Wipro started as a vegetable oil company in 1947 from an old mill founded by Azim Premji's father.

When his father died in 1966, Azim, a graduate in Electrical Engineering from Stanford University, took on the leadership of the company at the age 21. He repositioned it and transformed Wipro (Western India Vegetable Products Ltd) into a consumer goods company that produced hydrogenated cooking oils/fat company, laundry soap, wax and tin containers and later set up Wipro Fluid Power to manufacture hydraulic and pneumatic cylinders in 1975. At that time, it was valued at $2 million. In 1977, when IBM was asked to leave India, Wipro entered the information technology sector.

In 1979, Wipro began developing its own computers and in 1981, started selling the finished product. This was the first in a string of products that would make Wipro one of India's first computer makers. The company licensed technology from Sentinel Computers in the United States and began building India's first mini-computers. Wipro hired managers who were computer savvy, and strong on business experience. In 1980 Wipro moved in software development and started developing customized software packages for their hardware customers. This expanded their IT business and subsequently invented the first Indian 8086 chip.

Since 1992, Wipro began to grow its roots off shore in United States and by 2000 Wipro Ltd ADRs were listed on the New York Stock Exchange. With over 25 years in the Information Technology business, Wipro Technologies is the largest outsourced R & D Services provider and one of the pioneers in the remote delivery of IT services. Being a global provider of consulting, IT Services, outsourced R&D, infrastructure outsourcing and business process services, we deliver technology-driven business solutions that meet the strategic objectives of our Global 2000 customers. Wipro today employs 96,000 people in over 50 countries. A career at Wipro means to learn and grow continuously, opportunities to work on the latest technologies alongside the finest minds in the industry, competitive salaries, stock options and excellent benefits.

After being venerated as an IT czar, Wipro is slowly but surely gaining ground in the FMCG space, its original thrust area. You will find it hard to find a name more venerated than Wipro in information technology.

It runs 54 development centres across the globe, and is the world's largest independent provider of research & development services. It was the first information technology services company to use Six Sigma, has over 95,000 people on its rolls, and is the second-largest player in the domestic space. No small achievement. What is not so well-known, possibly because of the scale and size of its information technology business, is that Wipro is the third-largest Indian-owned fast-moving consumer goods company after Nirma and Dabur -- Wipro Consumer Care and Lighting, the FMCG and lighting products arm of the company, will likely end 2009-10 with sales revenue of Rs 2,500 crore (Rs 25 billion). FMCG, to be sure, has been in Wipro's DNA from day one. It began life as Western India Vegetable Products Company in 1945 to make edible oils and soap. Information technology got added to its portfolio only in 1991, a full 23 years after Azim Premji took over the reins of the company. Its FMCG portfolio comprises personal care and skincare products. It also has a lighting products and furniture business. It has done several acquisitions to grow the business. Wipro owns brands like Santoor, Chandrika, Glucovita and Yardley (in some geographies of the world). Close to nine per cent of its turnover comes from these non-information technology businesses.

HR POLICIES RECRUITMENT & SELECTION

Recruitment refers to the process of screening, and selecting qualified people for a job at an organization or firm, or for a vacancy in a volunteer-based organization or community group. While generalist managers or administrators can undertake some components of the recruitment process, mid- and large-size organizations and companies often retain professional recruiters or outsource some of the process to recruitment agencies. External recruitment is the process of attracting and selecting employees from outside the organization. A. Internal Sources:. Promotions and Transfer . Job postings . Employee Referrals

B. External Sources:. Advertisement . Employment Agencies . On campus Recruitment . Employment exchanges . Education and training institute

WIPRO recruitment process:Interview was in 2 stagesy y Technical HR

There was a 3 step selection process in WIPRO:1. APTITUDE TEST 2. TECHNICAL INTERVIEW 3. HR INTERVIEW

Round 1: Written test 1. Verbal: This section will have 15 questions related to synonyms, antonyms, Analogies, SC, Prepositions and reading comprehension. 2. Aptitude: This section will have 15 questions related to aptitude topics like Time & Work, Time & Distance, Blood Relations, Series Completion, Puzzles, Calendars, Clocks, Percentages, Ratio proportions, Ages, Pipes and Cisterns etc. 3. Technical: This section will have 20 questions related to basic technical concepts from C, C++, Java, Linux, UNIX, DBMS, SQL, Programming fundamentals, Hardware, Software

Engineering, and Micro Processors etc. Candidates are informed to brush up their technical skills which were covered in their regular academic curriculum.

