1. Introduction
Established in 1837, The Procter & Gamble Company began as a small,
family operated soap and candle company in Cincinnati, Ohio, USA. Today, P&G
markets almost 300 products to more than five billion consumers in 140 countries,
Pakistan being one of them.
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2. Vision
« Our vision is to be the leading company that
provides products of consistently excellent quality and
standard - products that have a positive effect on the lives
of the world’s consumers. »
As we continue to succeed in this aim we can keep
growing as a marketing community.
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3. Mission
« Our mission is to create the most successful
global brands in every category everywhere we compete.
And we have the strength to do it. »
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4. History & Establishment
William Procter, a candle-maker, and James Gamble, a soap-maker, formed
the company, as a result of the suggestion, known as Procter & Gamble on October
31, 1837.
The company prospered during the nineteenth century. In 1859, sales
reached one million dollars. By this point, approximately eighty employees worked
for Procter & Gamble. During the American Civil War, the company won contracts to
supply the Union Army with soap and candles.
In addition to the increased profits experienced during the war, the military
contracts introduced soldiers from all over the country to Procter & Gamble's
products. Once the war was over and the men returned home, they continued to
purchase the company's products.
In the 1880s, Procter & Gamble began to market a new product, an
inexpensive soap that floats in water. The company called the soap Ivory. In the
decades that followed, Procter & Gamble continued to grow and change. The
company became known for its progressive work environment in the late nineteenth
century. William Cooper Procter, William Procter's grandson, established a profit-
sharing program for the company's workforce in 1887. He hoped that by giving the
workers a stake in the company, they would be less inclined to go on strike.
Over time, the company began to focus most of its attention on soap,
producing more than thirty different types by the 1890s. As electricity became more
and more common, there was less need for the candles that Procter & Gamble had
made since its inception. Ultimately, the company chose to stop manufacturing
candles in 1920.
In the early twentieth century, Procter & Gamble continued to grow. The
company began to build factories in other locations in the United States, because
the demand for products had outgrown the capacity of the Cincinnati facilities. The
company's leaders began to diversify its products as well and, in 1911, began
producing Crisco, a shortening made of vegetable oils rather than animal fats. In the
early 1900s, Procter & Gamble also became known for its research laboratories,
where scientists worked to create new products.
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5. Company leadership also pioneered in the area of market research,
investigating consumer needs and product appeal. As radio became more popular
in the 1920s and 1930s, the company sponsored a number of radio programs. As a
result, these shows often became commonly known as "soap operas."
Throughout the twentieth century, Procter & Gamble continued to prosper.
The company moved into other countries, both in terms of manufacturing and
product sales, becoming an international corporation with its 1930 acquisition of the
Newcastle upon Tyne-based Thomas Hedley Co. Procter & Gamble maintained a
strong link to the North East of England after this acquisition. In addition, numerous
new products and brand names were introduced over time, and Procter & Gamble
began branching out into new areas.
The company introduced Tide laundry detergent in 1946 and "Prell" shampoo
in 1950. In 1955, Procter & Gamble began selling the first toothpaste to contain
fluoride, known as "Crest". Branching out once again in 1957, the company
purchased Charmin Paper Mills and began manufacturing toilet paper and other
paper products. Once again focusing on laundry, Procter & Gamble began making
"Downy" fabric softener in 1960 and "Bounce" fabric softener sheets in 1972.
One of the most revolutionary products to come out on the market was the
company's "Pampers", first test-marketed in 1961. Prior to this point disposable
diapers were not popular, although Johnson & Johnson had developed a product
called "Chux". Babies always wore cloth diapers, which were leaky and labor
intensive to wash. Pampers simplified the diapering process.
Over the second half of the twentieth century, Procter & Gamble acquired a
number of other companies that diversified its product line and increased profits
significantly. These acquisitions included Folgers Coffee, Norwich Eaton
Pharmaceuticals, Richardson-Vicks, Noxell, Shulton's Old Spice, Max Factor, and
the Iams Company, among others.
In 1994, the company made headlines for big losses resulting from leveraged
positions in interest rate derivatives, and subsequently sued Bankers Trust for fraud;
this placed their management in the unusual position of testifying in court that they
had entered into transactions they were not capable of understanding.
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6. In 1996, Procter & Gamble again made headlines when the Food and Drug
Administration approved a new product developed by the company, Olestra. Also
known by its brand name Olean, Olestra is a substitute for fat in cooking potato
chips and other snacks that is known to have caused anal leakage and gastro-
intestinal difficulties in humans. Procter & Gamble has expanded dramatically
throughout its history, but its headquarters still remains in Cincinnati. {Source, Ohio
History Central.}
In January 2005 P&G announced an acquisition of Gillette, forming the
largest consumer goods company and placing the Anglo-Dutch Unilever into second
place. This added brands such as Gillette razors, Duracell, Braun, and Oral-B to
their stable. The acquisition was approved by the European Union and the Federal
Trade Commission, with conditions to a spinoff of certain overlapping brands.
P&G has agreed to sell its SpinBrush battery-operated electric toothbrush
business to Church & Dwight. It also divested Gillette's oral-care toothpaste line,
Rembrandt. The deodorant brands Right Guard, Soft & Dri, and Dry Idea were sold
to Dial Corporation. The companies officially merged October 1, 2005.
P&G's dominance in many categories of consumer products makes its brand
management decisions worthy of study. For example, P&G's corporate strategists
must account for the likelihood of one of their products cannibalizing the sales of
another.
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7. P&G in Pakistan
Procter & Gamble started its operations in Pakistan in 1991 with the goal of
becoming the finest global local consumer goods company operating in Pakistan.
With commitment came growth, and in 1994 we acquired a soap-manufacturing
facility, a sprawling 7-acre land at Hub, Balochistan.
Over the past nine years, the plant achieved state-of-art manufacturing
technologies and quality assurance processes. With a recent strategic investment of
5 million dollars, the bar soap production capacity jumped three-fold.
As a company we have always believed in the potential Pakistan has as a
country and a nation to develop and excel. No wonder P&G Pakistan, within the last
12 years, has reinvested over $100 million in Pakistan and has contributed close to
seven billion rupees to the Pakistani government's revenues over the last 5 years in
the form of sales tax, customs and excise duties. That is also why 99% of the jobs
that P&G Pakistan creates in Pakistan are held by Pakistanis. All this makes P&G a
more locally involved company than many companies actually headquartered in
Pakistan.
