Tài liệu GLOBAL REHIRE PROCESS/PROCEDURES RECOMMENDATION ppt

Rehire

GLOBAL REHIRE
PROCESS/PROCEDURES
RECOMMENDATION


Objective


To provide consistent guidelines/procedures for considering the rehire of former P&G managers into
regions outside their former location.


Potential Rehire
o Highly rated at time of separation - 2 or above.

o Sponsored by line organization for rehire???


Questions
o If employee switched functions/majors do we still want line sponsorship, i.e., former PS
manager who returns to school for degree in Marketing. Do we still want the PS
organization to approve/recommend we rehire/reconsider for new organization? Should
Business Unit Head be the sponsoring person versus function?


Employees Pursuing Advanced Degrees

EMPLOYEES RETURNING TO SCHOOL OR ATTENDING EVENING
COURSES FOR ADVANCED DEGREES

.

BACKGROUND


Performance is the primary driver on how well a person progresses within the Company and advanced
degrees are not a requirement or advancement. However, some employees have a desire to supplement
their education and internal training by obtaining advanced degrees such as an MBA.


Currently, we are inconsistent across regions on how we recognize and compensate employees for
taking advanced course work or obtaining additional degrees. This results in our losing high potential
employees who end up leaving to return to school full-time and, ultimately, end up working for
competitors.


PROGRAMS TO ASSIST IN RETAINING TOP EMPLOYEES WHO CHOOSE TO ADVANCE THEIR
EDUCATION


Employee Tuition Refund Program

Our commitment to the continued growth of our employees through training offered internally and
externally should be a priority, since advanced skills and knowledge will assist us in competing in the
marketplace. Our Employee Tuition Refund Program offers us the opportunity to reimburse employees
who successfully complete advanced course work, while continuing to work full-time. We should embrace
this concept globally and be consistent in how it is applied. Details on Administering this Program are
available through your Human Resources contact.

Employees Leaving to Pursue MBA

Current efforts are underway to launch a Rebound/Rehire Team for top-rated employees who leave the
Company, including those who return for their graduate degrees. The intention of this program is to track
those who leave and encourage them to return. More information about this effort is included in a
separate Rebound/Re-hire communication.


Employee Leave of Absence Policy for "Select" Employees Leaving for MBA

The Company continues to feel that the learning which occurs in fulfilling P&G job responsibilities
(included related training) is of greater value to the Company and the employee's career with the
Company. A strong effort should be made to accommodate a top-rated employee's needs within the
context of continuing employment, including exploration of a transfer to a new function.


If we are unsuccessful in convincing the employee to stay with the Company, then we should support
their decision and leave the door open for their return, once they have obtained their degree. In certain
situations, to keep very highly-valued employees, it is possible to consider a leave of absence. It should
only cover the period of time required to complete the MBA, normally two years. Details of this program,
including criteria for selection, are also available through your HR contact.


Managing Offers During Downsizing/Restructure

Content Owner: Bob Pike

GLOBAL RECRUITING POLICY

MANAGING OFFERS TO POTENTIAL NEW HIRES DURING DOWNSIZING OR
RESTRUCTURE
Background:

It is consistent with Company values and principles to avoid withdrawing outstanding employment offers
during a restructure, downsizing or shift in the business. Business Units and recruiting organizations
should do everything possible to honor outstanding offers by identifying alternative employment
opportunities for the offeree.


In addition to having significant personal implications with an offeree who may have turned down other
excellent offers to join us, the withdrawal of an offer can result in a major backlash to the Company's
reputation with valued school administrators, placement offices and, potentially, consumers.


Guidelines When Eliminating New Hire Positions:

The following procedures should be followed when a position has been eliminated after an offer has
been extended. Note:
Do not contact the offeree until you have followed these guidelines.


1. Notify your Recruiting contact
immediately
to alert them of your situation. Notify Global Recruiting &
Staffing if U.S. Educated candidate is affected by situation.


