Coca Cola and Pepsi Profitability Analysis Essay Example for Free

Coca Cola and Pepsi Profitability Analysis Essay Gross profit margin(2013) = 100 Ãâ€" 28,433/46,854 = 60.68% Gross profit margin(2012) = 100 x 28,964/ 48,017=60.32% Gross profit margin(2011) = 100 x 28,326 = 60.86% Source: PepsiCo Inc. Annual Reports Gross profit margin (2013) = 100 x 35,172/66,415 = 52.96% Gross profit margin (2012) = 100 x 34,201/65,492 = 52.22% Gross profit margin (2011) = 100 x 34,911/66,504 = 52.49% Gross profit margin is a resource for paying extra expenses and future cutbacks. Coca-Cola Co. gross profit margin declined from 2011 to 2012 but then inclined from 2012 to 2013. However, it did not reach the level of 2011. PepsiCo Inc.s gross profit margin, on the other hand, decreased from 2011 to 2012 however it improved from 2012 to 2013 go over 2011’s level. Comparing the two companies, Coca-Cola Co. has a higher gross profit margin which shows superior fraction of revenue existing to coat operating and other costs. Net Profit Margin (USD $ in Millions) Coca-Cola Co. 2013 2012 2011 Net Income Before Minority Share of Earnings, Equity Income, and Nonrecurring items 8,584 9,019 8,572 Net Sales 46,854 48,017 46,542 Net Profit Margin 18.32 % 18.78 % 18.42 % Source: Coca-Cola Co. Annual Reports Net Profit Margin (2013) = 100 x 8,584/ 46,854 = 18.32% Net Profit Margin (2012) = 100 x 9,019/48,017 = 18.78% Net Profit Margin (2011) = 100 x 8,572/46,542 = 18.42% PepsiCo 2013 2012 2011 Net Income Before Minority Share of Earnings, Equity Income, and Nonrecurring Items 6,740 6,178 6,443 Net Sales 66,415 65,492 66,504 Net profit margin 10.15 % 9.43 % 9.69 % Source: PepsiCo Inc. Annual Reports Net Profit Margin(2013) = 100 x 6,740/66,415 = 10.15% Net Profit Margin(2012) = 100 x 6,178/65,492 = 9.43% Net Profit Margin(2011) = 100 x 6,443/66,504 = 9.690% Net profit margin is an indicator of profitability, computed as net income divided by revenue. It measures how much out of every dollar of sales a company actually keeps in earnings.(Wintner Tardif, 2006, p349)Coca-Cola Co. net profit margin improved as of 2011 to 2012 although decreased drastically starting 2012 to 2013.PepsiCo Inc. net profit margin go down beginning of year 2011 to year 2012 but after that recovered from 2012 to 2013 going beyond the level of 2011. The figures above indicate that Coca-Cola Co. has a elevated profit margin compare to PepsiCo Inc., which indicates more cost-effective corporation which better control its costs compared to Coca-Cola Inc. Total Asset Turnover (USD $ in Millions) Source: Coca-Cola Co. Annual Reports Total assets turnover(2013) = 46854/90055 = 0.52 Total assets turnover(2012) = 48017/86174 = 0.56 Total assets turnover(2011) = 46542/79974 = 0.58 PepsiCo Inc. 2013 2012 Net revenue 66415 65492 Total assets 77478 74638 Total assets turnover 0.85 0.87 Source: PepsiCo Inc. Annual Reports Total assets turnover (2013) = 66415/77478 = 0.85 Total assets turnover (2012) = 65492/74638 = 0.87 Coca-Cola Co.s net profit margin enhanced from 2011 to 2012 nevertheless go  down considerably as of 2012 toward 2013. PepsiCo Inc.s net profit margin, on the other hand, worsens since 2011 to year 2012 but raised the following year exceeding the level of 2011. The figures above indicate that PepsiCo Inc. has a higher Total Assets Turnover comparing to Coca-Cola Co. which shows that PepsiCo turns its assets faster into sales. Asset Turnover is connected to Return on Assets (ROA) through Du Pont formula. DuPont Return on Assets (ROA) (USD $ in Millions) Coca-Cola Co. 2013 2012 2011 Net Profit Margin 18.32% 18.78% 18.42% Asset Turnover 0.52 0.56 0.58 Return on Assets(ROA) 9.52 10.51 10.68 Source: Coca-Cola Co. Annual Reports ROA(2013) = 18.32% x 0.52 = 9.52 ROA(2012) = 18.78% x 0.55 = 10.51 ROA(2011) = 18.42% x 0.58 = 10.68 PepsiCo Inc. 2013 2012 Net Profit Margin 10.15% 9.43% Asset Turnover 0.85 0.87 Return on Assets (ROA) 8.62 8.20 Source: PepsiCo Inc. Annual Reports ROA(2013) = 10.15% x 0.85 = 8.62 ROA(2012) = 9.43% x 0.87 = 8.20 The ROA numbers provides investors with an overview of how efficiently the business is converting the investment into net income. (Gibson, 2009) Coca-Cola Co. ROA decreased starting of 2011 to 2012 as well as as of 2012 towards 2013. PepsiCo Inc. ROA, on the other hand, declined from year 2011 to 2012’s level however later inclined since 2012 towards 2013, however it did not reach the level of 201l. Nevertheless, Coca-Cola has a higher the ROA numbers compare to PepsiCo. which shows that the business earns more capital on a smaller amount of investment. DuPont Return on Equity(ROE) (USD $ in Millions) Coca-Cola Co. 2013 2012 2011 Net Income 8,584 9,019 8,584 Total Shareholder Equity 33,173 