Introduction
The recommendation for P&G Company in the recruitment and selection process would be to pay more attention to external recruiting channels. Although this method of recruitment is not supported by the HR department, it still has the potential to provide the company with motivated and engaged employees who might have similar work experience as P&G’s employees. Integrity is highly valued in P&G, but it can also negatively influence the company because some of the employees might not be trained or qualified enough to perform the job while hiring from external sources would be an easier way to resolve the problem.
Recommendations for HR Practices
Another aspect of the recruitment and selection process that could be expanded is internships. The company already has several internships programs, but it could expand those in various countries or states (in the USA) to attract more professionals from outside sources. At the same time, expanded internships would ensure that new employees are familiar with the company’s culture, vision, and mission.
The training and development programs include on-the-job approach and off-the-job approach that contain various techniques (e.g. coaching, job rotation, seminars, web-based training, etc.). Nevertheless, it remains unclear whether P&G provides any flexibility in the approaches, and how employees combine their work and learning. The company must ensure that employees can choose the right time for their learning that will not interfere with their job. Moreover, the lack of flexibility in training can lead to burnouts, which will also result in losses for the company.
Another aspect that is not considered by P&G is employees’ learning styles. For example, some of them might prefer coaching to web-based training, while others will be more satisfied with printed texts than oral lectures. Most of the younger employees will prefer using their phones and laptops, and such preferences need to be considered by the company. At the same time, P&G should not neglect the needs of visual or kinesthetic learners and provide them with printed texts, manuals, graphs, or models if necessary. A careful approach toward employees’ learning styles will ensure training efficiency.
The benefit programs at P&G include medical and life insurance and retirement plans. However, the company should also review its compensation plans regarding extra hours. Employees who agree to work for one or two extra hours should be awarded additional bonuses that can be either paid in cash or provided in the form of a flexible schedule, day off, reduction of working hours on a particular day, etc. The company does not provide much information on its reward schemes that can motivate employees to provide more quality services.
If the company values its integrity and does not want to use external hiring, it is reasonable to consider paid time off as compensation that will motivate employees to stay. At the same time, additional financial bonuses can be provided to those employees who work for more than two, four, six, etc. years at the company to maintain employee loyalty.
Conclusion
In P&G, performance management relies on the communication between managers and employees. Feedback and open communication are encouraged. To sustain the efficiency of performance management, the company needs to consider sharing data related to employee performance and discussing that data together with workers. Transparency is seen as an expression of trust toward employees and will be perceived positively.
If the company values organizational culture, it should provide employees with clear regulations and rules to ensure that everyone fits in it and performs within its boundaries. Establishing workshops for staff where they will share personal experiences and lessons learned on the job can also have a positive impact on the performance management of employees.
