P&G 2009 Annual Report – AnnualReports.com - Procter & Gamble

P&G leaders at the Vice President level
and above come from 35 different
countries, with more than half of them
originating from outside the United States.
Argentina
Australia
Austria
Belgium
Brazil
Canada
China
Colombia
Czech
Republic
Egypt
Finland
France
Germany
Great
Britain
Greece
India
Ireland
Italy
Japan
Lebanon
Mexico
Morocco
Netherlands
Norway
Panama
Peru
Philippines
Poland
Portugal
Spain
Sweden
Switzerland
Turkey
USA
Venezuela
We Hire the Best. Nearly a half-million people apply for
P&G jobs every year. We hire less than 1%. We attract top
talent because of P&G’s reputation as a great company for
leaders, and we identify the best applicants by using a proven
recruiting process that measures intelligence, assesses
character and leadership, and predicts success at P&G.
We Challenge P&G People from Day One. We believe
there’s no substitute for hands-on experience when it
comes to leadership development. That’s why we create
early, meaningful responsibilities for every employee.
Typical assignments demand collaboration inside and
outside the Company, disciplined project management and
the need to be in touch with consumers, retail customers
and other external stakeholders.
Business and Functional Leaders Actively Recruit, Teach
and Coach. Line business leaders are accountable and
involved at every step of the process. This starts at the top.
Our Chief Executive Officer, Vice Chairs, Presidents and
Functional Officers recruit on college campuses and teach in
our executive education programs. These senior executives
also act as mentors and coaches for younger managers,
helping them develop the skills necessary to lead large
businesses and organizations.
We Plan Careers. We create opportunities for careers at
P&G, not just jobs. One way we do this is by managing P&G
talent globally —starting at mid-levels of management and
higher —to enable career development and growth across
businesses and geographies. We identify talent early and
groom people through a series of varied and enriching
assignments that will prepare them for future roles.
The CEO and Vice Chairs meet monthly to plan senior
management assignments. Business presidents meet as a
talent-development team once per quarter. And the Board
of Directors reviews P&G’s talent pipeline once a year.
Eighty-five percent of P&G’s
leadership team has had
one or more international
assignments.
The Procter & Gamble Company 19
85%
We Never Stop Learning. In addition to on-the-job
experience, we provide a wealth of technical, functional
and leadership skills training. Some programs are offered at
career milestones, such as when an employee first takes on
responsibility for managing others or leading an organization.
Other programs take managers out of the classroom and
into retail stores or even into consumers’ homes. This process
not only helps P&G people develop business skills but also
deepens their commitment to touching and improving
consumers’ lives —P&G’s enduring Purpose.