2. Engage the appropriate line management within your business to explore other full-time positions that
may be a fit with the candidate's background.

3. Review options for moving existing employees to new assignments on an earlier schedule in order to
open an opportunity for the new hire.


4. Consider temporary assignments within the business unit that could offer the candidate meaningful
work until a full-time position becomes available.


5. Consider positions within the business at other locations as a possibility. Although not necessarily
ideal, a start in another location could offer the new hire an early development opportunity that may
position them better to contribute once they return to the originally offered location. Impact of this
option on existing employees should be considered before proceeding.


6. Determine if a delayed start date would be an option. The offeree/acceptee may be very willing to
start at a later date (within a reasonable period). In fact, some may welcome a chance to extend their
time before starting work. No other candidates should be considered for openings until the
offeree/acceptee has been placed.


Procedures (if all other options have been exhausted):

If you have considered all of the above without success, notify your human resource, recruiting contact
and Global Recruiting & Staffing (if involves U.S. Educated candidate) to coordinate the following.
Senior Management within your Business Unit must be advised before proceeding.


• Contact Legal to review situation and get approval to proceed with formal withdrawal.

• Determine who will contact the offeree by telephone to explain the situation.

• If appropriate, tell offeree we will keep offer active until another opening occurs.

• Follow-up the phone call with a formal letter (reviewed by Legal).


In situations where the candidate has already accepted, it is advisable to consider a financial offering,
such as 50% of any award that may have been part of the original offer.
It is important to be consistent
with this practice and you should secure approval with your recruiting or human resource contact and/or
Global Recruiting & Staffing before formalizing.



Global R&S Leadership Communication Principles

Content Owner: Phyllis Wagner

GLOBAL RECRUITING & STAFFING LEADERSHIP

COMMUNICATION PRINCIPLES
As the Global Recruiting & Staffing Leadership Team we will:


• develop communication methods that will allow us to
communicate easily as a group – considering the locations, time
differences of all team members.

• foster an environment of open communication that will
promote a strong and equal partnership amongst the leadership
team members.


• eliminate redundancy and unnecessary reporting requirements.

• discourage unnecessary travel – but respect the need for face
to face meetings that offer the ability to address primary issues
and global initiatives as well as strengthen global partnerships.


• leverage technology as a primary method of sharing
information - i.e. Global Team Space, Global Intranet, Video
Conferencing.


Global R&S Communication Guidelines

Content Owner: Phyllis Wagner

GLOBAL RECRUITING & STAFFING COMMUNICATION GUIDELINES


Who Frequency Purpose
Global On-Site
Meetings
Global Recruiting
Leadership Team

TBD (Annually or
Semi-Annually)
• Opportunity to spend more
in-depth time on key topics
and issues related to our work.
• Gives ability to strengthen
relationships of Global
partners.
• Offers opportunity to deepen
under-standing of regional
differences as we evaluate
Global initiatives.
Regional
Meetings
Regional Contacts
Appropriate members
of Global R&S who
have a business
purpose for
attending.
Annually or as
required by
business needs.
• Allows opportunity to meet
with subsidiary/MDO on-the-
ground recruiting and HR staff
to discuss key issues, get
country specific understanding
on key R&S issues.
• Gives on-the-ground

recruiting & HR groups an
opportunity to have a voice in
driving Global initiatives.
Video
Conferencing
Global Leadership
Team



Global Team
members and others
as appropriate.
Monthly or as
decided by Global
Leadership Team.


As needed and
driven by
business issues.
• Gives more frequent
opportunity to collectively
discuss primary issues/topics.
Offers opportunity for
immediate discussion of
projects and business
initiatives.
Global Intranet
Open to all P&G

employees.
As needed.
• Offers current guidelines,
tools, training materials on
anything recruiting related
across the regions. Serves as a
one-stop shop for those
involved in recruiting.
Managed by Global Recruiting
Operations.
Reporting &
Other
Requirements
TBD TBD
• Formalizes method to
provide status and final data.