32,790 31,635 Return on Equity (ROE) 25.87% 27.50% 27.13% Source: Coca-Cola Co. Annual Reports ROE(2013) =100 x 8,584/33,173 = 25.87% ROE(2012) = 100 x 9,019/32,790 = 27.50% ROE(2011) = 100 x 8,584/31,635 = 27.13% PepsiCo Inc. 2013 2012 2011 Net Income 6,740 6,178 6,443 Total Shareholder Equity 24,279 22,294 20,588 Return on Equity(ROE) 27.76 % 27.71 % 31.29 % Source: PepsiCo Inc. Annual Reports ROE (2013) = 100 x 6,740/24,279 = 27.76% ROE(2012) = 100x 6,178/ 22,294 = 27.71% ROE(2011) = 100 x 6,443/20,588 = 31.29% Return on Equity (ROE) determines how sound a company makes use of reinvested earnings to make more earnings. ROE is utilized as a common hint of the business effectiveness. In other words, what amount of revenue the business is capable to generate with the resources provided by its stockholders. (Gibson,2009) Coca-Cola Co.s ROE increased as of 2011 towards 2012 except that later declined considerably from 2012 to 2013.PepsiCo Inc.s ROE, on the other hand, decreased starting year 2011 to 2012 but then slightly rise  up from 2012 to 2013. Based on the numbers above, we can conclude that PepsiCo Inc. has a competitive advantage over Coca-Cola Co. because it has a higher ROE, which means that is growing profits without pouring new capitals into business. References Wintner, S., Tardif, M. (2006)Financial Management for Design Professionals: The Path to Profitability. MA: Kaplan AEC Education. Retrived from: http://finance.yahoo.com/news/abercrombie-fitch-no-profits-just-225850116.html?session-id=7b3af266ae1a387aaf0cfe6dca24ba10 Gibson, C. (2009)Financial Reporting Analysis. Using Financial Accounting Information (11the Ed) MA: South-Western Cengage Learning, Mason,OH

Mending the Transatlantic Rift Essay -- Essays Papers

Mending the Transatlantic Rift The terrorist attacks of September 11, 2001 ushered in an era of dramatic change for foreign policy and the international system. Most obviously, the United States’ sense of invulnerability eroded as an acute awareness to the perils of terrorism gripped the American public. In American foreign policy, the dominant paradigms evolved. Whereas the Cold War notion of the centrality of powerful nation-states had helped order the Bush administration’s outlook before the attacks, the new paradigms explicitly accounted for the importance of non-state actors and rogue regimes as the salient elements of American foreign policy. In emphasizing rogue states, President George W. Bush focused on regime change in Iraq and ultimately decided to invade Iraq despite the opposition of important allies and the lack of authorization from the United Nations Security Council. The war in Iraq, along with an array of diplomatic and policy differences between the United States and its Eur opean allies, ultimately produced notable divisions in the transatlantic relationship. An analysis of the events and conceptual divergences that contributed to this rift renders a portrait of U.S.-European relations in which real rather than cosmetic differences separate the two sides of the Atlantic Ocean. Nonetheless, enduring commonalities and the realities of the present geopolitical situation leave hope for improvements in the relationship. In the end, mending the transatlantic rift will require the United States to exhibit a genuine commitment to diplomacy with Europe and engagement with the world’s most pressing issues. THE RELATIONSHIP Historically, the relationship between the United States and its European allie... ...ember/October 2002. Kagan, Robert. â€Å"America’s Crisis of Legitimacy,† Foreign Affairs, March/April 2004. Mandelbaum, Michael. â€Å"The Inadequacy of American Power,† Foreign Affairs, September/October 2002. The National Security Strategy of the United States of America, September 2002. < http://www.whitehouse.gov/nsc/nss.html> Nye, Jr., Joseph S. â€Å"U.S. Power and Strategy After Iraq,† Foreign Affairs, July/August 2003. O’Hehir, Andrew. â€Å"Welcome to the New Cold War,† Salon.com, November 15, 2004. Pond, Elizabeth. â€Å"European Shock and Awe,† Washington Quarterly, Summer 2003. Project for the New American Century World Press Review. â€Å"We Are All Americans,† November 2001. < http://www.worldpress.org/1101we_are_all_americans.htm>

How Can Resourcing and Development Add Value to the Modern Workplace