Since the inception of P&G Pakistan, we have always committed ourselves to
business growth, consumer satisfaction and community development. Thanks to our
committed base of employees, customers, vendors, stakeholders, and above all,
consumers, today we are one of the most thriving operations in Pakistan.
We proudly celebrate being a part of the Pakistani way of life.
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8. Facts about P&G Pakistan
•Procter & Gamble started its operations in Pakistan in 1991.
•P&G Pakistan is headquartered in Karachi.
•P&G Pakistan has reinvested over $100 million in Pakistan within the last 12
years.
•P&G Pakistan has invested 63 million dollars over the last 5 years in terms of
capital, marketing and training.
•P&G Pakistan has contributed close to 7 billion rupees to the Pakistani
government's revenues over the last 5 years in the form of sales tax, customs
and excise duties.
•P&G Pakistan creates more than 4,000 jobs in Pakistan. 99% of the jobs that
P&G Pakistan creates in Pakistan are held by Pakistanis.
•P&G Pakistan owns a sprawling 7-acre land manufacturing facility at Hub,
Balochistan, which manufactures Safeguard and Camay soaps. A recent 5
million dollar investment has tripled the plant's capacity.
•P&G Pakistan runs several social marketing programs in the field of education
and health. These programs benefit more than 3 million people annually.
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9. Purpose
P&G's Purpose is to provide branded products of
superior quality and value that improve the lives of the
world's consumers.
This purpose drives strategy. It guides the choices
about what we will do and - just as important - what we
will not do.
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10. Values
People Power
People are P&G’s most important asset which is why we make sure you are
treated the way you would expect. Our “promote from within” ethos ensures that
you’ll be rewarded significantly for your outstanding work. Our ability to attract
outstanding individuals also ensures that we're able to constantly grow, diversify
and deliver.
Regarding the P&G’s people a former CEO once said:
“If you take away our money, our buildings, and
our brands, but leave us our people, we can rebuild
the whole thing in a decade.”
At P&G Pakistan, we are always looking for extraordinary people;
singleminded visionaries. We need to recruit and nurture team players who are
passionate about innovating and resolute about winning. Leaders with the creative
talent to imagine what’s next - then make it happen. That is why we take the
selection of our people seriously—very seriously. We try to run it as we would run
any other business at P&G, which means we expect results, measure performance,
and never let the status quo dictate what we will do. We have a rigorous recruiting
process because we believe we owe it to candidates to really understand their
capabilities and give them a chance to know us as well.
Leadership
At P&G we're all leaders in our own sphere of responsibility. We believe that
effective leaders, who consistently deliver breakthrough results, are team players
with the ability to create environments that inspire and motivate others. Having a
clear vision of where we're going as a company enables us to focus our resources
on leadership objectives and strategies. We continually develop the capability to
deliver our strategies and eliminate organisational barriers.
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11. Ownership
Ownership is all about regarding P&G’s assets as our own. By prioritising
P&G’s long-term success and accepting personal accountability we can progress
with greater efficiency, improve our systems and help our colleagues improve their
effectiveness.
Integrity
We always aim to do the right thing both ethically and legally by upholding
our values and principles in everything we do. We're information-driven and
intellectually honest in supporting proposals and recognizing risks.
Passion for Winning
By showing a healthy disregard for the status quo and a strong urge to
improve, we commit ourselves to being the best at what we do. We believe that the
only way to excel in the workplace is through constant innovation and informed risk-
taking.
Trust
Teamwork only works with a strong foundation of trust, which is why we need
the utmost confidence in each other’s abilities. We aim to treat our people, our
consumers and our customers with the respect and consideration they deserve.
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12. Principles
• We show respect for all individuals.
• The interests of the company and the individual are inseparable.
• We are strategically focused on our work.
• Innovation is the cornerstone of our success.
• We are externally focused.
• We value personal mastery.
• We seek to be the best.
• Mutual interdependency is a way of life
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13. Board of Directors
Norman Augustine
Bruce Byrnes
Scott D. Cook
Joseph Gorman
A.G. Lafley
Charles R. Lee
Lynn M. Martin
W. James McNerney
Jr., Johnathan Rodgers
John F. Smith, Jr.
Ralph Snyderman
Margaret Whitman
and Ernesto Zedillo
In 2007, the P&G's Canadian division was named one of Canada's Top 100
Employers, as published in Maclean's magazine, the only consumer products
company to receive this honor.
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14. Corporate Responsibility
Procter & Gamble believes in working with and within local communities to
respond to their social needs and help them develop their strengths. P&G Pakistan
has initiated and runs several programs focused at improving the lives of Pakistanis,
especially children, teens and young mothers. Our areas of concern include health
and hygiene awareness, education and female empowerment. All in all, these
programs intend to transform the lives of more than 3 million Pakistanis.
Pampers Hospital Education Program educates young mothers
about baby care practices, immunization and vaccination. The program involves
1200 nurses, operates in 500 hospitals and reaches close to 300, 000 mothers.
Pampers Baby Care Clinic Program educates young mothers
about baby care practices, immunization and vaccination by going to their doorstep.
The program has a reach of 700, 000 mothers in 30 cities.
Always School Education Program educates female students
about good health & hygiene practices. The program reaches 250,000 girls, 1400
schools/ colleges, in 3 cities of Pakistan.
Safeguard School Education Program educates 5-9 years old
children about basic hygiene habits and importance of washing hands in 5000
schools, 20 cities of Pakistan, reaching close to 2 million children.
Ariel Help the Needy Program provides medical equipment to
about 30 institutions for disabled children.
P&G-HOPE School Program runs 23 schools in Karachi and rural
Sindh, providing class-1-5 education to close to 1000 children.
To make its community-focused initiatives more productive, P&G Pakistan
partners with a number of local medical and professional organizations.
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15. Product Brands
23 of P&G's brands have more than a billion dollars in annual sales and
another 18 have sales between $500 million and $1 billion.
