and all products and ideas must come from within, however, this is not the way of the future.
Procter and Gamble (P&G) and Colgate-Palmolive (C-P) are two of the largest consumer goods company in the world and have been in the industry since the 80s. The companies manufacture and market fast moving consumer goods (FMCG) such as household products, personal care and hygiene, targeting at various segments of consumers. Among the brands carried by P&G are Downy, Olay, Tide, Clairol and Bounty. Popular brands under C-P are Palmolive, Kleenex, and Colgate.
There is an array of key components and factors involved in making an organization a successful business. One of those elements consists on evaluating employee’s performance; this sole component is critical in determining how effective is the organization’s productivity and which are the necessary steps to ensure proper functioning. “The performance appraisal may be one of the few times during the year where an employee and the reviewer, typically the employee's supervisor, can sit down and have a lengthy face-to-face discussion about all aspects of the job” (Joseph, 2016). Employees’ performance assessment serves as an instrument to gather important information as to which areas of the job description are being performed according to standards
Performance related pay is a financial reward given to employees whose work is considered to have reached a required standard or is above average. “PRP criteria can relate to the individual employee, to work groups or to the organization as a whole” (Armstrong, 2002). It is fair to provide people with financial rewards as a means of paying them according to their contribution (Armstrong 1993:86). The primary purpose of performance related pay in any organization is to recruit, retain and motivate the workforce. It also helps in focusing employees’ minds on particular goals (Protsik, 1966); communicate to employees an organization’s core values, and change the culture of that organization (Kessler and Purcell, 1991).
Before Lafley took over for Jager, P&G was stretched to the max, haplessly wasting away resources and opportunities with an overcomplicated business strategy. P&G was raising prices on their best selling brands to cover for missed sales and high production costs for new brands that failed to be a successful [Lafley, 2003]. They had hired too many employees and were involved in several investments that were unprofitable. P&G had not had a hit product since the launch of ALWAYS feminine products in the 1980’s and each additional product flop only stretched their recourses thinner and thinner. Costs were high and moral low with employees not afraid to voice their lacking confidence with P&G’s leadership and direction. Subsidiaries were blaming corporate for their missed earnings and visa versa [Lafley, 2003]. Strategies between the brands at P&G clashed and each were out to safe guard their own interests. The prices of their consumer products were too high while the company failed to deliver customer satisfaction. These factors distracted them from what had originally made them successful – being an industry leader in innovation (Markels, 2006).
First, the concept of multinational HR management will be outlined, followed by the discussion of the P&G case.
Needs Analysis. The first step in any training program is determining, if any what is needed in the organization. (Aamondt, M. 2012). Obviously, in Pal’s environment there was room for improvement and training would be required. A popular distinction in what training may contribute is made in the four-level model of Kirkpatrick (1998). This model distinguishes; (1) reaction criteria that represent attitudinal and affective responses to the training; (2) learning criteria, learning outcomes of the training without reference to the performance for which the training was meant; (3) behavioral criteria, actual on-the-job performance; and (4) results criteria, distal and macro criteria that relate to productivity and p...
The curve can accommodate only a few people at the top. For this, during performance appraisal, relative appraisal mechanisms are employed, wherein an employees’ performance is benchmarked against that of a group of people. When performance appraisals for an employee are done with respect to a group’s performance, biases can be formed about the group’s dominant behavioral characteristic and the employee’s assessment could be calibrated with respect to that
Whether the users of Google engaged in conduct that give rise to the pleaded representations and any significance should be placed on the choice of medium.
P&G is an international and famous consumer goods founded in United States by Williams Procter and James Gamble both from the United Kingdom since 1837 about 177 years ago. P&G manufactures diversified range of product such as personal care, cleaning items, beauty product, pets food, drugs, & other beverages. Their products are sold in more than 180 countries around the world through grocery and departmental stores and retailers. They are also among the world’s most profitable consumer product company, with highest amount of sales. Their products are recognized in most part of the world. Their company have an organizational strategy to touch the live of its employees which is the major strength and competitive advantage of the company.
P&G also entered into the Singapore manufacturing industry through a Greenfield venture. The 6,500-sq.-meter-fragrance manufacturing plant was built within a seven month period and it was a multi-million dollar project for P&G (Moneycontrol.com, 2008). This wholly owned subsidiary allows the company to have control over their intellectual property concerning how to manufacture perfumes for their cleaning products and bathing products. According to Proctor and Gamble’s Group President of Asia, Deb Henretta, Singapore was a natural choice to build a perfume plant, since the country focuses on creating an innovative business-friendly environment that is supported with a strong infrastructure (Economic Development Board, 2008).
For example, the employees that are rated as a 1 or 3 will get more attention in development than say the 70% of employees who are ranked a 2, or middle performance. This is due to the fact the top performers make up a smaller number of employees and the managers will likely keep developing the top performers to achieve a higher standard of excellence. Also, the bottom 10% of employees will have more time spent on them trying to develop skills to achieve goals. Theoretically, the bottom 10% of employees should be placed on a development plan to help guide the employee and supervisor on how to achieve specified goals. However, if an employee development plan has been worked through by both the employee and supervisor and there has been no improvement in productivity, an organization may choose to cut the losses and terminate or let the employee go.
The performance method can be used to evaluate the effectiveness of employee at work through performance appraisals