â€Å"How can Resourcing and Development add value to the modern workplace? † Table of content 1 Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3 1. 1 Company background†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 1. 2 Purpose, Value and Principle†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 1. 3 Awards†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. 4-5 1. 4 Proctor & Gamble and Johnson & Johnson’s industry status†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5 2 Recruitment issues of P & G†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 2. Campus Talk recruitment method & Added Value in workplace†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦6-7 2. 2 Job Fair Internship recruitment method & Added Value in workplace†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. 7-8 3 Diversity issues of P & G†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 9 3. 1 Gender & Added Value in workplace.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦9-11 3. 2 Culture & Added Value in workplace†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12-13 4 Continuing Professional Development issues of P & G†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 14 4. 1 Employee Development & Added Value in workplace†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 14-15 4. 2 Talent Development & Added Value in workplace†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦15-17 5 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 18 6 Appendixes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 19 7 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20-21 1 Introduction 1. 1 Company Background Founded in 1837, Procter & Gamble (P & G) was established by William Procter, a candle maker, and his brother-in-law, James Gamble, a soap maker, when they merged their small businesses. Now, P & G is one of the largest consumer products companies in the world. These include beauty care, household care and Gillette products. P&G Greater China business includes Mainland China, Hong Kong and Taiwan, which were established in 1988, 1987 and 1985 respectively. P&G has operations in more than 80 countries, with more than 300 brands on market in 160 countries employing approximately 135,000 people. Their worldwide headquarters is in Cincinnati, Ohio, U. S. 1. 2 Purpose, Value and Principle Purpose unifies us in a common cause and growth strategy of improving more consumers’ lives in small but meaningful ways each day. It inspires P&G people to make a positive contribution every day. They would provide branded products and professional services of superior quality and value that improve the lives of the world’s consumer now and for generations to come. As a result, consumers will reward them with leadership sales, profit and value creation, allowing P & G people, shareholders, and the communities in which they live and work to prosper. Values reflect the behaviors that shape the tone of how they work with each other and with their partners. P & G was focus on consumers, staffs, brands and what make P & G’s unique. Management brings the values to life as they focus on improving the lives of the world consumers. P&G is its people and the values by which their live. They attract and recruit the finest people in the world. They build an organization from within, promoting and rewarding people without regard to any difference unrelated to performance. They act on the conviction that the men and women of Procter & Gamble will always be their most important asset. And Principles articulate P&G’s unique approaches to conducting work every day and shows respect all individuals. As they agreed the interests of the Company and the individuals are inseparable. They are strategically focused in the work and promoted innovations as P & G success. 1. 3 Awards They were honored to have focus on innovation recognized at the 2010 Edison Awards. A. G. Lafley, former Chairman and CEO, was also recognized with the Edison Achievement Award—one of just a handful of business CEOs to ever receive the honor. The award recognizes distinguished business executives who have made a significant and lasting contribution to innovation. In his remarks, A. G. hared the award with P&G and external business partners, whose focus on consumer-centric, systematic innovation has helped P&G bring innovative, life-improving products to consumers. â€Å"Innovation is more important now than ever,† said Caldicott. â€Å"The finalists we announced today are the moving parts in the engine of economic growth. They inspire people to think outside the box and improve the lives of pe ople around the world. 1. 