Procter & Gamble has a rigorous recruitment and selection process that aims to identify candidates with the key competencies needed for success at the company. The process begins with online assessments of a candidate's success drivers and reasoning abilities. Shortlisted candidates then complete an in-person reasoning test and interviews. Procter & Gamble seeks to promote diversity and inclusion through its recruitment, with goals to increase hiring of women and minorities for management roles. The company also aims to provide employment opportunities for individuals with disabilities through facilities like its new packaging center.

1. Submitted By:
2015
HRM practices In P&G
1/1/2015
Human Resource Management

2. Introduction
Good Human Resource Management is essential to developing, retaining, and continuing to
secure a high overall level of performance within the Proctor & Gamble organization.
Recognizing that education, training, and lifelong learning are the contributing factors to
personal development, Proctor & Gamble understands that the path to long term success is
forged through the efforts, talents and skills of its global workforce. This organization that put
emphasis on development and training are cognizant of this and will invest all its efforts and
other resources in improving the performance of the employees as well as bringing out the
abilities and skills of each and every individual to create a well established team (Armstrong,
2000, p.1).
Recruitment & Selection Hiring Process
In order to increase efficiency in hiring and retention and to ensure consistency and compliance
in the recruitment and selection process, it is recommended the following steps be followed.
Step 1: Identify Vacancy and Evaluate Need

3. Recruitments provide opportunities to departments such as aligning staff skill sets to initiatives
and goals and planning for departmental and individual growth. Although there is work
involved in the hiring process, proper planning and evaluation of the need will lead to hiring the
right person for the role and team.
Newly Created Position
When it is determined a new position is needed, it is important to:
 Understand and take into consideration strategic goals for the University and/or
department. Are there any upcoming changes that may impact this role?
 Conduct a quick analysis of UCR Core Competencies. Are there any gaps? What core
skills are missing from the department? Evaluate the core skills required now and those
which may be needed in the future.
 Conduct a Job Analysis if this position will be new to your department. This will also help
to identify gaps.
Replacement
When attrition occurs, replacing the role is typically the logical step to take. Before obtaining
approval to advertise the position, consider the following:
 As with a newly created position, it may be helpful to conduct a Job Analysis in order to
tailor the position to what is currently required and to ensure proper classification. Your
HR Classification Analyst can assist in reviewing and completing.
 Review the role and decide if there are any changes required as certain tasks and
responsibilities performed by the previous person may not or should not be performed
by the new person
Carefully evaluate any changes needed for the following:
 Level required performing these tasks; considering the appropriate classification level.
Be aware that changes in the classification of positions from represented to
nonrepresented will require union notice and agreement
 Tasks carried out by the previous employee
 Tasks to be removed or added if any of the work will be transferred within department
 Supervisory or lead responsibility
 Budget responsibility (if any)
 Work hours

4.  Is there still a requirement for this role at all?
Step 2: Develop Position Description
A position description also referred to as a job description is the core of a successful
recruitment process. From the job description, interview questions, interview evaluations and
reference checks questions are developed.
A well-written job description:
 Provides a first and sometimes, lasting impression of the campus to the candidate
 Clearly articulates responsibilities and qualifications to attract the best suited candidates
 Improves retention as turnover is highest with newly hired employees. Employees tend
to be dissatisfied when they are performing duties they were not originally hired to
perform.
 Provides an opportunity to clearly articulate the value proposition for the role and the
department and helps attract candidates to apply
 Optimizes search engine results by ensuring job postings rank highly in candidate search
results when searching on-line
 Serves as documentation to help prevent, or defend against, discrimination complaints
by providing written evidence that employment decisions were based on rational
business needs
 Determine FLSA classification and to map to the appropriate Payroll Title
 Identifies tasks, work flow and accountability, enabling the department to plan how it
will operate and grow
 Assists in establishing performance objectives
 Is used for career planning and training by providing clear distinctions between levels of
responsibilities and competencies required
 Is used as a benchmark to assist in ensuring internal and external equity
Step 3: Develop Recruitment Plan
Each position requires a documented Recruitment Plan which is approved by the organizational
unit. A carefully structured recruitment plan maps out the strategy for attracting and hiring the
best qualified candidate and helps to ensure an applicant pool which includes women and
underrepresented groups including veterans and individuals with disabilities.