Current Brand Details
•Always is a brand of feminine hygiene products, including maxi pads, pantiliners,
and feminine wipes, produced by Procter & Gamble
•Ariel is a brand of washing powder/liquid, available in numerous forms and scents.
•Bounce is a fabric-softener sheet, produced in many scents, for dryers.
•Bounty is a brand of paper towel sold in the United States, Canada and British Isles
and manufactured by Procter & Gamble.
•Braun is a small-appliances manufacturer specializing in electric razors,
coffeemakers, toasters, and blenders.
•Camay a beauty soap made for women.
•Cascade is the top selling brand of dishwasher detergent. Its advertising frequently
claims that it "leaves dishes and glasses virtually spotless."
•Charmin a popular brand of bathroom tissue and moist towelettes.
•Cheer is a popular laundry detergent available in powder and liquid which is known
to prevent clothes from fading. Also used to be known as Blue Cheer and All
Temperature Cheer.
•CoverGirl is the largest color cosmetics brand in the US, with distribution in Canada
Australia and Switzerland as well.
•Crest is the first fluoride toothpaste in many varieties.
•Dawn is the best selling dishwashing detergent that cuts grease. It is available in
many scents and also a pump foam formula.
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16. •Downy most popular brand of fabric softener with many scents which is available in
liquid and dryer sheets.
•Dreft is a popular brand of baby laundry detergent. It was actually the first synthetic
detergent used for delicate clothing and dishes when introduced in 1933 from P&G.
•Dryel is a brand of home dry cleaning which contains a cleaning solution for stains
then clothes are placed in a special bag with a freshening sheet and thrown in the
dryer.
•Duracell is a leading brand of batteries and flashlights
•Era is P&G first liquid laundry detergent.
•Folgers is the top selling brand of coffee.
•Fusion is the first five-blade shaving system in the world and the first razor launch
after the acquisition of Gillette.
•Gain is a popular brand of laundry detergent that is fresh smelling which is available
in powder and liquid and fabric softeners available in liquid and dryer sheets. (Became
the 23rd billion dollar brand for P&G in 2007.)
•Gleem is a brand of whitening toothpaste with a refreshing taste.
•Gillette a global safety razor manufacturer.
•Hugo Boss a line of colognes for men and women.
•Ivory is a brand of floating soap. It is also available in a body wash.
•Ivory Liquid is a brand of dishwashing liquid that is mild to hands.
•Ivory Snow is a gentle detergent for delicate clothing which is available in powder
and liquid.
•Joy is a brand of dishwashing liquid.
•Lacoste is a popular line of colognes for men and women.
•Luvs is a budget brand of disposable diapers. Once sold as a deluxe diaper.
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17. •
Max Factor a large cosmetics brand predominantly in Europe.
•Millstone a popular selection of gourmet coffees.
•Mr. Clean is a household cleaning products including Magic Eraser.
•Old Spice a variety of deodorants, body washes and colognes for men.
•Oral-B includes power toothbrushes and interdental products--See also Brand
homepage
•Pantene is the number one hair care brand in the world in term of total sales.
•Pampers the most popular brand of disposable diaper marketed by Procter &
Gamble worldwide.
•Pepto-Bismol is a famous pink medication for upset stomachs.
•Pringles is a popular brand of potato chips with numerous flavors.
•Puffs a popular brand of soft facial tissues.
•Scope is a brand of mouthwash.
•Secret is a brand of deodorants made for a woman.
•SK-II is a leading prestige and high-end beauty brand by Procter & Gamble.
•Swiffer is a household cleaning product
•Tampax is a brand of tampon produced by Procter & Gamble.
•Tide is the best selling and P&G's first synthetic laundry detergent that is available in
powder and liquid and a variety of formulas and scents.
•Wella is a beauty brand which specializes in Hair Care products for Professionals. Its
products' are sold exclusively to salons.
•Zest is the first synthetic detergent deodorant beauty bar for bath which leaves no
sticky soap film. Also available in body washes.
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18. Historic Product Brands
Brands owned by Procter & Gamble in the past, but since divested:
•Biz, sold to Redox Brands in 2000
•Cinch, a line of cleaning products, was sold to Shansby Group, a San Francisco
investment firm
•Chloraseptic, throat medicine and lozenges sold to Prestige Brands.
•Clearasil, over-the-counter acne medicine sold to Boots Healthcare.
•Coast, bar-soap brand sold to Dial Corporation in 2000.
•Comet, long-time P&G brand of cleanser owned now by Prestige Brands.
•Crisco (vegetable oil and shortening) sold to J. M. Smucker.
•Dash detergent - made one feel the washing machine was 10 feet tall.
•Duncan Hines packaged cake mixes, sold to Aurora Foods (now Pinnacle Foods)
in 1998.
•Hawaiian Punch, now owned by Dr Pepper/7up
•Jif (peanut butter) --divested by Procter & Gamble in a spinoff to their stockholders,
followed by an immediate merger with The J.M. Smucker Company in 2002.
•Lava, sold to WD-40 in 1999.
•Mon Shelle, a beauty soap
•Oxydol sold to Redox Brands in 2000; was P&G's first popular laundry soap then
later became a laundry detergent after Tide was introduced in 1946.
•PERT (Later, PERT Plus) The First "So-Called" Shampoo And Conditioner In One
(First Successful Combining Of A Creme Rinse -Like Agent "Sillicone" And Shampoo)
Sold in october 2006 to brand-development firm Innovative Brands
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19. •
Prell shampoo, sold to Prestige Brands International in 1999.
•Spic and Span, now owned by The Spic and Span Company, a division of
Prestige Brands.
•Sunny Delight orange drink, spun off in 2004.
•Sure, anti-perspirant/deodorant line was sold in October 2006 to brand-development
firm Innovative Brands.
•Lilt Home Permanents, Including "Push Button" Lilt, The First "Foam-In" Home
Permanent In A Can. Sold To Schwartzkopf/DEP
•Salvo, a brand of detergent tablets which was sold in the early 1960s
•Thrill, a peach-sented brand of dish-washing liquid.
•Top Job all-purpose cleaner
•Wondra, a brand of hand lotion
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20. P&G Brands in Pakistan
Always: Always marks a breakthrough in
the lives of Pakistani women and has
revolutionized the concept of feminine
protection. The ease and comfort it provides
brings about a sense of freedom, mental
security and peace for women.
