Procter and Gamble: The next CEO must come from campus recruiting

Editor's note: A former CEO of Procter and Gamble said the following: even if you take away all of my plant, machinery and other fixed assets, but as long as my people stay, within 10 years I can build a Procter and Gamble. This strong corporate culture is derived from its most distinctive features of campus recruitment, internal training system, for more than 100 years, Procter and Gamble has been adhering to the principle of internal promotion ——— almost all of its employees from campus recruitment, and then the internal training, promotion, only very individual staff from the social recruitment.　　In this way, from the invasion of other corporate culture, the internal core culture of Procter and Gamble can be greatly preserved and passed on. At the same time, the industry is also very much agree with the training culture of P & G, called it "the University of Procter and Gamble", many professional managers are from the training of P & G　　It is evident from the number of lecturers in the training institutions and the number of courses on "learning business management from Procter and Gamble".　　This requires a strong human supply chain, may also be difficult to replicate by other enterprises, which takes time to precipitation and the accumulation of scale, but also a human resources concept in the Enterprise culture extension. Shanyan is the deputy Director of human resources responsible for recruiting and training on campus in Greater China. Her personal experience is also a specimen of the culture of P & G training. "In a sense, companies are constantly instilling a value and behavior expectation." I was the one who was brainwashed by Procter and Gamble. "I was a specimen of the internal culture of Procter and Gamble" I graduated from Zhongshan University in 1993, through the campus recruitment into Procter and Gamble, 16 has been doing HR. I was not studying human resources, but hotel business management.　　Just arrived at the "Management intern". From 2002 to now, I am responsible for recruiting and training in greater China to lead the development of talent supply chain work.　　If today, especially in mainland China, Procter and Gamble is a good employer in the minds of many students, it is because of the perfect campus recruitment and training mechanism. Campus recruitment: The only way to recruit employees in Procter and Gamble cannot say that 100% is from campus recruiting, but most of them are. Only a very small number of internal training does not come out of the post, such as a strong professional position, only need to find some experienced people. But these accounts for a very small percentage.　　Campus recruiting graduates with no working experience is our absolute mainstream. The biggest feature of Procter and Gamble in talent is internal recruiting and training. For many companies, campus recruitment is only one way, but the P & G Campus Recruiting is basically the only channel for recruiting. It can be said that the next generation of our CEO or the president of China, must be from a certain year on campus recruitment of someone to produce.　　Recruitment if in some companies are transactional work, in the Procter and Gamble is to determine our future destiny, determine the quality and ability of future leaders. Procter and Gamble is a very strong corporate culture, although there are many large regions and branches around the world, but there is a unified platform, no matter where there are the same corporate culture. For example, what you see in this office is almost exactly the same as the offices around us. Companies constantly instill a value in their employees in a senseView。　　This is closely related to our emphasis on internal cultivation and development, because the people who have just graduated from school are very malleable, and people who work together have similar backgrounds, all developed along similar paths, so uniformity is easy to shape. Of course, this does not mean changing or erasing human diversity.　　Now the C E O has said that a diverse team will surely prevail over a team that is all the same. "Airborne" success rate is not high if let me use a word to summarize human resources management, I will choose "Ancestors Funeral".　　There are two layers of meaning, people can work on behalf of the company's values, determines the success or failure of what he is going to do; In addition, you work with people, people are complex in the world, you have to first put the right person on the bus, the wrong people down, so that the bus will be in the right direction. There is a lot of uniqueness in the system of cultivating and developing inside, which is a very difficult way to replicate because it takes years to precipitate. The front end of the human supply chain is recruiting and initial training, but the whole idea extends to the back end of the company and to the high-end talent supply chain, including where your CEO comes from. If you do not have a strong talent supply chain, it is inevitable that this problem: a high-end talent to retire or to leave the company, I in the company can not find the corresponding ability of people, then how to do?　　I can't leave this seat empty, the only way is to get an experienced person from outside. Of course, "airborne" also has its advantages, but if we look at some statistical data, we will find that the success rate is not very high. Using internal culture, the success rate is much higher than the latter.　　The highest level of leadership in the job is not successful, the damage to the company is huge. Indeed, we lose some people every year.　　We think that a certain amount of wastage is normal, if the loss of the staff can go after the time to thank the P & G experience, it shows that we have done very successful. We gave you the dour, not the job. The definition of training and development is relatively broad, we will not use the Internet training and class training is called training, but believe in the way of on-the-job training. Those so-called "formal training" such as distance training or sitting in the classroom training is a supplement.　　For example, the new employee gets the coaching in a project, which is the most important thing for him to grow, and from another perspective, the work experience itself is a very important factor in the growth of a person. I often tell students at school that the one we give you is dour (a career), not a job, and there is a big difference. No matter what your first job does, we don't ask you to do it forever, even if we ask you to change jobs every once in a while. To analyze your career path, how is your next job best, what is the logical link between the job and the next job, how these work can help you achieve your ultimate goal in the company. This is the talent training and development is very important point, not how many days you must attend the training. In addition, there are many corporate training is to ask outside professional trainers, Procter and Gamble has a feature of their own, we find our own training.　　The company's tradition is to mentoring in different ways through senior executives. Case mergers and acquisitions of Geely after the HR concept of conflict: we "take for granted" is not the other "take for granted" and Geely mergers and acquisitions, is the largest in the history of the Merger project, I also participate in it. Although both belong to the fast-extinction industry, but after all, corporate culture is completely different. The outcome of many mergers and acquisitions in the industry is not successful ——— mergers and acquisitions is a bit like getting married, we always think we are very similar, very speculative, but later found that there are many problems.　　In addition to such as database hardware on the combination of "soft" aspects of integration in mergers and acquisitions also have far-reaching strategic significance. The most representative conflict is that P & G is very focused on nurturing talent from within, but that's not the case with Geely. At that time, Geely's human resources director proposed, there is a brand manager's empty position, the person walked for a long time, I want to recruit a brand manager. I said that we are here not "recruit" brand manager, we are from grass-roots training, in the interior to see if there is a suitable person for you.　　He said he had looked for it, but there was no suitable one, and I just don't understand why I can't recruit a man to come in, but let the position be empty. Recruiting and training from within is what Procter and Gamble has done over the years, but what we "take for granted" is not "taken for granted". Special interview: Reporter Wangxiaoxing