5. In addition to the position’s placement goals the plan contains advertising channels to be used
to achieve those goals. The recruitment plan is typically developed by the hiring manager in
conjunction with the Departmental HR Coordinator. Placement goals identified are entered into
the position requisition in the ATS.
To ensure the most current placement goals are identified for the department and unit, you
may contact the office of Faculty and Staff Affirmative Action. Recruitment Plan Elements:
A. Posting Period
B. Placement Goals
C. Additional Advertising Resources
D. Diversity Agencies
E. Resume Banks
Step 4: Select Search Committee
To ensure applicants selected for interview and final consideration are evaluated by more than
one individual to minimize the potential for personal bias, a selection committee is formed. The
hiring manager will identify members who will have direct and indirect interaction with the
applicant in the course of their job. Each hiring manager should make an effort to appoint a
search committee that represents a diverse cross section of the staff. A member of the
committee will be appointed as the Affirmative Action and Compliance Liaison who will monitor
the affirmative action aspects of the search committee. Under-represented groups and women
are to have equal opportunity to serve on search committees and special efforts should be
made to encourage participation. Departments that lack diversity in their own staff should
consider appointing staff outside the department to search committees or develop other
alternatives to broaden the perspective of the committee.
For positions that are frequently recruited and utilize a search committee, the mix of search
committee members should change frequently as well to minimize the risk of “group think” or
collective bias.
 The Hiring Manager will determine the size (no more than 6) and composition of the
committee based on the nature of the position. It is highly recommended the
committee members include:
o At least one individual who has a strong understanding of the role and its
contribution to the department
o A job specialist (technical or functional)
o Staff representative if position has supervisory responsibilities

6. o An individual who will interact closely with the position and/or serves as a main
customer
 Search committee members must ensure no conflict of interest in relation to the
applicants under consideration and must never be individuals who may have interest in
the position
 Search committee members should ensure they are well equipped for their role in the
recruitment process to ensure fairness and compliance. The following tools are available
to assist committee members with the recruitment process:
o Staff Search Committee FAQs
o Search Committee Checklist
 Each committee member is expected to be well versed in the recruitment and selection
process and have an understanding of laws related to Affirmative Action and Equal
Employment Opportunity. The following training opportunities are available
(registration through UC Learning Center). At a minimum, the search committee
member must have completed one of the learning activities listed below before serving
on the committee:
o Training workshop - Affirmative Action 101
o Training workshop - Recruitment & Selection Strategies for the Hiring Manager
o Recruitment Advertising & Affirmative Action webinar
o Diversify and Train the Search Committee tutorial
 It is recommended the committee communicate prior to the application review to
determine criteria for applicant evaluation
 The Search Committee Chair should ensure that all members of the committee are
thoroughly familiar with the job description
Step 5: Review Applicants and Develop Short List
Once the position has been posted, candidates will apply via UCR’s job board. Candidates will
complete an electronic applicant for each position (resume and cover letter are optional).
Candidates will be considered “Applicants” or “Expressions of Interest”.
All applicants must be reviewed and considered. Applicants are those who apply during the
initial application period as described in Step 5. Candidates who apply after the initial
application period will be considered “expressions of interest” and not viewable by the search
committee.