Vicks: In Pakistan, Vicks Vaporub is the
leading external medicine brand for cough
and cold relief, while Vicks Throat Drops are
fast gaining acceptance as an instant relief
for throat irritation.
Pampers: This globally renowned brand is
approved by standards of the Human Safety
Reassurance Program and also endorsed by
the International Society of Pediatricians.
Like everywhere else, Pampers in Pakistan
aims to provide a better parenting experience
to mothers.
Safeguard: Since its launch, Safeguard has
set new standards for defining "health &
hygiene" in Pakistan. It is an anti-bacterial
soap that provides germ protection for twice
as long as ordinary soaps.
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21. PuR: PuR Purifier of Water is a low cost
and simple-to-use in-home water purification
technology that visually clarifies the water
and reduces pathogenic bacteria, viruses,
parasites, and several other chemical
contaminants, including arsenic, to result in
drinking water that meets World Health
Organization guidelines. PuR was developed
by the Procter & Gamble Health Sciences
Institute in collaboration with the International
Council of Nurses (ICN) and the Centers for
Disease Control and Prevention.
Ariel: New Ariel delivers against one of the
key Pakistani consumer needs: a detergent
that could give spotless cleaning to both
colored and white clothes. This is because
new Ariel contains a unique double action
system, which gets fully dissolved unlike bar
soap.
Camay: Camay different in its very
essence, defining beauty in a totally different
way from other soaps, Camay stands apart in
a league of its own. Camay is not just a soap,
it is a feeling - of beauty from within.
Herbal Essences: The Herbal Essences
line of 2-in-1 shampoos contain natural plant
extracts and mountain spring water. The
unique packaging and perfume make this
range different from the rest! Mild enough to
use everyday, the breakthrough formulas of
Herbal Essences’ perform efficiently and
gently, catering to individual hair types.
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22. Head & Shoulders: In Pakistan, H&S is
a market leader in the Anti Dandruff
shampoo segment. The new, best ever
formula for Head & Shoulders has extra
moisturizers that clear away dandruff and
leave hair looking beautiful.
Pantene: The Pantene Pro-V line of
shampoos is the best selling shampoo and
conditioner system in the world, loved by
women in more than 100 countries. Pantene,
with its 5 variants for Pakistani consumers, is
on the cutting edge of hair care technology
as the shampoo that solves many different
types of hair problems.
Today P&G has more leading brands than any other consumer good
company in the world. It has strong relationships with its retail customers around the
world. And innovative people continue to set industry standards.
P&G's megabrands generate significant sales and hold strong leadership
positions. Eight brands are global leaders in their categories. Ten P&G brands each
generate over a billion dollars in sales every year - far more billion-dollar brands
than its key competitors.
The 10 largest brands together would be a Fortune 100 company. The
company has several other brands already in the market that it believes have billion
dollar potential.
P&G Productions
P&G produced and sponsored the first radio soap operas in the 1930s
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23. (Procter and Gamble being known for detergents (soaps) was probably the genesis
of the term "soap opera"). When the medium switched to television in the 1950s and
1960s, most of the new serials were sponsored and produced by the company. Two
of their serials, As the World Turns and Guiding Light, are still on the air today and
are distributed by Procter & Gamble Productions. The Young and the Restless also
is sponsored by products from Procter & Gamble, as well as other daytime serials.
List of past serials produced by P&G:
•Another World
•The Brighter Day
•The Edge of Night
•The First Hundred Years
•From These Roots
•Search for Tomorrow
•Somerset
•Texas
Logo used during these debuts:
•Another World - February 14, 1985
•As The World Turns - Fall 1985
•Search for Tomorrow - February 26, 1986
•Guiding Light - Fall 1986
A new Procter & Gamble Productions logo with new accompanying music
debuted on August 6, 2007 after the serials As the World Turns and Guiding Light.
The logo appeared some weeks back on the CBS website after the web-streamed
episodes.
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24. Procter & Gamble also was the first company to produce and sponsor a
prime-time show, Shirley, starring Shirley Jones, in 1979; it lasted 13 episodes.
They also produced TBS' first original comedy series, Down to Earth, which ran
from 1984 to 1987 (110 episodes were produced). They also distributed the
syndicated comedy series Throb.
Procter & Gamble Productions co-produced Dawson's Creek with Sony
Pictures Television (although P&G was uncredited in the series). It was also
produced for the 1993 TV movie Triumph of the Heart co-produced by The
Landsburg Company.
In addition to self-produced items, P&G also supports many Spanish-
language novelas through advertising on Univision, Telemundo, Telefutura, Azteca
and many more channels. P&G was the one of the first mainstream advertisers on
Spanish-language TV during the mid eighties.
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25. Human Resources
Human Resources may be the most misunderstood of all corporate
departments, but it's also the most necessary. Those who work in Human
Resources are not only responsible for hiring and firing, they also handle contacting
job references and administering employee benefits.
It's true that any individual who works in Human Resources must be a
"people person." Since anyone in this department deals with a number of
employees, as well as outside individuals, on any given day, a pleasant demeanor
is a must.
Managing employees is a major job, so those in Human Resources must be
equal to the task. Ten or twenty years ago, Human Resources personnel were
rarely seen. Instead they worked behind the scenes to ensure personnel records
were in order and employee benefits were being properly administered, but the job
stopped there. Today's Human Resources personnel don't only handle small
administrative tasks. They are responsible for staffing major corporations. This is no
minor feat.
It's not enough to be able to screen potential employees, however. Those
who work in Human Resources also have to be able to handle a crisis in a smooth,
discreet manner. Whether the issue is health care related or regarding sexual
harassment or employee disputes, a person working in Human Resources must be
trusted to keep an employee's personal details to herself. The Human Resource
team must also be a good judge of morale and realize when morale boosting
incentives are needed. It's up to them to make sure all employees are comfortable
with their surroundings and working under acceptable, if not above average,
conditions.
For those looking to enter a career in Human Resources, a college education
is necessary. One doesn't necessarily have to have a degree in Human Resources,
however. Majoring in Business Administration, Psychology, Labor Relations and
Personnel Administration, as well as degrees in Social and Behavioral Sciences,
can also be beneficial.
