Traditional Culture Encyclopedia - Traditional festivals - Application requirements and hiring process for Procter & Gamble's human resources department. Kneeling request. ~~~~

Application requirements and hiring process for Procter & Gamble's human resources department. Kneeling request. ~~~~

Procter & Gamble's Campus Recruitment Procedures and Conditions

Procter & Gamble's good salary system and huge space for development have made "Procter & Gamble" a company that college students aspire to. At the same time, P&G's perfect selection system has also been recognized by the business community. How to enter the P&G such an organization, let us familiarize ourselves with its recruitment process.

I. P&G's Campus Recruitment Process

1. Pre-advertising.

2. Inviting college students to attend its campus recruitment presentation.

3. Online application.

Beginning in 2002, P&G changed the original method of filling out mailed application forms to online applications. Graduates visit P&G China's website and click "Apply Online" to fill in the autobiographical application form and answer related questions. This is actually a screening test for P&G.

4. Written test.

The written test consists of three main parts: a problem-solving skills test, an English test, and a professional skills test.

(1) Difficulty solving ability test. This is the most basic level of P&G's examination of talent quality. In China, the Chinese version of P&G's global test questions is used. The test is divided into five parts,***50 questions, time limit 65 minutes, all multiple choice questions, each question 5 options.

Part 1: Graph Reading (about 12 questions);

Parts 2 and 5: Reading Comprehension (about 15 questions);

Part 3: Calculation (about 12 questions);

Part 4: Table Reading (about 12 questions).

The whole set of questions mainly assesses the following qualities of the applicant: self-confidence (absolute confidence in every question you have done, with little time for checking and correcting); efficiency (more questions, less time); flexibility of thinking (a wide range of questions, requiring immediate change of mind); ability to withstand pressure (the intensity of the problem is high, and you can't afford to let up for 65 minutes); rapid entry (no time to read the questions before the test); and success rate (you may only get one chance to do everything). (you may only get one chance at everything). The results of the exam are computerized and if you don't pass, you're out.

(2) English Test. This test is mainly used to assess the English ability of people whose native language is not English. The test takes 2 hours. 45 minutes for 100 listening questions, 75 minutes for reading questions, and 1 hour to answer 3 questions, all of which involve describing in English a past experience or a change in personal thinking.

(3) Professional Skills Test. The professional skills test is not required for applicants applying to any department, but mainly for students applying to departments with specialized restrictions. These departments such as research and development department, information technology department and finance department. One of the recruitment procedures for Procter & Gamble's R&D department is to ask candidates to give academic presentations on certain topics and have them evaluated by the company's senior researchers in order to examine their professional skills. The test is not required for students applying to other departments, such as marketing and human resources.

5. Interviews.

The P&G interview is divided into two rounds. The first round is a preliminary interview, in which an interview manager interviews a candidate, usually in Chinese. The interviewer is usually a senior manager who has some experience and has been trained in specialized interviewing skills. This manager is usually the manager of the department that the interviewee is applying for, and the interview lasts about 30-45 minutes.

After passing the first round of interviews, P&G will pay for the students to come to P&G's headquarters in Guangzhou for the second and final round of interviews. In order to show P&G's sincerity to the candidates, in addition to free round-trip airfare, the whole interview process will be held in the best hotel in Guangzhou or P&G China headquarters. The second round of interviews takes about 60 minutes, and there are at least 3 interviewers. In order to make sure that the recruited talents are really needed by the employing organization (department) and have been vetted in person, the retests are conducted by the senior managers of each department in person. If the interviewer is a foreign manager, P&G will also provide an interpreter.

(1) The interview process of P&G can be divided into the following four major parts:

Firstly, introducing each other and creating an atmosphere of easy communication to pave the way for the substantive stage of the interview.

Second, exchange of information. This is the core part of the interview. Generally, the interviewer will ask questions in accordance with the established 8 questions, requiring each candidate to be able to analyze an example of the questions they ask, and the example must be experienced in the past. These 8 questions are designed by P&G's senior human resource specialists to reflect an aspect of your ability, whether you answer truthfully or by making up answers. P&G wants to get details about how each question is answered, and the high level of detail required makes it difficult for individual candidates to feel comfortable answering these questions without extensive practical experience.

Thirdly, the interview leads to the end once the questions discussed are gradually reduced or the appropriate time arrives. At this point, the interviewer will give the candidate a certain amount of time to ask the examiner a few questions about his or her concerns.

Fourth, the interview evaluation. Immediately after the interview, the interviewer organizes the records and makes an evaluation based on the candidate's answers to questions and overall impression.