7. It is recommended that all search committee members review all Applicants to ensure more
than one person assesses their qualifications and that individual opinion or biases are avoided.
Each committee member may provide comments to each Applicant’s qualifications as they
relate to the minimum requirements of the position.
Upon the search committee’s review of each Applicant, the Chair or Chair’s Associate will
review all search committee comments and develop the short list. Once the short list has been
determined, the AACO will request an Affirmative Action Applicant Pool Statistics analysis from
the OFSAA. If the short list is deemed to represent a sufficiently diverse applicant pool, the
short list will be approved. Once approved, the applicants can then be contacted for interviews.
If the shortlist is not sufficiently diverse in light of the department’s placement goals, the OFSSA
will contact the Search Committee Chair or Chair’s associate to discuss how the pool might be
diversified. One option might be to review the existing applicant pool to evaluate any additional
qualified applicants prior to reviewing applicants who are expressions of interest status. If it is
determined the expressions of interests are to be reviewed, the Search Committee Chair or
Chair’s Associate may move those in the expression of interest status to the applicant pool, in
one or more batches on certain date(s) and time(s), as needed to achieve a sufficiently diverse
and qualified pool. All expressions of interest candidates moved to the applicant pool are to be
reviewed by the search committee.
Step 6: Conduct Interview
The interview is the single most important step in the selection process. It is the opportunity for
the employer and prospective employee to learn more about each other and validate
information provided by both. By following these interviewing guidelines, you will ensure you
have conducted a thorough interview process and have all necessary data to properly evaluate
skills and abilities.
Preparing for the Interview
Once the short list (typically 3-5 identified for interview) is approved by the Office of Faculty
and Staff Affirmative Action, the interview process can begin. It is important to properly
prepare for the interview as this is the opportunity to evaluate the skills and competencies and
validate the information the applicant has provided in their application and resume. Choose
one or two questions from each competency and minimally required skills to develop your
interview questions. Review the applicant's application or resume and make note of any issues
that you need to follow-up on.

8. The Committee Chair should determine the following:
 Format of the interview and order of questions
 Questions to be asked of all applicants
 Specific questions to be asked of individual applicants
 Who is going to ask which questions
 Determine if a work sample should be submitted
 The optimum start date for the position
 Any other details applicants may need about the role that were not noted in the
position description
Step 7: Select Hire
Final Applicant
Once the interviews have been completed, the committee will meet to discuss the
interviewees. Committee members will need to assess the extent to which each one met their
selection criteria.
The search committee rating sheet will be helpful in justifying decisions and making them as
objective as possible.
The most important thing to remember is that you will need to be able to justify your decision.
Documentation is key and required to be in compliance with OFCCP requirements. As one of
the most critical steps in the process, it is important to keep the following in mind:
 The best candidate for the position was chosen based on qualifications
 The candidate will help to carry out the University and Department’s missions
Step 9: Finalize Recruitment
Upon completion of the recruitment process the offer to the selected finalist is made. The
salary to be offered is to be equitable and lead to the retention and motivation of employees.

9. Prior to initiating the offer, it is recommended that one more check of the selection process be
completed as follows:
 Review the duties and responsibilities of the position and ensure they were accurately
described and reflected in the job description and interview process
 Review selection criteria used to ensure they were based on the qualifications listed for
the position
 Confirm interview questions clearly matched the selection criteria
 Confirm all applicants were treated uniformly in the recruitment, screening,
interviewing and final selection process

11. Recruiting and Selection In P&G
Social media and Social networking is simply the communication choice for now and in the
future. The online Social networking phenomenon have pervaded business to the point that
employee development and collaboration depends on how Employers such as “Procter and
Gamble” embrace the technology. Procter & Gamble is quickly becoming a leader in social
media. In this digital age, with media platforms such as Facebook, Twitter, and LinkedIn, Procter
& Gamble finds that the return on investment of advertising and recruitment, when properly
designed and implemented, can be much more efficient and profitable. Because of the
economy’s downfall in recent years, reality appears to have finally arrived at Procter & Gamble,
the world’s largest marketer, whose $10 billion dollar annual ad budget has hurt the company’s
margins. Procter & Gamble’s Brand management continues to be legendary is my opinion, and
even the recruitment processes follow a formulaic approach. Procter & Gamble has developed
a list of six “What counts’ factors for would-be managers, such as thinking and problem solving
skills, leadership skills, creativity, and interpersonal skills. Procter & Gamble’s recruiting is
complex and challenging that necessitates their diverse evaluation criteria. I’m going to
examine the hiring process to show how stringent and complex Procter & Gamble’s recruiting
methods are with the inclusion of strict screening of a potential applicant. Traditionally Procter
& Gamble recruits in October and November via the Career Center, but does have a Facebook
site to receive recruitment event updates and information throughout the year. These updates
include Leadership Experience and Mentor program details. Proctor and Gamble recruitment
attempts to assess applicants’ capabilities they call “Success Drivers:” Power of minds, Power of
Agility and Power of People. The company leverages behavioral based interviews to understand
your personal experiences and dissect your strengths and opportunities across all success
drivers. The process begins with an online questionnaire that’s based on the position you are
applying for. Then you will be asked to complete a 20 to 30 minute online questionnaire. This
questionnaire will be use to determine which candidates to invite to the next stage of the
process. The questionnaire is composed of two parts…
1. Success Drivers Assessment
2. Reasoning Screen
Upon successfully completing the online questionnaire, you will be invited to complete the
Procter and Gamble Global Reasoning Test at an office location. After the testing stages of the
Procter & Gamble assessments, you’ll be invited to an interview. Most interviews last 45-60
minutes and this typically involves up to two senior leaders from the department you are
applying for. Procter & Gamble was recognized for its comprehensive affirmative action
programs for diversity in the company’s executive development programs before affirmative
action was abolished in the 1990’s, according to the labor department. 40% of new