4 P & G and Johnson & Johnson’s industry status P&G is the largest consumer products company and building leading brands that is one of the fastest growing markets in the world. It registering strong business growth in the consumer product industry and P&G's China staff has grown rapidly. Besides, P ; G was the 22nd largest profitable company in amount profited of US$ 13,436 million launched by Fortune 500. On the other hand, their competitor – Johnson ; Johnson is the world’s sixth-largest consumer health company which operates in three segments through more than 250 operating companies located in some 60 countries and employing 114,000 employees. J ; J was the 32nd largest profitable company in amount profited of US$ 12,266 million. Recruitment issues of P ; G Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected. According to EDWIN FLIPPO, â€Å"Recruitment† is the process of searching for prospective employees and stimul ating them to apply for jobs in the organization. † 2. 1 Campus recruitment method ; Added Value in workplace Apart from advertising method of recruitment, it available to employers and is widely used involves recruiting people directly from education institutions. P;G was successfully launched 1st of Campus Recruitment named â€Å"Corporate Elite Program† in Hong Kong in 2008. It is a program that hired from University top talents who are inspired to start their career in P;G, to gather together to experience an exclusive, meaningful ; fruitful recruitment journey. P ; G offer interactive platform for Elite students to make friends with P;G managers as well as among themselves. At the end of the journey, they will have the chance to get full time offer from P;G. The program mainly to target Sales ; Marketing students, apply for P ; G Pharmaceutical’s industry. Apart from Hong Kong ; Taiwan, P;G U. K. recruited around fifteen new staff members from over three thousand graduate applicants per year in the U. K. Regarding Campus Recruitment can be added value in P ; G, the organization will build up the company’ image in Consumer field. The candidates who almost are fresh graduated, provide an energetic, intelligent and aggressive working style for the organization. Moreover, it benefit of innovative and imaginative thinking, strive for execution excellence, and breakthrough a typical work environment that recognizes and rewards high performing. Hence, P ; G were ranked first worldwide for the â€Å"Recruitment, Training ; Retention of the best staff† in the FMCG (Fast Moving Consumer Goods) industry by Fortune 500 Magazine. 2. 2 Job Fair and Internship recruitment method ; Added Value in workplace Job Fair and Internship recruitment also implement in P ; G Company. Job fairs are becoming a more common method of entry-level recruiting and initial screening. For P ; G recruiter, they offer an opportunity to reach potential candidates and collect their profile. P ; G offered much of opportunities in different kind of place and launched Job Fair for permanent and internship candidates, aimed target hiring for Customer Service staff in retail shop. The recruitment team short listed the candidates for the full time or internship program, the objective to organize of Career Fairs are to provide a platform where hiring talent staff work in Customer Service field in P ; G. Job Fair has the benefit of new skills, new talents and new experiences candidates who fulfill the job requirements in P ; G. An effective recruitment practice identify job applicants with the appropriate level of knowledges, skills, abilities, and other requirements needed for successful performance in a job or an organization. Internship recruitment was very popular and common for an employer implement, as it not only give a valuable chance to the candidates to learn in workplace and also can be benefit to the organization. Besides, they are offered various learning opportunities like training and on boarding programs throughout an internship to be able to easily adapt to business atmosphere and successfully complete the projects. During the program, internship would receive ongoing coaching and feedback. Internship for employers represent an opportunities to bring in bright ; energetic people, to pre-screen for the best and the brightest, and in cases of highly desirable graduates or programs, to attract good candidates before graduation. In addition, from an operational perspective, interns offer an opportunity to bring in short term staff to meet high demand periods, vacation backfilling, and for special projects. Acuff (1985) indicates that Recruitment at colleages and universities is seen as a major source of new employees in business, technical, professional, sales, administration, and other fields. Co-operation and internship programs sponsored by colleges and universities are seen by many organizations as being a particularly effective source of new employees. Some employers have also found a lower turnover rate among employees who have been recruited through such programs. 