Round 2: Technical Interview This is a major elimination round. Candidates should be thorough with their basic technical skills to clear this round. Candidates are here by informed to be prepared with their core subjects. Technical test (Prepare networks, OS, basic computation) like:-

Round 3: HR Interview Candidates can expect basic HR interview questions like Tell me about your self, Why should I hire you, Why only WIPRO, What is SIX sigma level. Candidates will be tested in their communication and vocabulary during technical and HR interviews.

Round 4: Placement Upon Joining, the incumbent shall be given an employee code number by Manager(HR) and he shall fill up the joining forms and shall submit the same to the Manager(HR) for further course of action. Final HR - just a formality (They will explain you the salary structure etc.) Wipro recruit 40% employees from campus recruitment. Another popular source for Wipros Recruitment is the Online Placement through NSR (National Skill Registry).

Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Effective selection can be done only when there is effective matching. By selecting best candidate for the required job, the organization will get quality performance of employees. Moreover, organization will face less of absenteeism and employee turnover problems. By selecting right candidate for the required job, organization will also save time and money. Proper screening of candidates takes place during selection procedure. All the potential candidates who apply for the given job are tested.

But selection must be differentiated from recruitment ,though these are two phases of employment process. Recruitment is considered to be a positive process as it motivates more of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data. While selection is a negative process as the inappropriate candidates are rejected here. Recruitment precedes selection in staffing process. Selection involves choosing the best candidate with best abilities, skills and knowledge for the required job. The Employee selection Process takes place in following order1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the minimum eligiblity criteria laid down by the organization. The skills, academic and family background, competencies and interests of the candidate are examined during preliminary interview. Preliminary interviews are less formalized and planned than the final interviews. The candidates are given a brief up about the company and the job profile; and it is also examined how much the candidate knows about the company. Preliminary interviews are also called screening interviews. 2. Application blanks- The candidates who clear the preliminary interview are required to fill application blank. It contains data record of the candidates such as details about age, qualifications, reason for leaving previous job, experience, etc. 3. Written Tests- Various written tests conducted during selection procedure are aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate. They should not be biased. 4. Employment Interviews- It is a one to one interaction between the interviewer and the potential candidate. It is used to find whether the candidate is best suited for the required job or not. But such interviews consume time and money both. Moreover the competencies of the candidate cannot be judged. Such interviews may be biased at times. Such interviews should be conducted properly. No distractions should be there in room. There should be an honest communication between candidate and interviewer. 5. Medical examination- Medical tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee absenteeism. 6. Appointment Letter- A reference check is made about the candidate selected and then finally he is appointed by giving a formal appointment letter.

An Illustration for explaining the recruitment & Job Description of Wipro

TRAINING & DEVELOPMENT

The term training refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies.

 Training & Development of individuals is a key focus area at Wipro. Our Talent Transformation Division handles this. For those with less than one year of experience a well-structured induction training program is conducted. This will cover all aspects of software development skills that are required.  As a PCMM Level 5 organization, there is also high focus on Competency Development. Talent Transformation has a mandate to provide technical & business skill training based on the departmental and divisional need. All employees are eligible to take training based on the competency gap identified or Project need.  In addition to class room training one can take e-Learning with out waiting for class room training.  Compliance and Regulatory training is an important aspect in todays regulated environment and is often implemented as part of corporat initiatives. All large companies have mandatory trainings be it in the field of Environment, Health & Safety, Ethics, Risk-Management, Finance, Law, etc.

WIPRO TRAINING MODEL

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 Rapid Learning:At Wipro, we know how critical time is for fulfilling training needs and hence we have developed competency in the area of Rapid Learning. An emerging form of content development, Rapid Learning helps to develop content in a short span of time using various tools; the content delivery can be both synchronous as well as asynchronous. Wipro has strategic partnerships with leading technology providers to help you choose the tool that suits your requirement best. Based on research conducted in this area, Rapid Content Development can be used for any of the following content areas:

Critical Training when the training requirement is critical and must be addressed immediately. Minor change when the difference between what is known and what is new is minimal Short shelf life when the content in question has a very short shelf life Frequent updates when the content needs to be update frequently.

