RehireGLOBALREHIREPROCESS/PROCEDURESRECOMMENDATION 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 Pursuing Advanced Degrees 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 Who Frequency Purpose 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. Global Intranet Open to all P&G 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 TBD TBD • Formalizes method to provide status and final data. . Rehire GLOBAL REHIRE PROCESS/PROCEDURES RECOMMENDATION Objective To provide consistent guidelines/procedures for considering the rehire of former. driving Global initiatives. Video Conferencing Global Leadership Team Global Team members and others as appropriate. Monthly or as decided by Global Leadership