(2) P&G's interview evaluation system. Procter & Gamble's interview evaluation test method used in China's university recruitment is mainly the experience background interview method, that is, according to some established aspects and questions to collect the examples provided by the applicant, so as to assess the applicant's comprehensive quality and ability.

The P&G interview consists of 8 core questions:

First, please give a concrete example of how you set a goal and then reach it.

Second, give 1 specific example of how you took the initiative in 1 team activity and acted as a leader to get the result you wanted.

Third, describe a situation in which you had to search for relevant information, identify key issues, and decide on your own the steps to follow to achieve a desired outcome.

Fourth, give an example of a situation in which you fulfilled a promise you made to another person through facts. Fifth, give an example of how you worked effectively with others to accomplish an important task.

Sixth, give 1 example of a time when 1 of your creative suggestions was instrumental in the success of 1 program.

Seventh, give a specific example of how you evaluated your environment and were able to focus on the most important things in order to get the results you wanted.

Eighth, give a specific example of how you learned a skill and used it in a practical way.

Based on the above questions, each interviewer scored on the spot in their respective "interview evaluation form": scoring is divided into three levels: 1-2 points (insufficient ability to meet the requirements of the position, lack of skills, ability and knowledge), 3-5 points (average to above-average). (average to above average; meets the requirements of the position; good level of skills, abilities and knowledge), 6-8 (outstanding candidate, exceeds the requirements of the position; outstanding level of skills, abilities and knowledge). Specific item scores include persuasive/perseverance scores, organizational/planning scores, group cooperation scores, and other item scores. On the last page of the "Interview Evaluation Form", there is a "Recommendation or Not Recommendation" column, with three conclusions for the interviewer to choose from: Reject, Pending, Accept. In P&G's hiring system, hiring an individual requires the unanimous approval of all interview managers. If several interview managers interview a candidate together, after collective discussion, the final evaluation is mostly based on a one-vote veto system. If any interviewer chooses "no", the student will be eliminated from the interview process.

6. The company sends an offer letter to me and to the school

Usually, P&G recruiting on campus lasts about two weeks, and it takes about a month from the time a candidate attends a campus job fair to the time he or she is finally notified that he or she has been hired.

2. P&G's Recruitment Requirements

P&G: Honesty and Integrity in the First Place, Priority to Those Who Are Passionate About Social Activities

Despite the fact that the times are changing day by day, P&G looks for candidates with the traditional "chivalrous and righteous" qualities. These qualities can be summarized as honesty and integrity, risk-taking, innovation, the ability to identify and solve problems, and continuous improvement. These aspects are inseparable and interrelated. Among them, honesty and integrity is in the first place.

In addition, if you go to Procter & Gamble's "Puffy" job application, will often be asked whether they often participate in school activities or activities organized, and enthusiastic about the social activities of the students, P&G will be preferred to hire.

The core of P&G's hiring system: beyond the usual "internal promotion"

Internal selection is a natural choice for a company to hire. But in P&G, this nature has gone beyond the general, and has become a significant form of P&G corporate culture, the core of P&G employment system, and an important source of P&G's competitive advantage.

Born in 1837, Procter & Gamble was just one of the 18 candle and soap manufacturers in Cincinnati, Ohio, U.S.A. The two founders, William Proctor and James Gamble, chose the first letter of their respective surnames, which formed P & G. This company, with its conservative style and constant innovations, has successfully created a P&G empire of the consumer goods industry for more than 170 years. P&G empire in the consumer goods industry. At present, P&G employs nearly 150,000 people worldwide, has factories and branches in more than 80 countries, and markets its products in more than 160 countries and regions, making it one of the world's largest consumer goods companies.

In 1988, P&G established its first joint venture in China, Guangzhou P&G Co., Ltd. in Guangzhou, and since then began its business development in China. P&G China is one of the fastest growing regional markets for P&G's global business. At present, the sales volume of P&G Greater China has ranked the second place among P&G's global regional markets, with an annual sales volume of more than two billion dollars.

In Fortune magazine's annual survey of corporate awareness, Procter & Gamble Worldwide has been named one of the "10 Most Admired Companies in America" for the eleventh time. P&G was recognized in eight categories, including quality of management, ability to attract, develop and retain talent, and long-term investment.

What is the code for P&G's growth? The answer may be found in a quote from Richard Deupree, former chairman of P&G, who said, "If you leave our money, plants and brands behind and take our people away, our company will collapse; conversely, if you take our money, plants and brands away and leave our people behind, we will rebuild everything in ten years. Within ten years we will rebuild everything."

There is no doubt that talent is P&G's most valuable asset.

