Tài liệu GLOBAL REHIRE PROCESS/PROCEDURES RECOMMENDATION ppt

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

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 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

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.

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

provide status and final data