12. management hires have been women and 26% have been minorities. The number of minorities
at the associate department head level had tripled and the number of women at the
department head had doubled. Procter & Gamble opened a new packaging customization
facility on the east coast in the Auburn, Maine plant. This new Flexi Center facility will offer
local employment opportunities for individuals with physical and developmental challenges, as
well as disabled veterans. These new hires will account for at least 30% percent of the facility’s
workforce. Even though Procter & Gamble prefers the home grown talent within the state of
Ohio and campus of the University of Cincinnati, if applicants can overcome the rigorous and
demanding recruitment process, it can be a great company to be employed by.
You can search and apply for jobs as well as learn more about P&G and our people at
www.experiencePG.com. Once you have submitted your application, you will be contacted
regarding next steps.
P&G uses online assessments to measure skills and accomplishments that generally do not
emerge from interviews. These assessments are critical as they help determine if it is equally
beneficial for you to continue through the hiring process.
Success Drivers Assessment (Online)
Assesses your background, experiences, interests, and work-related attitudes and measures
your compatibility against P&G competencies for defining successful job performance.
Description:
 Online delivery allows 24/7 access
 Take as much time as you need to complete—most applicants take between 20 and 30
minutes
 Available in over 20 languages

13. Sample Question:
When organizing a work team, you have selected those who:
 Have different strengths
 Have the most technical expertise
 Cooperate with each other
 Follow instructions
 Think like you
Reasoning Screen (Online)
Depending on your desired position you may be asked to complete the Reasoning Screen. The
Reasoning Screen measures your cognitive ability. This is important because the nature of our
work is complex and continually changing.
Description:
 Online delivery allows 24/7 access
 15 questions
 2 minutes and 30 seconds allowed for each question
 Test takes approximately 30 minutes
 Available in over 20 languages
Sample Question:
Reasoning Test (In-Person)
Depending on your desired position you may be asked to complete our paper-and-pencil
Reasoning Test. The test is delivered on campus or as a part of your final interview. This test
measures your reasoning skills using numerical, logic-based and figural reasoning type
questions.

14. We use behavioral-based interviews to get to know you. The real you. What makes you sick?
What have you accomplished so far? This is also your opportunity to find out all about us. We
believe two-way communication starts from day one, so ask away
In addition to more behavioral-based interviews, we’ll go into greater detail around your skills
and capabilities. Taking place either on campus or on-site at P&G, it’s also your opportunity to
get a more in-depth understanding of our unique culture, values and endless opportunities.
Congratulations! You’ve proven you have a lot to offer. We look forward to welcoming you to
P&G, where you will work and grow alongside highly talented people, face new and exciting
challenges, and touch and improve the lives of the world’s consumers every day.

15. Conclusion
Human Resource Management has to change in many ways to accommodate domestic and
global organizations abroad. The rates of change will likely increase quickly and public and
political expectations of service levels will continue to rise. Proctor and Gamble must still
continue to attract talented people who will be committed, involved in their work, and willing
to achieve high levels of performance and deliver excellent value for money. A quality
workforce will always aid in giving the company a competitive advantage with a well executed
Human Resource Management plan that reduces labor costs, because the bottom line in cost
cutting to provide a profit for the organization. Human Resource Planning helps the
organization to tap efficiently talents which will help to integrate both the individual and
organizational goals. There is so much tied into HRM and that’s what makes it a vital and most
important component in any organization.