Tài liệu GLOBAL HIRING ppt

GLOBAL HIRING

Global Policy
We hire the most capable people we can find, and we value the diverse workforce this policy produces.
We normally hire for entry-level positions and promote from within. Hiring decisions are based on an
objective assessment of evidence of the applicant’s past and projected performance, work related
employment requirements, and the needs of the business.

Linkage to Purpose/Core Values/Principles
We attract and recruit the finest people in the world. We build our organization from within, promoting
and rewarding people without regard to any difference unrelated to performance.

A.
New Hires

Intent
We attract and recruit the most capable people in the world to build the best organizations in order to
achieve our Company purpose. We select employees using methods that predict future success and that
establish uniformly high entry standards around the world.

Global Guidelines
1. We proactively recruit and employ the most capable people, with a strong commitment to a diverse
workforce and to the communities in which we do business.
2. Current or former employees of competitors may only be considered for employment with the prior
consultation of P&G Legal and Human Resources. This ensures that we do not obtain unfair
advantage over competitors which could result by hiring their current or former employees in the
same area of business.
3. On occasion, an individual who is an employee of a customer, supplier, university, government, etc.
approaches the Company for possible employment. We only consider such an individual for
employment if it is consistent with developing close, mutually productive, superior relationships with
all the parties who contribute to fulfilling our Corporate purpose.

4. We use globally standardized assessment tools for evaluating evidence of past and projected
performance.

B.
Family Employment

Intent
We hire family members applying the same criteria used for all new hires. Family members are part of the
pool of talented people from which we hire. Family members must be neither advantaged nor
disadvantaged because of their family relationships.

Global Guidelines
1. Members of the Global Leadership Council (GLC) are P&G’s most senior leaders and have a large
span of responsibility. It would be difficult to consider for employment the family member of an
employee on the GLC without creating a real or perceived advantage. For this reason, members of
the immediate family (spouse, child, parent, sibling, or in-law) of the Global Leadership Council (GLC)
are not considered for employment.
2. To remove any perception of advantage or disadvantage, we apply the following conditions if a
member of the immediate family of a Company officer applies for a position with Procter & Gamble.
For the purpose of this policy, a Company officer is an employee with the title of vice president or
above:
• The appropriate GLC member is made aware of the application and agrees it is appropriate
for the family member to work in the organization for which he or she is applying.
• The applicant is not assigned to work in a part of the organization where he or she reports on
a direct-line basis to his/her family member.
• The Company officer involved will not participate in, nor have any influence over, the hiring
decision.
3. Once employed, individuals are not placed in a position where they can directly participate in
performance reviews or decisions regarding another family member’s employment, salary, promotion,
or job placement.

C.
Rehiring Former Employees

Intent
Because we build our organization from within, we generally discourage rehiring former employees.
However, in specific limited circumstances rehiring former employees may be in the best overall interest of
the Company. Determining this requires considering the circumstances of the individual’s leaving and the
likelihood of continued employment.

Global Guidelines
1.
If a former employee left the Company for performance reasons or termination for cause, we would
not rehire.
2.
Consideration to rehire a former employee who has left the Company for other business or personal
reasons must take into account:
• the impact on others,
• time since separation,
• work performance,
• circumstances surrounding the employee’s leaving,
• likelihood of continued employment.
3.
We strongly discourage the rehiring of any former employee whose interim experience was with a
competitor. Any consideration requires P&G Human Resources and Legal concurrence.
4.
Upon reemployment, a former employee must return at an appropriate re-entry level of salary and
responsibility. Advanced education and experience may be considered in determining the
appropriate re-entry level of salary and responsibility. This is handled with consideration for the
impact on others who have remained given our promote from within approach.

D.
Retirees as Independent Contractors/Consultants

Intent
Retirements provide natural opportunities to rethink how work is done and to develop employees and the
organization. In addition, our staffing and succession planning and compensation and benefits
arrangements assume retirees do not continue to work for P&G. For these reasons, we do not rehire
retirees as employees.

We do allow the limited utilization of personal services of a retired employee as an independent contractor or
consultant when it:
• meets special business needs,
• does not interfere with growth opportunities of employees,
• is cost-effective, and
• meets the needs of both the Company and the retiree.
Global Guidelines
1.
Utilizing retired employees as contractors or consultants is limited to situations that require special
skills, experience, or continuity. Normal guidelines relating to contractors or consultants must be
followed.
2.
This practice is not a substitute for robust, effective succession/staffing planning.
3.
When the business need is ongoing, the utilization of a retiree’s services requires a plan to transition
the “special talents” of the retiree to other employees.
4.
Before utilizing a retiree’s services, impact on all of the individual’s retirement benefits must be
considered.
5.

Retirees have earned their retirement. They are under no obligation to respond positively to these
requests.
6.
Compensation must be consistent with pre-retirement levels to avoid providing an incentive for
creating or sustaining these arrangements.