E-Hr in P&G

Introduction to Procter & risk Procter & Gamble (P&G) is a multinational corporation that provides consumer products in the atomic number 18as of pharmaceuticals, cleaning supplies, personal c ar, and pet supplies. The world(prenominal) consumer straightforwards confederation was started by William Procter, an English stubdle maker & James Gamble, an Irish soap maker in 1837, and has been well established since then, ranking twenty percent place of the Worlds to the highest degree Admired Companies by Fortune Magazine . P uninterruptedly strives to provide branded products and services of superior quality and quantify that ameliorates the lives of the worlds consumers , where P brands serve 4. billion people in more(prenominal)(prenominal) than 180 countries. A High Performing Organization world a multinational corporation, P value its people as the unions nearly all-important(a) as-set and source of matched advantage, and reckons that its success massively depend s on the strength of the genius pipeline. The Human Resources department inevitably plays an im-portant spot to the social club, responsible in attracting the top talents, managing P talent glob exclusivelyy to change vocation development and growth across assembly linees and geographies and de-veloping leaders at P around the world in every business, in every piece and at every level.In view of the fast technological advances, P expands to stay at the orbiculate frontline by in-corporating e-HR into its every twenty-four hour period processes much(prenominal)(prenominal) as selection, recruitment and training. The use of the Human Resources Information Systems (HRIS) was besides cap commensurate to outgrowth administra-tive efficiency and produce reports that bewilder the potential to improve decision fashioning for managers. E-HR not b arely provided human imagerys departments with the opportunity to make cultivation functional and accessible to managers and emp loyees, barely was also able to improve the beau mondes overall efficiency and legalness.With all its efforts over the years, P has been widely accognition as the industrys world(prenominal) in-novation leader and brand-building leader of the industry, world consistently ranked by leading retailers in industry surveys as a preferred supplier and generating $82. 6 billion dollar of gross revenue in 2011 alone. The HR department was also demonstrateed the 2010 Asian Human corking Award from Singapores Minister for Manpower, a highly recognized award in the industry. Technology in HR Functions Training & Development betimes 2000s Being a global company that has hundred years of history, P&G owes its success partly to its large pool of capable and well-trained workforce. P&G trained its workforce on a regular basis. Since early on 2000s, P&G discloses the look at to share product information and fellowship to its em-ployees pronto, while keeping its employees skilled and f riendshipable. P&G thus found Saba Learning Enterprise to develop an profit-based learnedness agreement to be utilize by over 100,000 of its employees in over 70 countries . done the collaborationism with Saba Learning Enterprise, P&G were able to puzzle a ascendible constitution which featured various functions through its web compatibility. Powering the RapidLEARN initiative , Saba had dish outed P&G to consolidate multiple Learning Management Systems (LMSs) into one that ameliorate the companys global accomplishment pace, thus reducing its cost greatly . New strategies and direction could be passed on to its employees with great consistency. Through the development of such integrated trunk, P&G was thus able to meet the exacts of various business requirements.As a run of this, number of employees that utilized e-learning had increased from less than 5% to over 25% . It was estimated that such initiative had resulted in cost savings of around $14million later on 5 years. In 2003, P&G go on to assimilate BrightWave, UK e-learning developer, to transform its in-house presentation materials into an online training program, a 2-hour stand alone modular phone line, for its employees . Late 2000s With the success of Saba since early 2000s, the system had undergone multiple upgrades and customization.By 2009, the Saba system provided online training to over 90,000 of its em-ployees. There was an average of 16,000 individuals among P&Gs employees that made used of its online training each month. Such success leads P&G to expect an online training growth in the near future. To financial support such anticipation, P&G planned to improve its learning wariness system in terms of its availabili-ty, excisioning, learning process governance and exercise support . As a result, P&G decided to appoint Accenture in developing its learning management system for 6 years. anterior to the transformation, P&G had over 200 training administrators that provide d decentra-lized layer 1 support, with multiple vendors providing support on more serious application issues on Tier 2 and Tier 3 . Over a stoppage of 3 months, all support services from Tier 1 to Tier 3 had been successfully migrated to Accenture to meet several objectives such as creating a consis-tent development on its application system, having a reliable learning system with high availa-bility, as well as improving the control of its learning process .To meet the increasing demand that P&G was expecting, it moved its Saba-based RapidLEARN to a clustered environment. Today, P&G had a reliable LMS which was scalable to meet the increasing need of web-based training across the globe. More than 90,000 of P&Gs employees now have access to the system. Today Online system To enable all its employees be updated with the most up-to-date trainings, all of P&Gs em-ployees have access to a website (P&Gs online system) listing all the available courses, with flesh out such as timing, co urse descriptions, and illegibility.P&Gs employees are to sign up for all the trainings online through a rough- hack on online system. With online registration, em-ployees are able to understand the details of the course as well as select the fitted sche-dule for the courses quickly through a simple click. New courses can be see and signed-up courses can be dropped through the homogeneous online system. Aside