 Process Training :-

Large enterprises keep updating their processes to improve the efficacies of their systems. Business process training is typically a part of any organizations overall change management plan. Wipro provides Process Training in several fields including HR, Quality, Operation, Payroll, Recruitment, and more. For a meaningful transition of the process, quality training is extremely critical. Understanding the complexities involved in rolling out these process trainings, we bring you quick solutions that help deliver effective training for your organization. The components of process training are: 1. Analyze 2. Inform 3. Involve 4. Support

Development

Wipro Leaders Qualities Survey,which started in 1992, is one of our oldest leadership development initiatives. It has successfully contributed in our endeavor to nurture top class business leaders in Wipro. We have 8 Wipro Leadership Qualities, which are based on Wipro vision, values and business strategy. In order to identify and help leaders develop these competencies we adopt a 360-degree survey process. This is an end-to-end program, which starts with the obtaining of feedback from relevant respondents and ends with each leader drawing up a Personal Development Plan (PDP) based on the feedback received. The PDP is developed through Winds of Change which is a seven-step program that helps in identifying strengths and improvement areas, and determining the action steps.

The Leadership Development Framework

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Leadership Lifecycle Programs Wipro has developed an approach for Life Cycle Stage Development Plan. Training and development programs at various stages have been designed by mapping the competencies to specific roles. Competencies specify the specific success behaviors at every role.

Entry-level program (ELP) - The program covers the junior management employees with the objective of developing managerial qualities in the employee. The target group is campus hires and lateral hires at junior level.

New Leaders Program (NLP) - It is popularly known as NLP and aims at developing potential people managers, who have taken such roles or are likely to get into those roles in the near future.

Wipro Leaders Program (WLP) - This program is for middle level leader with people, process, business development and project management responsibilities. These leaders are like the flag bearers of Wipro values and Wipro way of doing business.

Business Leaders Program (BLP) - This is for senior leaders with business responsibility. At this level, people are trained up for revenue generation; and Profit & Loss responsibilities. The program covers commercial orientation, client relationship development, and team building and performance management responsibilities among other things.

Strategic Leaders Program (SLP) - This program covers top management employees. The focus is on Vision, Values, Strategy, Global Thinking and Acting, Customer Focus and Building Star Performers. Wipro ties up with leading business schools of international repute to conduct this program for Wipro leaders.

Custom Content Development As a part of the Custom Content Development Service, Wipro provides innovative and affordable learning content solutions. This service is customized specially to meet your requirements and help you get a competitive edge. Wipros Custom Content Development Service goes through a rigorous development cycle to ensure Quality and Timely Delivery of the solution.

Custom Content Development Service includes: Application Training Process Training Compliance and Regulatory Training

 Product Training Rapid Training Solutions

PERFORMANCE APPRAISAL

Performance appraisal is a method by which the job performance of an employee is evaluated in terms of quality, quantity, cost and time. Performance appraisals are regular reviews of employee performance within organizations.

 Aims of a performance appraisal: Give feedback on performance to employees.  Identify employee training needs.  Document criteria used to allocate organizational rewards.  Form a basis for personnel decisions: salary increases,promotions, disciplinary actions, etc.  Provide the opportunity for organizational diagnosis and development.  Facilitate communication between employee and administrator.  Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements.

Wipros solution aims at strategic value delivery in the least possible time incorporating rich functional features, aided by smooth workflow, notification, authorization, etc.  Align employee objectives to the business goals. Enable strategic Performance Management through Management by Objectives (MBO)  Measure and Assess employee performance periodically and provide feedback and support to achieve quantitative, qualitative and process targets  Evaluate and track Hi-Performance and achievers based on Competency driven practices.  Enable online Reward and Recognition. Performance Appraisal APPRAISAL SYSTEM :-

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Are your people developing and performing as fast as your business moves? Are you measuring the pace of your people and tracking it?

In order to answer your Performance related questions, Wipro offers an integrated end-to-end Performance Management Solution. This solution is based on global people processes drawn from best practices and helps organizations streamline their performance evaluation processes.