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26. Some standard responsibilities of a human resources department include the
following:
• Securing, offering and explaining benefits, like health insurance or 401ks.
• Managing on-the-job health and safety issues.
• Offering information or advice on special work programs, like reimbursement for
continuing education or smoking cessation programs.
• Advertising available jobs, screening applicants, setting up interviews and potentially
hiring applicants.
• Handling all paperwork related to the hiring or firing of employees.
• Distributing paychecks and bonuses (though paycheck disbursement may be
outsourced to another company).
• Helping workers apply for family leave, maternity leaves, sabbaticals or disability
payments.
• Possibly participating in motivational company wide events.
• Approving performance reviews and assessing raises or promotions.
• Handling complaints about employer abuses, sexual harassment, discrimination or
hostile work environment charges.
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27. P&G HR Department
In P&G, the work of Human Resources falls into four areas - Strategic
Business Partnership, Leading Organisational Change, Championing issues that
are relevant to employees, and acting as a knowledgeable resource on Company
plans and policies.
In playing these roles, a business partner understands the business
objectives and works with our leaders to develop and deploy our business
strategies. In support of those, creating strategies, systems, and tools that attract,
develop, challenge, motivate and reward our people.
To think creatively and at the same time be result oriented is one of the plus
points of P&G. Leading organizational changes and champion issues that are
relevant to our people such as: training, diversity, recruitment, organization
effectiveness, employee and labour relations, or compensation and benefits.
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28. Recruitment & Selection
The selection process in P&G is designed to give a realistic picture of you
and your personal skills – to find out exactly what makes you tick and where your
strengths and interests lie. P&G wants to see if you possess the innovative drive
and have passion to face the diverse challenges that it offers and get a real buzz
from overcoming them.
P&G also wants to give its employees an insight into the way it works. You
are about to make a very important decision in your life: which company will you
join? What career path will you take? P&G’s Recruitment Process will give a true
insight into our company to help you make a well-informed choice. P&G’s
Recruitment Process is usually made up of the following stages:
1) Check Vacancies & Apply
The Recruitment Process starts with you applying online. We have posted
our current opportunities for permanent positions, internships, seminars/courses
under our Vacancies section.
P&G is legally obliged to obtain your authorization to collect and process your
personal data. We therefore will ask you -as a very first step- to review our Personal
Data Privacy Statement. For technical reasons, you currently are able to view our
vacancies only after indicating your acceptance to the privacy statement.
If you decide you are not ready to submit your application and/or your
personal profile to P&G after viewing our offers, simply exit the list of vacancies
without choosing 'Apply Online'. No record will be kept on your acceptance of the
Personal Data Privacy Statement in such a case. However, if you decide to get in
touch with us, please continue by choosing 'Apply Online' on the specific job,
internship, course or seminar you are interested to apply for.
After you have accepted the Privacy Statement and accessed the "Jobs"
section, you will be able to select or search through specific jobs currently available,
by function, location or various other criteria.
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29. Read carefully the description of the jobs, internships, courses and seminar
posted so that you can choose THE one that best fits you, your aspirations and
interests. There is no need to apply to various openings: as soon as your profile is in
our system we will consider you for every available opening which we believe also
fits your profile and interests.
To apply to the job you've chosen, please click the "Apply Online" on the job
description page. You will enter the online application form by providing your e-mail
address, which will uniquely identify your application and allow us to speedily and
easily communicate with you throughout the recruitment process.
In the online application form you will be asked for your personal and
educational data, your CV and you will have the possibility to attach documents. The
form can also include some questions relevant to the selected vacancy. Please
have your CV available electronically so that you can copy & paste it into our online
application form.
Upon submission of your application you will receive a notification of receipt.
Stage 1 is now completed: if your profile matched the requirements of the position
you applied for, you will then be requested to fill in our "Online Questionnaire."
2) Online Questionnaire
After we have reviewed your completed online application form and see a
potential match with our needs, we will send you a link to an online questionnaire
with multiple choice questions.
Your replies to our online questionnaire tell us about your skills and interests
and begin to create a better picture of who you are and how you might contribute
within our company. Please note that all multiple choice questions are in English.
You may want to download the questions to allow you to prepare the answers in
advance of going online.
If your skills and interests are a good fit at this stage of our recruitment
process, you will be invited to sit for our Problem Solving Test.
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30. 3) Problem Solving Test
The testing stage of our recruiting process happens after the application is
completed and scored, and our recruiters have had the chance to determine who
has the greatest potential to succeed in our company. Those who have the best fit
with P&G's business needs are invited to the test.
The Problem Solving Test is the next step along the way for those going
forward. You will be invited to complete the Test at a P&G location, on campus or
during a recruiting event. The Problem Solving Test is literal reasoning and
numeracy test which lasts about 65 minutes.
After the Problem Solving Test you will most typically start the interview
process, explained in the next stage.
4) Interview
The interview process is divided up into the screening interview and
comprehensive interviews.
These interviews are specially arranged as a one-on-one opportunity for us to
know more about you, and for you to get your questions answered and get a good
idea about what excites you if joined P&G. It is a two-way appraisal. During that time
we'll ask you questions that will give us an insight into your capabilities and
personality.
The questions are focused around seeing if you have the characteristics we
feel are important not only to succeeding at P&G, but in business in general. We call
these characteristics "Success Drivers". These attributes include the power of
people, mind and agility.
If you are invited to an interview, prepare by thinking about your experiences
as they relate to the Success Drivers. You'll probably be surprised by how relevant
these attributes actually are.
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31. If you clear the screening interview, you will be called for the comprehensive
interviews. You will meet with a panel of P&G people who will conduct interviews,
answer your specific questions about the work, and introduce you to the
environment inside P&G. Also, introduce you to the responsibilities you should
expect in your P&G job. After the interviews, we'll determine whether or not to offer
you a position at P&G.
We anticipate that the process should typically take no longer than 2 weeks
from the time you are invited to the interview.
The result of this interview most typically determines whether or not you will
receive an offer from us.
So, let's say you do receive an offer. That offer will spell out what you can
expect in terms of initial job responsibilities and compensation.