from the course listings, the webpage also has other information (guidelines) that guides its employees through their own learning path.The system contains little infor-mation on the biography stage at which certain trainings should be taken. Trainings are categorized into General Trainings which covers soft skills such as leadership and business communications and Functional Trainings which covers expertise intimacy such as finance and marketing. All these trainings are also categorized according to different career stage. As a result, the availability of the guideline s aims to help its employees sign up for the satisfactory courses during different career stage. E-learning For online trainings or the so-called e-learning courses, employees are able to spot the course at the leisure of their own pace. The system will track the controlance and progress of each employee in the trainings. In fact, employees attendance record for all courses attended is readily available online. Some of the common e-learning courses include training on procedures, standard business models, and business ethics. Upon closing of such courses, there will be compulsory tests which the employees have to pass. consort to one of the employees experience, while such e-learning courses provide them with the necessary information, the knowledge absorbed is very much short-term. Some-times, employees will end up tailor the on-line courses and move on directly to the tests by guessing the set answers so as to pass the tests. Such short-cut approach defeats the companys purp ose of having online trainings and wastes the resources of the company. Trainings across the globe Being a global company, the company carries out its e-learning globally.The same trainings are made available to all of its employees at different countries. For other trainings that are not carried out online, the company provides the same suffice to be used globally. The ac-tual trainings will, however, be carried out by P&G at different regions and offices separate-ly. The trainers for such courses often come from P&Gs employees. These are keen employees who sent to external trainers to gather trainings. As a result of that, the training content of non-online trainings (despite having the same content across the globe) may vary slightly depending on the trainers style and expertise.In any case, not all trainings can be attended by all employees. Some training has specific requirements of having to meet certain career stage. consequently an approval status is needed before the emp loyee can attend it. There are also certain trainings which can only be at-tended by certain employees upon recommendation from the managers. Therefore, em-ployees have to take note of such details as well as the location of trainings as an employee in Singapore could not simply attend trainings that are held in fall in States.The overall benefit of having such a complete online system in its training system is to allow P&Gs employees to take a shit their own learning progress and to direct them into knowing what kind of skills they need to develop further in the future. It also serves to save employees time by providing the employees the flexibility of completing the trainings at the own time. E-Recruiting With nearly 300 brands worldwide, P&G places high sizeableness in the people and values the talent of every individual.The company spare no effort in attracting suitable talents into its company and promises to offer exciting new challenges, tremendous growth and support, and a chance to touch and improve lives daily for every of its staff. In the young era, there have been an increasing number of people who are interdependent on technology and the internet. In the past, people used to flip through job ads in newspapers. However in this age of internet technology, more people are increasingly turning to online job portals such as monster. com, recruit. et and efinancialcareers. com. USA Today reports that 95% of the college graduation class of 1997 used the Internet as the medium of choice for their job searches while a recent study by JWT Specialized Communications found that 70% of active agent job seekers are more likely to use the Web than traditional job hunting methods . The increasing popularity of these new and rising recruitment bring provide fresh and innovative ways that P&G can tap onto for their recruitment efforts, instead of relying only on personal communicate or head hunters.One example of such a express is the increasingly popula r use of online job por-tals (e-recruiting) in a scenes job search. P&Gs human resource team was able to identify the fast and moving trends of technology and in turn capitalize on the accessibility and availability of the internet to consist into its hiring process, making e-recruiting a part of their overall recruiting strategy. The key to successful e-recruiting is by providing a good job site which would make it easy for candidates to understand and cod and for the company to accomplish its goals of attracting the right talent.McKinsey & Company, the global consulting firm, identified recruiting as a critical issue in its 1998 report, The War for talent, where McKinsey points to various demographic and industrial changes that are making it harder to recruit and retain good employees . A nimble Company article on the report also reiterated the importance of talent, stating that The most important corporate resource over the next 20 years will be talent smart, sophisticated bu sinesspeople who are technologically literate, globally astute, and operationally agile. And even as the demand for talent goes up, the supply of it will be going down. By providing a good e-recruiting website, P&G is able to benefit as the website has acted as an effective filter, making it easy for the correct candidate to apply and deter the misuse appliers from applying. Other benefits of e-recruiting include huge cost savings. Research has shown that e-recruiting is not only faster than traditional channels but the efficiencies of e-recruiting can also cut the amount of time needed to identify, interview and hire for a unoccupied position, in turn helping a company to save as much as $8,000 per hire over traditional hiring channels .Considering the musical scale of P&G with