2 Diversity issues of P ; G Diversity means that the condition of having or being composed of differing elements, especially the inclusion of different types of people or different races of cultures in a group or organization. Diversity is not only diversity of ethnic background and gender, but also age, sexual orientation and work and life experience. Diversity is deeply rooted in P ; G’s Purpose, Values ; Principles. Through their commitment, P;G brings together individuals from different backgrounds, cultures, and thinking styles providing remarkably different talents, perspectives, life and career experiences. The mission of Diversity ; Inclusion at P;G is â€Å"Everyone Valued, Everyone Included, Everyone Performing at Their Peak†. 3. 1 Gender ; Added Value in workplace The Company employs over 100 thousand people of different nationalities spread between North America, Latin America, Europe, Middle East, Africa and Asia. Diversity (of gender, race, religion, culture) is one of most important P;G assets in achieving their mission to understand and serve consumers round the world. Almost a decade ago, P ; G business decided to address gender diversity and get closer to its consumers. They understood that female team members would enable them to better understand consumers, since household purchasing decisions are mostly overseen by women. According to P ; G Management report stated that 40% of P ; G Managers are women. Since then, the team has hired full-time female employees and has deployed diversity trainings to dispel cultural myths and address work life balance issues. P ; G believes that work-life balance is just as important as employee’s performance, days-off to â€Å"Work from Home† programmes, and special considerations for working mothers and family commitments. The company understands the need for balance of the employee’s work life. After all, full of happiness employees are more productive and have self-motivation which translates to success for all. A Strategic Approach Dr. R. Roosevelr Thomas, Jr. tates that â€Å"Globalization is transforming the very nature of our business relationship, decision-making processes, and interactions, making world class diversity management, more needed now than ever before. P;G continues to focus on diversity as a global strategy and expects its work force to become increasingly diverse, enabling employees to serve more of the w orld’s consumers. Global data on enrollment by gender is shown in the following table: Sourced by P ; G Sustainability Report 2010 In 2010, P;G’s solid progress in diversity and inclusion was recognized in many global and U. S. surveys. It includes Diversity Inc. of Top Companies for Diversity No. 18 in 2010, Top Global Diversity Companies No. 6 in 2010 and Working mother ofâ€Å"Working Mother Hall of Fame, 2005† for Top 10 Companies for Executive Women (2010 NAFE). Many awards were recognized gender diversity added value in P ; G. 3. 2 Culture ; Added Value in workplace Culture usually ‘refers to shared attitudes, beliefs and behaviours that individuals learn from the family and society in which they live’ (Gold et al. , 2010:435) In P ; G, one of the most important factors is culture. The most talented people want to work in a culture that is open, collaborative, and embraces change. Creating and sustaining such a culture is difficult, and they know they need to change and evolve the culture. They become more externally focused and need to be more agile, more flexible and faster, more innovative and more productive. Since A. G. Lafley became Chief Executive Officer in 2000, the leaders of P;G have worked hard to make innovation part of the daily routine and to establish an innovation culture. In that year, P ; G spent US$2. 1 billion on innovation, and received $76. billion in revenues. Benefit in getting more value from every investment in innovation culture. According to Diversity Management by Pamela Arnold who is President of American Institute for Managing Diversity, Inc stated that â€Å"This integration leads to a workplace environment that encourages creativity and innovation and motivates people to make a difference not only internally but also externall y communities. Together, P ; G represent around 140 nationalities. Their recruiting and development philosophy to â€Å"build from within† fosters a strong culture of trust and shared experiences. Their diversity, shared culture and unified purpose are the defining elements that enable P;G to touch lives and improve life every day. Usually P ; G want their international managers to be experienced and familiar with corporate culture as well as a solid understanding of the company’s core values. It is the responsibility of the manager to facilitate each employee to bring their own experiences to the table allowing for a collage of international ideas that help P;G products reach consumers on every