5) Orientation
Competence is a standardized requirement for an individual to properly
perform a specific job. It encompasses a combination of knowledge, skills and
behavior utilised to improve performance. More generally, competence is the state
or quality of being adequately or well qualified, having the ability to perform a
specific role.
For instance, management competency includes the traits of systems
thinking and emotional intelligence, and skills in influence and negotiation. A person
possesses a competence as long as the skills, abilities, and knowledge that
constitute that competence are a part of him, enabling the person to perform
effective action within a certain workplace environment. Therefore, one might not
lose knowledge, a skill, or an ability, but still lose a competence if what is needed to
do a job well changes.
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32. Occupational Competence
The Occupational Competence movement was initiated by David McClelland
in the 1960s with a view to moving away from traditional attempts to describe
competence in terms of knowledge, skills and attitudes and to focus instead on the
specific self-image, values, traits, and motive dispositions (i.e. relatively enduring
characteristics of people) that are found to consistently distinguish outstanding from
typical performance in a given job or role.
It should be noted that different competencies predict outstanding
performance in different roles, and that there is a limited number of competencies
that predict outstanding performance in any given job or role. Thus, a trait that is a
'competence' for one job might not predict outstanding performance in a different
role.
Competencies are characteristics which drive outstanding performance in a
given job, role or function. A competency model refers to a group of competencies
required in a particular job and usually number 7 to 9 in total. The number and type
of competencies in a model will depend upon the nature and complexity of work
along with the culture and values of the organisation in which the work takes place.
Since the early 70’s, leading organizations have been using competencies to
help recruit, select and manage their outstanding performers after Dr David
McClelland, Harvard Business School Professor of Psychology, found that
traditional tests such as academic aptitude and knowledge tests, did not predict
success in the job.
More recent research by individuals such as Daniel Goleman in Emotional
Intelligence and Rick Boyatzis, in The Competent Manager, have reinforced and
emphasised the importance of competencies as essential predictors of outstanding
performance.
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33. Employee Appraisal
An appraisal is commonly a formal meeting between you (or the supervisor
responsible) and the employee where a performance evaluation can be made with
the comments and opinions of both.
The complexity and depth that you go into will relate to what you are trying to
achieve from the appraisal. This will be outlined further in the next section.
If you want to keep your business pushing forward, it is important that you
perform regular evaluations on the performance of your greatest asset - your
employees.
Arguably, this is more important when you have a number of employees (say,
more than 10) that you can't supervise at the same time and therefore you are never
fully aware of the tasks they are doing.
In such case, although many employers don't enjoy the work and time
involved, an appraisal system should be introduced to determine the performance
and value of all employees in your business.
By doing so, it will not only benefit your business, but also the employees
which will be detailed further in the following article.
The appraisal may be assigned by the manager/employer but is usually
carried out by the employees' immediate supervisor (if not the same person). Doing
it this way is more effective as the supervisors will have a better knowledge of the
employees and therefore will be able to evaluate performance with more accuracy.
Appraisals have no set structure when time is involved and are usually done
when the business believes it is necessary. Ideally, appraisal should be something
that goes on all year but there are only so many times when you can formally
evaluate your employees.
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34. Reasons for an Appraisal
There are many reasons why you may deicide that an appraisal is appropriate and
below is a common list for using one:
• To identify any training that may be needed
• To make personal/business objectives clear
• To identify employees that are potential for promotion
• To review salaries or payment methods
• To identify individual strengths of employees
• To increase motivation
• To develop relations between the employee and the supervisor
• To improve performance
• To update job descriptions
Although different people will have different opinions on when an appraisal
evaluation should be issued, the first is suggested after six months of the initial
employment of the employee. After this, the next appraisal is suggested six months
later and then extended to following yearly periods. It is therefore saying that all
employees will have different times for appraisal evaluations but you may designate
a specific time of the year where you will evaluate all employees at the same time.
Page 38 of 53

35. Page 39 of 53

36. Multiple Choice Questions
of the P&G Central & Eastern Europe, Middle East & Africa
Online Application Form
Procter & Gamble wants to recognise the substantial commitment you have made to you education
and career development by thoroughly reviewing your qualifications. This comprehensive application process
allows us to examine many aspects of your background and experiences in order to fully and fairly consider
how well your personal profile matches our needs. There are no right or wrong answers.
We are asking you to provide facts on your background and interests, as well as your point of view on
issues related to working at P&G. Be sure your answers accurately describe you and your interests, as this
information will be used during the rest of the employment process and thus, may become the basis for
discussions during interviews.
We appreciate your interest in Procter & Gamble and are pleased to have this opportunity to learn
more about you. Your application will be given careful consideration.
Which of these subjects did you study most extensively during your studies? (Mark 1, 2, or 3
choices)
π Art
π Biology
π Chemistry
π Economics
π Geography
π History
π Languages
π Literature
π Mathematics
π Music
π Physics
π Philosophy
π Something else
Please indicate your academic standing during each period of education that applies to you.
First Post
High University Graduate
School Degree Degree
Top 5% of students   
Upper 15% (but not top 5%)   
Upper 25% (but not top 15%)   
Upper 33% (but not top 25%)   
Upper 50% (but not top 33%)   
Lower half of students   
Do not know; cannot estimate   
Not applicable   
Page 40 of 53

37. What is the location of the university where you have been working toward (or have already
received) your first university degree?
 Not obtaining a degree
 Albania
 Armenia
 Austria
 Azerbaijan
 Belarus
 Belgium
 Bulgaria
 Croatia
 Czech Republic
 Egypt
 Estonia
 Fed. Rep. Of Yugoslavia
 France
 Georgia
 Germany
 Greece
 Hungary
 Israel
 Italy
 Kazakstan
 Kenya
 Kyrgyzstan
 Lativa
 Lebanon
 Lithuania
 Moldavia
 Morocco
 Netherlands
 Nigeria
 Pakistan
 Poland
 Portugal
 Romania
 Russia
 Saudi Arabia
 Scandinavia
 Slovak Republic
 Slovenia
 South Africa
 Spain
 Sweden
 Switzerland
 Tajikistan
 Turkey
 Turkmenistan
 Ukraine
 U.K./Rep. Of Ireland
 U.S.A.