more than 129,000 employees worldwide, the amount of cost savings is lusty by just making 10% of it hires through e-recruiting. A strange website domain was devoted to P&Gs career magnetic core http// jobs-pg. com/, with a link to a similar interface easily accessible, appear on the home page just beside the Investor Relations tab, signifying that P&G values e-recruiting as much as it cares about its investors.This career website has been designed in a very user friendly manner, where one is able to search jobs by category, location or groups, enabling candidates to be able to identify the area of interest or job they would like to apply quickly. P&Gs hiring process is then spilt into 5 gen-eral stages, that is to say application, assessment, initial interview, final interview and the offer, with specific instructions on what is requisite for every individual step. ApplicationThis simple application process instituted a paperless online application system allowing electronic applications to be submitted 24 hours a day and helping the company to find ap-plicants in a timely manner. The information required in the application stage includes con-tact information, education, resum e, questionnaire, check-out procedure and a summary. Appli-cants are also able to save the application as a swig commencement ceremony before completing it at a later time, allowing greater flexibility. Assessments P&G uses online assessments to measure skills and accomplishments that generally do not indue out from interviews.These assessments are beneficial and well received by the appli-cants as it not only allow the company to assess the abilities of the applicator, but also help determine if it is equally beneficial for the applicant to continue through the hiring process, in turn acting as a screening stage for some(prenominal) parties. Examples of the online assessments are oSuccess Drivers Assessment Assess your background, experiences, interests and work related attitudes and measures your compatibility against P&G compe-tencies for defining successful job performance oReasoning Screen Measures your cognitive ability.This is important because the nature of our work i s complex and continually changing Initial audience Behavioural based interviews used to know more about the applicants previous accoplish-ment and the applicant relate to, compare with and connect with the companys Success Drivers. Final Interview One-to-one or instrument panel interviews to find out in greater detail about the applicants skills and capabilities. This is also an opportunity for the applicant to get a more in depth understand-ing of P&Gs unique culture, values and endless opportunities. OfferAn offer of employment will be first notified through a phone call before a confirmation with details is given through the electronic mail. The comprehensive and descriptive locomote of e-recruiting has allowed P&G to achieve a competi-tive advantage in attracting global talents to its company by making job postings available and conducting a primary filter of the job applicants through the several stages of recruitment in place. The advantages of e-recruiting for P&G include the ability to benefit a wider range of audience, world cost effective and achieving a faster recruitment cycle.With cost posture and a faster recruitment cycle creation discussed previously, the ability to reach a wider range of audience is especially important for a global company with job openings suitable for people from all over the world. Opportunities/ Recommendations P&G faces many opportunities that it can tap onto for growth. With the constant increase in the use of internet revolutionizing the way people communicate and interact, majority of the companies at present have incorporated e-recruiting into their recruitment strategy.Therefore there is a need for P&G to tap into new opportunities to further enhance and improve its current e-recruiting strategy. In conducting the field research of e-recruitment in P&G, it could be seen that technology was greatly used in the application, assessment and offer process, but not applied in the initial and final interview proce ss. Hence P&G could actively test alternative methods of recruitment such as using audio and video conferencing or a real time virtual Business Game Challenge in the interview stages to continue develop its recruitment strategy.For training wise, our group believes that P&G could have regular pop-up quizzes which test its employees on the general contents of the past trainings that the employees have attended. This serve to add on the recall on the employees and reminding them about knowledge taught such that it will prevent the employees from forgetting the training content after care them. This is to see to it that all the resources that P&G develop are put into good use.Such pop-up quizzes, though simple, could serve as a constant reminder about the need of being aware of such knowledge even though they may not use them directly on a day-to-day basis. Conclusion Based on the above discussion, we see that talent is the key resource that drives P&G forward and helps the company to remain on top in todays competitive market. Realizing this, P&G never let loose its effort in finding the right talent and providing them with proper trainin. The company want to ensure that all of its employees share the same values and are equipped with the most up-to-date product knowledge in a consistent manner.In order to do this efficiently, the use of technology in its e-HR system has be to be an ef-fective and efficient method that keeps the company ahead globally. With change being the only constant in todays world, the continuous upgrades in its HR system as well as review on recruitment process are some of the key efforts which require great efforts and are of high importance to the success of the company. Considering the size and global perspective that P&G has, keeping its e-HR competent is therefore the key to success. ? ReferencesFast Company (1998). The War For Talent. Retrieved 22 December 2011 from http//www. fastcompany. com/online/16/mckinsey. hypertext mark- up language Mark. H & Jakob. N (1999). E-Recruiting. Creative Good Inc. McKinsey & Company (2001). The War For Talent. 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