continent. Another component of P;G’s business organization that fully utilizes each individual employee is the office orientation. P ; G represent that has actively and successfully taking on the challenge of globalization through international management. Many worked in P;G colleagues who gained lot opportunities to interact with colleagues from Hong Kong, Taiwan, China and even all overseas P ; G companies. Hong Kong and Taiwan’s Oral Care team is one of the most culturally diverse teams in P;G. Such diversity allows them to view things from different perspectives, and thus help them make better decisions based objective discussions. It is founded in P ; G that harnessing these differences will create a productive environment in which everyone feels valued, where their talents are being fully utilised and which organisational goals are met. According to Ms. Carole Yeung (General Manager of Global Offices of Diversity ; Ombuds, Chevron) said that â€Å"this effort is designed to strengthen our organizational capability and develop a talented global workforce that gets results†. It strongly proved that global cultural diversity was added value in workplace and Organizations reach their potential when everyone, individually and collectively, shares the best chance to succeed. Also, the important achievements are contributing directly to specific organizational values. P ; G acts on the conviction that the men and women of the organization will always be their most important asset. P;G is a very diverse organization which according to Diversity Inc Top 50 List awarded the Best Companies for Multicultural Females for Top 5 in 2009 and Companies for Diversity of Top 40 in 2010. Continuing Professional Development issues of P ; G Continuing Professional Development refers to the imparting of specific skills, abilities and knowledge to an employee. It is any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning, usually by changing the employee’s attitude or increasing their skills a nd knowledge. The fundamental aim of training is to help the organization achieve its purpose by adding value to its key resource for their employees who hired. Training means investing in the people to enable them to perform better and to empower them to make the best use of their natural abilities. 4. 1 Employee Development ; Added Value in workplace P;G are building on the knowledge by providing a best in class training programme that is both challenging and enriching. Half of the training is done on-the-job, while the other half will be delivered in active and engaging ways. Most of the employees are gain invaluable and practical knowledge that empowers the way they work. In addition to on-the-job experience, P ; G provides 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 that P;G’s enduring Purpose. P;G treat their employee as the Company’s most important asset and source of competitive advantage. The success depends entirely on the strength of their talent pipeline, which to build from within and manage with a disciplined process led by the CEO and the senior leadership team. Besides, approach to developing leaders at P;G is elegantly simple. They take the same rigorous and disciplined approach to developing leaders at P;G around the world in every business, in every region and at every level. Regarding leadership rewarded added value in P ; G which is recognized Hay Group’s Twenty Best Companies for Leadership by Bloomberg Business Week. Moreover, information provided by Human Resource Management Journal – Vol 8 No. 4. It clearly supports and agreeing with the view that CPD is important because of the changing nature of work and that it has benefits to the employer as well as the individual through enhancement of employability and career prospects. It was anticipated that job satisfaction and organizational commitment would be positively related to the value accorded to CPD. Appendix of table 1 (Value of CPD) should be indicated the respondents were in general favorably disposed towards CPD in workplace. 4. 