Wipros e-Performance Management solution not only helps you establish the best practices in Performance Management, like 360degree appraisal, MBO, etc, but enables reduced Performance Management cycle time without compromising on the sub-processes which are so critical to your HR values, like Work Planning Conference, Work Plan establishment, Development plans and Objective setting, Interim Review, Overall evaluation, detecting Performance deficiencies, Tracking, Documentation and Archiving. Once reviewed by HR dept. Assistant (HR) updates the records for each employees score in the database.

PROMOTION

Higher you go. Heavier you get

A promotion is the advancement of an employee's rank or position in an organizational hierarchy system. Promotion may be an employee's reward for good performance i.e. positive appraisal. Before a company promotes an employee to a particular position it ensures that the person is able to handle the added responsibilities by screening the employee with interviews and tests and giving them training or on-the-job experience. As per Guidelines for supervisory employees promotion/up gradation, applicable to the present year, Manager (HR) prepares the list of eligible employees. Simultaneously, V P (HR) also asks for recommendations from HODs. A comprehensive list is then prepared by Manager (HR) and submitted to the EPPP which is announced by the Site President, for Executive and Manager family, and by the Group President (MSD), for Leader Family.

Bases Of Promotion :1. Seniority:Seniority simply depends upon how long the employees is doing job with the company. The length of service and talent are both interrelated with each other. It is based on the tradition of respect for older people. It creates a sense of security among employees and avoids conflict arising from promotion decision. 2. Merit:Merit implies the knowledge, skill and performance records of an employee. It helps to motivate competent employee to work hard and acquire new skills. It helps to attract and retain young and promising employees in the organization. On the above basis, promotion of employees is done in Wipro. Wipro also prompt employee by conducting different case studies on different aspects of Information Technology. Working at Wipro is very comparative & to get promotion required smart work and projection.

COMPENSATION

Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction. Wages and salaries structure is very vital for the retention of the employees as due to stiff competition, if proper salary is not given then the employees will go to those organization offering higher salaries. Jivraj Tea Ltd is actively involved in retaining good manpower in the organization by providing proper salary and incentive methods. Wipro runs 50 offices in India. It has a branch office in USA, Canada, Europe, Middle east, Africa etc.

PAY SCALE OF EMPLOYEE AT WIPRO

EMPLOYEE CLASS A+ CLASS A CLASS B+ CLASS B CLASS TECHNICIAN ZERO LEVEL TOTAL

NO.OF EMPLOYEE 128 1240 33000 22000 4000 3440

SALARY PER MONTH 120000 US $ 150000 60000 45000 35000 10000

EMPLOYEE WELFARE

According to the Oxford dictionary, employee welfare or labour welfare means the efforts to make life worth living for workmen. Labour Welfare means anything done for the comfort and improvement, intellectual or social, of the employees over and governmental, which is not a necessity of the industry.

 Welfare Activities : Education :Wipro has its own institute, where the education is given to the employees children absolutely free. The school has classes from JR. kg to class-XII In English medium. Free transportation facility is also provided to them.

 Medical Companys philosophy is Nobody should die without fund. Company believes its responsibility towards health services to provide to the employees go beyond the statutory provision. Being the petrochemical industry and some of their process are considered Hazardous. Company recognizes the importance of good occupational health services. Therefore, at the manufacturing sites, they have well equipped, full fledged medical centre, which are manned round the clock.

Housing Company has its own township at different location in Bangalore. If house is available, the new employees are allotted the house otherwise the company can also hire house. All the maintenance in houses provided to employees by company is done by the company.

 Canteen The company gives canteen facility under which food is provided to the employees but it is not compulsory for them. They get the allowance in their salary. The Contract Cell at Wipro

invites tenders and the Contract cell signs detailed agreement with the contractor. The operation of the canteen is given on the contract.

Employee Welfare y Sports To motivate the employees of the company organises different sports tournaments i.e. Cricket, Volleyball, Table Tennis, Badminton Etc.

Recreation activities For the recreation of the employee, company organized gets to gather once in a year with their family. And also arranged short distance picnic. For picnic they get Rs. 100/- and free transportation once in a year.