Choosing the right people: the foundation of human resource management

P&G has always operated campus recruitment as the foundation of human resource management, which is determined by P&G's own organizational development strategy. P&G pursues a human resource strategy that focuses on internal training and promotion, supplemented by introduction, and this strategy is destined to focus on students on campus.

Focusing on campus students is actually focusing on human potential. P&G has five core values: leadership, trust, ownership, winning and honesty. From the beginning of the selection process, P&G pays close attention to comparing a candidate's potential in these areas and whether their current situation is consistent with the company's expectations and needs.

At P&G, fresh college students come in one term at a time, and although each of them has his or her own different characteristics and personality, P&G hopes that they can pass on the DNA of the corporate culture -- recognizing the company's purpose and keeping in line with the company in terms of the principles of what they do, how they work, and so on. Therefore, the company specifically selects those talents with five core values from the campus to enter the company and cultivate them. P&G believes there are benefits to cultivating such talent:

First, there is a strong sense of cultural identity. From the school just graduated from the training of talent is more likely to identify with the company's culture, because they are like a blank sheet of paper, plasticity is very strong, more able to accept the corporate philosophy and standard behavioral norms; and from outside the introduction of talent, has formed a number of may not be consistent with the company's philosophy and behavioral style, which is very difficult to transform.

Secondly, P&G's market advantage in addition to the product brand pull advantage, but also lies in the terminal service advantage, which is even more necessary to transform the enterprise's cultural concepts into the staff consciously standardized, professional behavior, to provide customers with consistent, standardized, regulated services.

Recruitment is a very important part of P&G's human resources work. P&G's former CEO once said that he couldn't see anything more important than recruiting within the company. In the United States, if time permits, he will even personally participate in some of the more important interviews. It can be said that recruitment is the starting point of the entire human resources work, if the quality of the starting point is not high, then not only the subsequent training will be twice as much effort, and will affect the implementation of the company's decisions.

On-the-job training is the best training

To make employees become qualified P&G people, a strong and effective training system is one of the most important supports.

P&G's training system is well known in the industry. In the U.S. headquarters, P&G has established a training institute. In China, there is also a specialized training academy. The company maximizes the potential of each employee by providing them with unique training programs and highly targeted personal development plans.

At P&G, the core training is not classroom training, but mostly one-on-one training and assistance to subordinates by clearly designated direct managers. P&G believes that career is only a more central part of an employee's personal development, not all of it, and that counseling employees is the most important part of their personal development. Counseling to achieve, but also not just between employees and supervisors to assist or mentor-apprentice relationship, "Our values require full respect for each employee, both with their supervisors to share their results, but also have no fear to confide in their supervisors their own confusion." Says Cissy Zhou, HR manager at P&G China.

P&G rarely employs a probationary period, believing that an employment contract with an employee is like a marriage contract, and that mutual roles and identities should be entered into as soon as possible.

Therefore, in addition to one-on-one counseling conversations, P&G also promotes a system of "Early Responsibility," whereby newcomers are given real responsibility from the first day they join the company and are quickly brought up to speed. P&G firmly believes that early responsibility allows newcomers to gain valuable practical experience and grow faster.

"Whole process" is one of the characteristics of P&G's training. From the day an employee enters P&G, the training program will be carried out throughout the whole process of career development. This kind of all-round training will help the employees to adapt to the needs of the work and at the same time continuously and steadily improve their own quality and ability. P&G's internal website is always six months to a year in advance on a number of training preview, from the most basic office file use, language training to how to refine your business level, as long as in advance and the supervisor to say hello to the work at hand, you can be off-duty for several days; and his supervisor and coworkers will not have any objections because "he went to train! ". At Procter & Gamble, attending training is part of the job.

In terms of training expenses, P&G has been "not sparing costs". What is the correlation coefficient between the "input" and "output" of training? This may be the training world of Goldbach's conjecture. But one thing is certain, the ultimate goal of P&G's training is - "Employees have a good attitude, master the necessary and sufficient knowledge, skills, and achieve excellent business results". Every year, P&G will compare the skills of the employees according to the business needs, understand the main skills or ability gaps of the employees, contact the corresponding resources according to these gaps, provide the corresponding training, and ultimately reduce or eliminate these gaps to achieve the business goals.

In the training system, P&G provides training according to five principles:

1, all training is to improve performance;

2, training is not an incentive, nor is it an indication of poor performance, but only a way to help employees make progress;

3, training methods and content are up-to-date;

4, training is mainly taught by P&G employees. The training is mainly taught by P&G employees;

5. Employees' working ability is not evaluated according to their performance in the training courses.

In terms of training methods, P&G adopts mixed training, including on-the-job training, classroom training, online training and distance training.