 Uzbekistan
 Yemen
 Other
Page 41 of 53

38. Which of the following have you done as a university/college student? (Mark all that apply)
π Obtained an additional advanced degree (e.g., Masters, Ph.D., M.B.A, or
equivalent)
π Completed a special degree programme for the academically gifted
π Studied outside my native country for a term or more
π Received a sponsorship, scholarship or equivalent
π Received special honours for academic achievement
π Studied at more than one university/college
π None of the above
During your time at your first university/college, in which activity or area were you most
successful?
 Maintaining high academic standing in completing course work
 Involvement with student societies
 Social activities
 Charity or community activities
 Athletics or sport
 Other area
If Other, please explain:
What will be your highest education level (including any degree in progress) at the time you
could join P&G on a full-time basis?
 Doctoral degree (or other advanced graduate degree)
 Masters in Business
 Bachelors in Business
 Masters in Engineering
 Bachelors in Engineering
 Masters in Science
 Bachelors in Science
 Other Masters degree
 Other Bachelors degree
 Less than a Bachelors degree
Are you planning to pursue an advanced degree within the next five years?
 Yes
 No, I have already received/am currently studying for an advanced degree
 No, I do not plan any more university studies beyond my first degree
Which of these best describes your study habits at the university/college?
 Did not study much because you did not want to
 Did not study much because of other demands on your time
 Did not study much because it was not necessary
 Studied hard, only before examinations
 Studied hard regularly throughout the year
 Studied beyond what was required
Page 42 of 53

39. Would your academic advisor (or major professor) describe you as being more of a risk-taker
or as being more cautious in your work style?
 Much more of a risk-taker
 Somewhat more of a risk-taker
 Somewhat more cautious
 Much more cautious
 Not sure
 Not applicable
Were the ideas for projects and reports you did during your academic training mostly your
own or mostly your advisor’s?
 Always your own
 Mostly your own
 Shared equally between yourself and your advisor
 Mostly your advisor’s
 Always your advisor’s
 Not sure
 Not applicable or did not do a project
Please describe your participation and positions held in various organisations, either within
or separate from university/college/military service. Please include only post-16 year old
experiences. (Mark all that apply)
Treasurer,
Vice Secretary, or
President or President or Other Official
Head Second Position
Member Position Position
Student Union/Government π π π π
Student Society/Club π π π π
AIESEC/BEST or equivalent π π π π
Young Enterprise π π π π
University/College Committee π π π π
Publication Editorial Team π π π π
Sports Team Representing π π π π
University/College
Other Sports Team π π π π
Performing Arts Group π π π π
Charity, Volunteer, Community Service π π π π
Other: _________________________ π π π π
In total, how many times did you hold significant leadership positions during school,
university/college, military service or work experience (president, captain, head of any clubs,
teams, standing committees, other official groups, project leader, etc.)? Please include only
post-16 year old experiences.
 None
 Once
 Two or three times
 Four or five times
 Six or seven times
 Eight or nine times
Page 43 of 53

40. Which statement best describes how you would be joining Procter & Gamble?
 Joining directly after completing my first university/college degree
 Joining directly after completing an advanced degree (M.B.A, Ph.D., or
equivalent)
 Joining directly after completing military or required service
 Leaving some other full-time employer to join Procter & Gamble
 Joining as an intern before completing my current degree
 Joining in some other way
Are you applying for:
 A full-time position
 An intern position
 P&G course or seminar
With how many different employers have you had internships or other positions of at least
two months duration that helped you prepare for a job?
 None
 One
 Two
 Three
 Four or more
What is the longest time you have worked for any one employer? Please do NOT count
required military or required civil service.
 Less than 1 month
 2 - 6 months
 7 - 12 months
 13 - 24 months
 25 or more months
 Does not apply – was never employed
Which of the following describe what happened during your most important internship or
other position that helped prepare you for a job while you were a student? (Mark all that
apply)
π Did not have this kind of job while a student
π Completed academic requirements related to the position (if any)
π Completed duties/projects assigned by employer
π Took up additional duties on your own initiative
π Did something which led your employer to praise you highly
π Made changes that improved something beyond the scope of your project or
duties
π Received an offer to work there permanently after completing university/college
Page 44 of 53

41. The three things you consider most important in a job are: (Mark three)
π Opportunity for advancement
π Credit from management for good performance
π High salary
π Good working conditions
π Opportunity for individual thought and initiative
π Job security
π Alert and aggressive management
π Geographic location
π Work in line with my primary interest
What would bother you the most?
 Having to finish someone else’s work
 Getting work assigned “at the last minute”
 Having to find and fix someone else’s mistakes
 Being taken off a job before it is finished
 Receiving incomplete or inaccurate instructions
 None of these would bother you
Which of the following things did you do while in the military or required service? (Mark all
that apply)
π Was not in the military or required service
π Convinced my superiors to implement an idea I had
π Organised the work of many people
π Received a special award or commendation
π Got promoted to a high rank
π None of the above
Which of the following hobbies or activities have you devoted substantial time to? (Mark all
that apply)
π Playing a musical instrument π Painting or drawing
π Listening to recorded music π Craftwork
π Singing π Team sports
π Reading for pleasure π Individual sports
π Writing stories or articles π Electronics
π Travelling π Acting
π Collecting (stamps, coins, anything else) π Photography
π Building models π Others, please specify_________
π Playing chess
Have you travelled extensively? (Mark all that apply)
π No
π Yes, within my own country
π Yes, to European countries outside my own
π Yes, to countries outside Europe
Page 45 of 53

42. In your experience, which of these is MOST important in influencing other people?
 Speaking persuasively
 Gaining their trust and respect
 Cooperating with different kinds of people
 Understanding their needs
 Something else, please specify ________________________________________
Which of the following things involving computers have you done? (Mark all that apply)
π Written letters or papers
π Used spreadsheet programs
π Played computer games
π Created an organised database
π Used electronic mail or electronic bulletin boards
π Written programmes in a computer language
π None of the above
How are you MOST LIKELY to spend your time when you are alone?
 Go to the cinema
 Catch up on reading
 Lounge around and relax
 Watch television
 Listen to music
 Work on a hobby
 Exercise, run or jog
 Do something else
Which do you find most satisfying?