Club membership The purpose of the club membership is to meet the other members of the industrial community and interact with them for relation personnel leisure. This facility is provided only to the SMC and above.

 Insurance Policy Wipro provides personal accident insurance policy of Rs100000 for employees. Premium of the company is half pay by employee and other will pay by Wipro.

BENEFITS GIVEN TO THE EMPLOYEE IN WIPRO

Wings Within You also have access to various job opportunities within Wipro itself. This would enable you to pursue careers of your choice in the Organization. Your career at Wipro is what you make of it. It is a tool that gives you flexibility to apply for the job of your choice and map your own career. Very few organizations can match Wipro's capability to offer the kind of flexibility and opportunity to pursue multiple careers and unhindered growth, while you continue to work in the same organization. Wipro Leaders Program We not only groom your technical talents but also bring out the leader in you. Our Leadership Program gears you up to take on the challenge for successfully heading large and strong teams. The program is designed to identify the specific actions and attitudes that constitute the Wipro leader's qualities. It examines how each manager rates against these qualities, provide an understanding of how the required skills and competencies can be developed and plan what each individual can do to strengthen his or her leadership qualities. Recognition Your hard work and contribution never go unnoticed at Wipro. The size we have grown to and the diversity of people has given rise for a need to introduce awards. At every step of success there is an award awaiting you. The challenges we encounter, motivates us to accomplish greater feats and the comforts of rewards and recognition comes as a package Long Services Award We at Wipro take pride in our long serving colleagues. They are a major force behind our success. We recognize their contribution through a comprehensive reward programme - Schemes include holiday packages with special facilities.

Benefits The governing theme in our organization is the well being of employees. The benefits we offer them are on par with the best available. Our Compensation package is among the best in the industry and it is aimed at retaining existing talent. The package caters to all positions across Wipro. A reward for each position is based on performance, potential, criticality and market value. We have a comprehensive medical assistance program that covers the whole gamut of medical expenses you and your family incur. Our reimbursement scheme provides you tax shelter on quasi-official expenses. Your growth in the company will be complemented by your own self-development. Our educational assistance plan offers you all encouragement in pursuing the course of your interest. Our leave policy also includes a sabbatical to pursue higher studies related to your profession. Our responsibility towards new employees doesn't stop at salaries and compensation alone. We offer all possible help to facilitate their settling down. We provide interest-free loan mainly intended to cover housing deposit or the purchase of a two wheeler. We also provide contingency loans for your marriage, illness or death of a close family member. As a part of employee empowerment, we offer stock options to deserving employees. The Wipro Employee Stock Option Plan (WESOP) allows us to make employees share with us the rewards of success. Our other facilities include credit cards for all our employees as per the policy. Monetary benefits apart, we take interest in the personal well being of our employees. We have a facility wherein your domestic chores will be taken care of through an external agency, ensuring that with us you don't need to worry about all those boring routines like payment of bills, personal travel bookings etc. Not to forget shuttle services to our development centers and canteen facility. (We also provide transport facilities to our development centers and cafeteria at our facilities)

All these in addition to a host of deferred benefits like provident fund, gratuity and pension plan.

1. INTRODUCTION History

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.

The power of P&G's Purpose is the one factor, above all others, that has contributed to the Company's long heritage of growth. It is an essential part of who we are, who we have been and who we will be for generations to come.

Purpose, Values and Principles

We will provide branded products and services of superior quality and value that improve the lives of the world's consumers, now and for generations to come. As a result, consumers will reward us with leadership sales, profit and value creation, allowing our people, our shareholders and the communities in which we live and work to prosper.

Key values are:

y y y

Integrity Ownership Passion for Winning

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Trust Leadership

Global Operations

The P&G community consists of over 138,000 employees working in over 80 countries worldwide. What began as a small, family-operated soap and candle company now provides products and services of superior quality and value to consumers in over 180 countries.

Products

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.

Company Cultures

Diversity makes our world unique. Its our style of communication, our own special take on the world around us. To us, diversity covers a broad range of personal attributes and characteristics, such as race, sex, age, cultural heritage, personal background, and sexual orientation. By sharing our unique selves, our knowledge and expertise, and by continually stretching our wings to embrace something new, something unfamiliar, we color our world and bring it to life.