P&G believes that every day's business activities are a source of learning and training, and on-the-job training is the best training. Employees' ability to solve problems, set sequences, take action, track quality, as well as lead and collaborate can all be improved through on-the-job training.

Internal advancement: the heart of the hiring system

Procter & Gamble is one of the few companies today that uses internal advancement. Back in the 30 years between 1837 and 1867, when the company was founded, P&G had spent a lot of time thinking and researching what was the best way to keep employees around. Their answer was that the key was to make employees feel a strong sense of belonging to the company and to make their values match those of the company, and the internal selection system was very conducive to achieving these two goals. In the early days of the business, the two founders, who were Christians, emphasized more on communication and the fulfillment of their promises to their employees, which enabled them to win the trust of their employees and the time to establish an internal selection system.

P&G's hiring strategy is to train from within, which is a very expensive strategy. For example, if a director position is vacated in China, P&G will first look at its own deputy directors in China to see if there is a more suitable one, and if there is not too suitable one, it will consider introducing a director from other P&G companies, which is actually much more expensive than asking headhunters to help recruiting a director in the local market because the salary of the expatriate staff is relatively high. But P&G has stuck with this effective approach.

P&G's successive CEOs started as first-level managers when they first joined the company. They are familiar with P&G's products and its business mechanism, and more importantly, they are 100 percent loyal to P&G's culture. They have grown together with P&G, and this sense of pride and ownership can well maintain the cohesion of the company. From the perspective of organizational culture, if there are too many "paratroopers" entering the organization, the organization will have to pay a higher cost in terms of cultural integration. P&G's current CEO Reveley is also a typical example of internal promotion, he joined P&G in 1977 after graduating from Harvard University with an MBA, and has worked his way up from brand assistant, brand manager, and branch general manager to his current position.

To realize the internal promotion system, there must be several prerequisites: first, the people employed by the company must have potential for development; second, they should agree with the company's values; third, the company's career design is quite clear and full of levels; fourth, the company must set up a perfect training system to enhance the potential of the company's employees; and fifth, the company's promotion system must be transparent.

As a large international company, P&G has enough space for its employees to draw their own blueprints for future career development. Whether he is a technical person or a managerial person, he will have enough space for future development. For example, if you want to become a human resource manager, then this is your career growth roadmap: initially you will be a full-time management trainee in human resources, and then you will become an assistant manager in charge of training, recruiting, or salary and benefit system. Next, you will be responsible for the implementation of the company's policy system, recruitment, etc. as a manager of a specialized area in the HR department. Further, you will be responsible for the overall management of the HR system of your joint venture as the HR manager of the branch office, or for the development and improvement of the system of a specialized area of HR, such as the payroll and welfare system. Finally, you will become the manager of the Human Resources Department.

At P&G, almost all senior managers start as newcomers, except for positions such as lawyers and doctors. More than 95 percent of P&G's management was trained by recent college graduates.

In addition to maintaining employees' sense of belonging and stimulating their enthusiasm for work, internal selection can also effectively avoid the risk of increased "corporate politics" (small groups with different backgrounds) brought about by external recruitment, and is conducive to the maintenance of the purity of the company's culture, thus reducing the risk of operational turmoil due to the impact on the company's core values. The risk of turmoil in the company's operations due to the impact on the company's core values is minimized.

Of course, internal selection is likely to result in a high degree of employee homogeneity, resulting in a lack of fresh blood, which in turn may affect the creativity of the company. In order to reduce these negative impacts, P&G puts great emphasis on "extroversion", strengthens external market research, strengthens cooperation with research institutes, suppliers and distributors, and pays attention to the introduction of external positive factors to positively resolve certain disadvantages brought about by the internal selection system. This is one more step than many companies that have chosen and insisted on their own characteristics.

Internal selection is a natural choice in the way companies employ people. But at P&G, this nature has transcended the ordinary and has become a notable expression of P&G's corporate culture, the core of P&G's hiring system, and an important source of P&G's competitive advantage.

Based on the above material, you should feel that first of all you have to be enthusiastic, confident, energetic, and if you are young it is better, they prefer newcomers. Participate more in various public welfare activities in the society. Personally, I suggest that you then go to a professional photography store to take a resume photo or image photo. Imagine, when you look at a person's profile, is not the first thing you look at is the person's photo? A good photo will give you a very good first impression, and the first impression advantage is very important to give the company you want to apply for a good impression, people will pay more attention to your resume, so that you can maximize the opportunity to fight for interviews, the first step to success, right? If you're from Beijing, I suggest you go to Wudaokou's Perfect Space to take a look, there to take these ID photos, resume photos or very professional, the reason why I recommend, because I am here to take resume photos, the shooting process is very pleasant, and the result is also good. You can take a look at their website before making a decision.