2 Talent Development ; Added Value in workplace Talent consists of those individuals who can make a difference to organizational performance, either through their immediate contribution or in the longer term by demonstrating the highest levels of potential. Additionally, Talent Development means the systematic attraction, identification, development, engagement, retention and deployment of those individuals with high potential who are of particular value to an organization. In P;G, Talent Development is a never-ending priority. They develop talent primarily from within the organization, and they are one of the few companies that are committed to that approach. P ; G creates opportunities for careers in workplace, not just a job. One way they do this is by managing P;G talent development globally. Starting at mid-levels of management and higher, to enable career development and growth across businesses and geographies. Eventually, 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. P ; G was delighted to be awarded the Asian Human Capital Award 2010. This recognition is an endorsement of what P ; G has leading to best talent retention was developed to meet this critical organizational need in a climate of contemporary human resource challenges. Ulrich (2008) defines talent in a general sense as comprising â€Å"Competence, commitment and Contribution†, stressing the need to ensure all three. Talent strategy and the HR practices associated with it should attract, retain, motivate and develop the particular kind of talent an organization needs in ways that build commitment, ensure competence, and result in a contribution that the business finds valuable and that the individuals regards as personally meaningful. According to Boudreau and Ramstad (2005) and Dave Ulrich (2008) stated that Effectiveness which requires HR practices that will ensure that key talent is fully capable, motivated and is supported in having the opportunity to apply their talent appropriately and effectively in their work. Efficiency requires identifying the most cost-efficient methods of investing in â€Å"talent†, an important consideration to ensure a careful focus on delivery of talent management plans. 4 Conclusion The consumer product goods industry is a highly competitive industry, the conclusion is that while P ; G is an established home consume product goods competitor, the greatest competitive threat is Johnson ; Johnson because of its continued expansion into numerous product categories. P ; G’s intent is to offer professional sustainable development, recruitment and diversity activities in the workplace. Clearly, P ; G is not only the larger brand and the category leader but it is also the more efficient and productive company. In contrast, P ; G lack of direct marketing strategies for its product. Their threats showed competitor entry into the home consumer product goods market. It recommended P ; G has access to a greater number of markets and product co-branding opportunities because of its size and volume of sales. Besides, recommended to focus and develop talent marketing staff. It purposed bring P ; G open to expand through organic growth by establishing another brand category that is targeted specifically at the international market. (Word count: 3,343) 6 Appendixes Table 1 – Value of CPD Questions| Strongly disagree| Disagree| Neither agree nor disagree| Agree| Strongly agree| CPD can enhance employability and career prospects| 0| 5| 12| 56| 27| CPD has benefits to my employer / organization| 2| 1| 9| 56| 32| CPD is important because of the hanging nature of work| 0| 2| 7| 50| 41| CPD is not just another chore – it has significant benefits for me| 0| 5| 19| 60| 16| CPD will improve my job and career prospects| 2| 9| 22| 51| 16| CPD will improve my job performance| 0| 4| 13| 66| 17| Engaging in CPD activities has a motivating effect on me| 1| 8| 31| 46| 14| It’s worth making an effort on CPD because of the beneficial outcomes| 0| 5| 22| 58| 15| There are rewards for cont inuing my professional development| 2| 13| 25| 50| 10| 5 References Carole Yeung (2011) â€Å"Vision of the future diversity leaders†, Journal Debra Tone (2010) â€Å"Knowledge Advisors Wins CLO Award for Procter and Gamble Sales Training Measurement Strategy†, Press Release Eugene Sadler-Smith and Beryl Badger, University of Plymouth Business School â€Å"The HR Practitioner’s perspective on continuing professional development†, Human Resource Management Journal, Vol 8 No. 4 Harrison. R (2009) Learning and Development. CIPD Kathryn Komsa (2010) â€Å"Achieving Gender Balance in the Workplace Goes Beyond the Workplace†, Profiles in Diversity Journal of November / December 2010 Pamela Arnold (2010), â€Å"Diversity Management: Connecting the Diversity ABCs and the Generational X, Y and Zs in the Workplace†, Profiles in Diversity journal of November / December 2010 R. Bruce Dodge and Mary McKeough, â€Å"Internship and the Nova Scotia Government experience†, Journal Stephen Taylor (2008) People Resourcing. CIPD (p. 213-252) Victor M. Catano, Willi H. Wiesher, Rick D. Hackett, Caura L. Methor, â€Å"Recruitment and selection in Canada†, Nelson Series in Human Resources Management http://hk. pg. com/ http://www. pg. com/en_US/downloads/sustainability/reports/PG_2010_Sustainabilit

Attachment Theory On The Relationships Between Parents And...

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