Human Resource Department

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

Talent Supply Manageme nt

Maximising Organizatio nal Excellence

External Relations Developme nt

HR POLICIES 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.

5.1 Functions 5.1.1 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.

5.1.2 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 formalized, yet P&G displays flexibility in this respect by allowing its employees full participation in setting goals and objectives. 5.1.3 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. 5.1.4 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. 5.2 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 of 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

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

5.4 Major Intakes Internship 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.

5.5 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. 5.6 Types of Selection Devices 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.

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.

5.7 Sources of Applicants 5. 7.1 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

y y y

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.

5.7.2 Job Rotation Once the recruits are identified they are put on a job rotation in the organization. 5.8 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

5.8.1 Walk-ins Other 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.

5.8.2 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: y 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.

6. ORIENTATION

There are two types of orientation take place at proctor and gamble.

1) Work unit orientation 2) Organization orientation Work unit orientation familiarizes the employees with the goals of the work unit, clarifies how his or her job contributes to the units goals, and includes an introduction to his or her co-worker.

Organization orientation informs the new employee about organizations objectives, history, philosophy, procedure and rules. This should include relevant human resource policies and benefits such as work hours, pay procedure, overtime requirements, and fringe benefits, in addition, a tour of the organizations work facilities.

7. EMPLOYEE TRAINING

It is an integral part of Procter and Gamble. They have an in house training program where employees are trained not only regarding their technical or academic skills, but also learn to enhance their interpersonal skills so that they can develop better communication skills, work efficiently as team members and be prepared to face challenging environments comfortably. Through these trainings, the employees also learn to cope in different and diverse environments and develop practical skills so that they could be at par with this ever changing and tough business environment.

Developmental training is also conducted here which helps an employee to improve his or her work performance. The employees here are also trained regarding safety, health and legal issues. So through these trainings they turn an employee into a leader.

They have lead teams in both offices which consists of all the best people from different departments, these people are the best in business and they are assigned the task of training the rest of the employees.

Procter and Gamble as being a multinational firm has operations in many different countries of the world but they all are well interconnected. For instance if a plant at Cairo does something new or applies a new strategy which is successful, people are sent from here so as to learn them and apply it into their operations. So on job training takes place continuously.

They also comprise of technology based training programs. Like they have a mentor program on their website where employees can interact with each other, discuss issues and find ways to help each other in times of need (Experiential exercises). Here people in similar departments or on similar projects interact, share information, guide and find solutions.

Annual functions are held regularly where employees of all levels interact and discuss advance strategies and do planning for future. Team building exercises are also conducted along with motivational workshops so that specific issues concerning employees could be addressed and rectified.

Management trainees in this company are also trained through job rotation.

P&G offers a person immediate responsibility, challenge, personal and professional development and the ability to touch someones life through his decisions and actions. P&G is a company so varied in the scope of businesses, that they offer a totally different type of career experience than their competition.

At P&G, the opportunities for advancement are limitless. Whether a person wants to gain experience across functions, brands or even locations, P&G offers a person the possibility to get

additional exposure to various parts of the business. At P&G, a person goes as far as his talents will take him. His skills and drive to succeed are the only determining factor in how far he will go! Take advantage of the companys promote-from-within culture, top-notch training and outreach programs.

7.1 Training and Development Approaches Basically there are two approaches for training and development. 1) On-the-job-approach 2) Off-the-job-approach

7.1.2 On the job Approach This approach comes into action when the training given is on the job. By this it means that an employee is trained while doing work, right on the working spot. An experienced employee or a trainer continuously teaches the new hire to deliver the best, and also keeps an eye on him to check whether the training is result oriented or not. Some techniques of this type of training that take place at P&G are explained below.

7.1.2.1 Job Instruction Training:

New employees go to each and every department to expand their vision, as well as to enhance the experience requirements of work. This increases their ability to perform better. This benefits

the growth and personal grooming of the employee. It also results in an increase in the potential of the new hire, which ultimately adds to the organizations effectiveness.

7.1.2.2 Job Rotation

Job Rotation is the practice of periodically shifting workers through a set of jobs in a planned sequence. The approach is often aimed at reducing the boredom associated with job simplification by providing some task variety. Job rotation also has the advantage of crosstraining workers, which benefits the organization when vacations, absences, downsizing or resignations occur. For example P&G believes in this approach and rotates its employees in all the departments, staring from the input that is the import department to the output, which is the delivery of the product and between these two, comes everything.