 A good discussion
 Solving a problem
 Learning new skills
 Reading a good book
 None of these
Which one of these do you like best?
 To work on one thing at a time
 To work on 2 or 3 things at a time
 To work on many things at a time
How often do you take risks?
 Very rarely
 Sometimes
 Often
 Very often
Page 46 of 53

43. Compared to other people in general, how would you rate your leadership ability?
 Top 5%
 Upper 20% (but not top 5%)
 Upper 33% (but not top 20%)
 Upper 50% (but not top 33%)
 Upper 75% (but not top 50%)
 Lower 25%
 Do not know
How frequently do you find it reasonable to break with convention to get something done?
 Very often
 Often
 Sometimes
 Seldom
 Never
Are you comfortable changing a goal you had set for yourself when circumstances make it
seem unreachable?
 Yes
 No
 Uncertain
How would others rate your ability to present written information in a clear and
understandable way?
 Far above average
 Somewhat better than average
 About as good as most
 Somewhat below average
 Much worse than average
Compared to others in your field, how innovative are you?
 Much more innovative than most
 Somewhat more innovative than others
 About as innovative as others
 Somewhat less innovative than others
 Much less innovative than others
Which one attribute is your strongest?
 High personal standards
 Patience
 Willingness to work hard
 Concern for other people
 Knowledge and experience
 Some other attribute, please specify ____________________________________
Page 47 of 53

44. What would you find most stimulating?
 Setting goals for your own work
 Working with others to set common goals
 Setting goals for others to achieve
 Working freely without having any goals
 Not sure
For the future, on which one of these activities would your prefer to spend the majority of
your time?
 Initiating new ideas/proposals
 Planning projects
 Selling ideas to sponsors
 Collecting data for further analysis
 Doing computer analysis
 Writing reports
 Making presentations of results
How would you describe your interest in developing new explanations for a complex problem
that was only partially understood?
 Not interested
 Somewhat interested
 Highly interested
How would you describe your interest in learning and working in areas which are
substantially different from your experiences so far?
 Not interested
 Somewhat interested
 Highly interested
How much would you enjoy a job as a teacher, instructor, or professor?
 Would enjoy greatly
 Would enjoy to some extent
 Would not enjoy very much
 Would not enjoy at all
 Not sure
When do you do your best work?
 When instructions are clear
 When working alone
 When there are no interruptions
 When under pressure
 When you really feel like working
Page 48 of 53

45. Compared to others at a similar level of development, how would you rate your ability to
perform in your profession?
 In the top 5%
 In the top 10%
 In the top 30%
 In the top 50%
 Not in the top 50%
 Do not know
Which of the following have you done? (Mark all that apply)
π Led a lab group as an undergraduate student
π Taught yourself a technical subject not covered in a school or university course
π Devised innovative equipment to support research or technology development
π Borrowed methods or concepts from some other field to apply in your work
π Sought feedback for personal development from an academic advisor
π Published more than is typical for people with the same amount of training and
experience in your field
π Been an inventor on a successful patent application
π Written a successful research grant or technology funding proposal
π Persuaded an academic advisor to think differently about an important issue
π Presented technical work to professional groups more frequently than other
people with the same amount of training and experience
π None of the above
Which of these do you read on a regular basis? (Mark all that apply)
π Publications reporting the latest research or technical advances in a specific area
π Publications covering several areas of interest
π Educational publications (National Geographic, Smithsonian, or the like)
π Publications related to a hobby or pastime
π Fictional material
π Publications focused on business, finance, economics
π Publications focused on political or historical topics
π Current event magazines (Time, Newsweek, or the like)
π Other publications
Which of these do you consider to be the most important in trying to solve problems?
 Analysing information
 Thinking creatively
 Formulating alternative actions
 Being well-informed
 Challenging the constraints assumed in the situation
 Something else
Page 49 of 53

46. What kind of problem solving do you enjoy most?
 I like to delegate problems to others
 I like to solve problems where it is difficult to define the issues
 I like to solve problems when the issues have been well defined, but finding the
solution is difficult
 I like to solve problems where the probability of failure is very low
How often have you done an experiment of your own design that you considered a complete
failure?
 Never
 Very rarely
 A few times
 Several times
 Many times
 Not applicable; have not designed experiments
How often have you been able to modify a practice, policy or way of work to improve results?
 Many times
 A few times
 Maybe once or twice
 Never
 Do not know
Do you tend to keep complex work problems in the back of your mind outside normal
work/school hours, or do you try to put them out of your mind?
 Tend to have complex work problems in the back of your mind when you are not
working
 Try to put complex work problems out of your mind during non-work hours
 Neither of these
Which of the following personal characteristics do you value most?
 Hard work
 Intelligence
 Creativity
 Strong desire for learning
 Good interpersonal skills
What is your most likely first reaction to a radically new idea in your primary interest area?
 Have some doubt about the soundness of the idea
 Want to get the opinion of others about the idea
 Curious, but inclined not to act until its potential is more apparent
 Very curious and want to be among the first to test it
Page 50 of 53

47. Are you more likely to accept “conventional wisdom” at face value, or to test it in reality
before accepting it?
 Much more likely to accept it at face value
 Somewhat more likely to accept it at face value
 Somewhat more likely to test it in reality before accepting
 Much more likely to test it in reality before accepting
 Not sure
How often do you find yourself having new insight during the night, when waking up in the
morning, or at other times outside normal school or working hours?
 Every day
 Almost every day
 A few times each week
 About once a week
 About once a month
 A few times a year
 Once a year or less often
 Never had this experience
The goals you set for yourself are usually:
 So high they are often unattainable
 High enough to be sometimes unattainable
 High enough to be usually attainable
 High enough so they are almost always attainable
Compared with the general public, and no matter what you have to sell (an idea, a product, or
project proposal), you would rate your selling ability in the:
 Top 5%
 Upper 20% (but not top 5%)
 Upper 33% (but not top 20%)
 Upper 50% (but not top 33%)
 Upper 75% (but not top 50%)
 Lower 25%
 Do not know
Page 51 of 53

48. Refrences
1. www.bizhelp24.com
2. www.pg.com
3. www.pg.com.pk
4. www.wikipedia.com
5. www.wisegeek.com
6. P&G Company Brochure [2004]
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