7.1.2.3 Coaching Coaching is an important part in the training and development process. In this approach, the new employee is under supervision of a more experienced employee, who trains the trainee in such a manner that he can perform exactly the same as his trainer does.

7.1.3 Off-the-job-approach This approach comes into action when the trainee is trained not on the job, but is trained at a similar environment off the job. By this I mean to say that he is trained in a similar environment with all the same materials used in the jobs so that he can learn about his job without disturbing the actual process. Some techniques of this approach that are used at P&G are given below.

7.1.3.1 Warehouse Training The HR department conducts this form of training in order to familiarize the employee with different job routines. The employee has to learn the specific tasks. For example, at P&G, inventory management is an essential task. The workers are sent to the warehouse and have to undergo training associated with maintenance of the serial numbers, production batches, labeling etc. 7.1.3.2 Action Learning This type of training takes place at Procter and Gamble, at regular intervals to enhance decisionmaking qualities in the employees. It benefits the employee to go ahead in his career and also benefits the organization to gain from the employees increased potential and experience. For example, Employees are given a problem and are said to find the best possible solution in a certain time period.

5.3 Performance Management & Reward (PM&R)

P&G offer a strong commitment to their graduates, not only performance management which lead to financial rewards..

through training but also

Through controlled performance management, P&G ensure that they recruit graduates for the duration of their working life. To ensure the sustainability of the organization, strong performance management ensures the control of their employees and thus graduates motivation and loyalty. By offering ongoing training and support to their graduates as well as financial rewards they ensure that they retain their recruited graduates for life. This brings us back to the concept of their build from within strategy mentioned earlier.

By investing in graduates performance and ensuring an integrated approach to development and reward P&G gain a competitive advantage. Graduates have close performance management

throughout their career. They can be assured that if they meet their individual objectives and thus meeting the business goals they can expect to be rewarded accordingly.

P&Gs performance management is based on their recruits performance as their people are the core of the organisation. P&G know how to keep their workforce motivated to perform well, through their T&D and rewards incentives, such as bonuses and promotion.

P&G set out their management objectives clearly before the recruitment stage and they expect their graduates to be at managerial level in a certain timescale. In return for selling their skills graduates are offered:

A highly competitive package to their graduates with a promise that they will train and develop them through planned steps at the moment they begin their career. This can be appealing to graduates whom like to know that there is most definitely career progression and prospects with joining P&G however it is increased pressure from the individual from the offset. Graduates understand what is required of them and that the organization is an extremely competitive working environment which could lead to health problems and other related job issues for the weaker personality.

Financial benefits: P&G offers a competitive salary, stock ownership, pensions and all other benefits that you would expect from such a high profile employer. These are standard when you join P&G but also there is a chance for travel, which is extremely attractive to graduates.

As it can be seen from the above, for the career driven individual P&G is the ideal job for any graduate as it not only offers an impressive financial package but a chance to improve knowledge and wisdom through their commitment to training and development of their employees.

It has been identified that the successful development, performance management and reward system is due to vertical and horizontal integration of human resource strategies. y Vertical Integration is evident in P&Gs performance management as it links business objectives with individuals goals to the measurement and rewarding of that business goal. (Beardwell, 2004a). This allows P&G to provide a highly incentive-based compensation system and it encourages graduates to successfully maintain the objectives of the company.

The congruence between HR policies and practices in recruiting, developing and rewarding graduates reflects the horizontal integration of HR strategies. (Beardwel et al., 2004a)

To conclude this section it is evident that P&G ensure the sustainability of their company through performance management to control graduates motivation to perform and loyalty to the company ensuring a profitable HR competitive strategy that is different from other companies. 5.4 Employee Involvement

Throughout this report employee involvement has been highlighted. P&G encourage high levels of involvement in every aspect of their organization. In their training and development P&G expect the graduate employees to fully immerse themselves in the P&G way of thinking and learning. They have to take responsibilities from day one this not only encourages them but motivates them with responsibility. Through their performance management and rewards system P&G consciously involve graduates in the decision making process.