netrashetty
Netra Shetty
Human Resource Management of Gillette : Gillette is a brand of Procter & Gamble currently used for safety razors, among other personal care products. Based in Boston, Massachusetts, it is one of several brands originally owned by The Gillette Company, a leading global supplier of products under various brands, which was acquired by P&G in 2005. Their slogan is "The Best a Man Can Get". The original Gillette Company was founded by King Camp Gillette in 1895 as a safety razor manufacturer.
On October 1, 2005, Procter & Gamble finalized its purchase of The Gillette Company. As a result of this merger, the Gillette Company no longer exists. Its last day of market trading—symbol G on the New York Stock Exchange—was September 30, 2005. The merger created the world's largest personal care and household products company. In addition to Gillette, the company marketed under Braun, Duracell and Oral-B, among others, which have also been maintained by P&G.
The Gillette Company's assets were initially incorporated into a P&G unit known internally as "Global Gillette". In July 2007, Global Gillette was dissolved and incorporated into Procter & Gamble's other two main divisions, Procter & Gamble Beauty and Procter & Gamble Household Care. Gillette's brands and products were divided between the two accordingly.
Today, is the navratna company of India; and making this possible is a dedicated team of nearly 35,000-40,000 professionals who toil round the clock .It is this toil, which amply reflects in the performance figures and aspirations of . The company has adapted progressive policies in scientific planning, acquisition, utilization, training and motivation of the team. At everybody matters, every soul counts.
has a unique distinction of being company with in house service capabilities in all he activity areas of exploration and production of oil & gas and related oil field services. Company has adapted progressive policies in scientific
The men & women behind this machine made this possible. Over 18,000 experienced and technically competent executives mostly scientists and engineers from distinguished Universities /Institutions of India and abroad from the core of our manpower.Theyinclude geologists,geophysicists,geochemists,drilling engineers ,reservoir engineers ,petroleum engineers ,production engineers ,engineering & technical service providers ,financial and human resource experts IT professionals and so on.
Behind the excellent results achieved is a work force of 35000 strong belonging to various discipline of the company actively in the persistent search of oil and infuse with a new –ethos and productive work culture. The Company is aware that its success is mainly due to its greatest assets –its people a multifaceted, multidisciplinary group with complete n- house capabilities for all activities in the industry. To meet the requirement of manpower ,revised manpower norms for operation of drilling rigs have been approved and implemented .Exercise for other operational utilization of existing human resource special need based studies are being carried out region-wise.
To meet the challenges of the future has to diversify its activities with zero manpower growth. Attempts have been made to form out the low technology jobs. A major thrust is being given to the introduction of multi-craft manning. This will result in job enrichment.
Human resource management (HRM) has often been associated with modernist
or humanistic philosophical assumptions, but, beyond much of the rhetorical
appeal, there have been major disconnects with even many conventional
western ethical frameworks. Winstanley et al. (1996), in discussing HRM ethics,
offer a good overview of many of these disconnects and some suggestions for
more ethical HRM practice. There may well be value, though, in extending
discussion of HRM ethics to focus particularly on the ethical obligations or
duties of HRM practice.
What are the ethical obligations of HRM practitioners, and what are their
HR VISION, MISSION AND OBJECTIVE
Integrating Employees towards Organization Goals
HR Vision
“To attain organizational excellence by developing and inspiring the true potential of company’s human capital and providing opportunities for growth, well being and enrichment.
HR Mission
“To create a value and knowledge based organization by inculcating a culture of
learning, innovation and team working and aligning business priorities with aspiration of employees leading to a development of an empowered, responsive and
competent human capital.”
HR Objectives
• To develop and sustain core values.
• To develop business leaders for tomorrow.
• To provide job contentment through empowerment, accountability and
responsibility.
• To build and upgrade competencies through virtual learning, opportunities for
growth and providing challenges in the job.
• To foster a climate of creativity, innovation and enthusiasm.
• To enhance the quality of life of employees and their family.
• To inculcate higher understanding of ‘Service’ to a greater cause.
HR Strategy
• To meet challenging demands of the business environment ,focus of the HR strategy is on change of the employees ‘ mind set’.
• Building quality culture and resources.
• Re-engineering and redeployment for maximizing utilization of HR potential .
• To build and upgrade competencies through virtual learning, opportunities for growth and providing challenges in the job.
• Re-strengthening mutual faith, trust and respect.
• Inculcating a spirit of learning & enjoying challenges.
On October 1, 2005, Procter & Gamble finalized its purchase of The Gillette Company. As a result of this merger, the Gillette Company no longer exists. Its last day of market trading—symbol G on the New York Stock Exchange—was September 30, 2005. The merger created the world's largest personal care and household products company. In addition to Gillette, the company marketed under Braun, Duracell and Oral-B, among others, which have also been maintained by P&G.
The Gillette Company's assets were initially incorporated into a P&G unit known internally as "Global Gillette". In July 2007, Global Gillette was dissolved and incorporated into Procter & Gamble's other two main divisions, Procter & Gamble Beauty and Procter & Gamble Household Care. Gillette's brands and products were divided between the two accordingly.
Today, is the navratna company of India; and making this possible is a dedicated team of nearly 35,000-40,000 professionals who toil round the clock .It is this toil, which amply reflects in the performance figures and aspirations of . The company has adapted progressive policies in scientific planning, acquisition, utilization, training and motivation of the team. At everybody matters, every soul counts.
has a unique distinction of being company with in house service capabilities in all he activity areas of exploration and production of oil & gas and related oil field services. Company has adapted progressive policies in scientific
The men & women behind this machine made this possible. Over 18,000 experienced and technically competent executives mostly scientists and engineers from distinguished Universities /Institutions of India and abroad from the core of our manpower.Theyinclude geologists,geophysicists,geochemists,drilling engineers ,reservoir engineers ,petroleum engineers ,production engineers ,engineering & technical service providers ,financial and human resource experts IT professionals and so on.
Behind the excellent results achieved is a work force of 35000 strong belonging to various discipline of the company actively in the persistent search of oil and infuse with a new –ethos and productive work culture. The Company is aware that its success is mainly due to its greatest assets –its people a multifaceted, multidisciplinary group with complete n- house capabilities for all activities in the industry. To meet the requirement of manpower ,revised manpower norms for operation of drilling rigs have been approved and implemented .Exercise for other operational utilization of existing human resource special need based studies are being carried out region-wise.
To meet the challenges of the future has to diversify its activities with zero manpower growth. Attempts have been made to form out the low technology jobs. A major thrust is being given to the introduction of multi-craft manning. This will result in job enrichment.
Human resource management (HRM) has often been associated with modernist
or humanistic philosophical assumptions, but, beyond much of the rhetorical
appeal, there have been major disconnects with even many conventional
western ethical frameworks. Winstanley et al. (1996), in discussing HRM ethics,
offer a good overview of many of these disconnects and some suggestions for
more ethical HRM practice. There may well be value, though, in extending
discussion of HRM ethics to focus particularly on the ethical obligations or
duties of HRM practice.
What are the ethical obligations of HRM practitioners, and what are their
HR VISION, MISSION AND OBJECTIVE
Integrating Employees towards Organization Goals
HR Vision
“To attain organizational excellence by developing and inspiring the true potential of company’s human capital and providing opportunities for growth, well being and enrichment.
HR Mission
“To create a value and knowledge based organization by inculcating a culture of
learning, innovation and team working and aligning business priorities with aspiration of employees leading to a development of an empowered, responsive and
competent human capital.”
HR Objectives
• To develop and sustain core values.
• To develop business leaders for tomorrow.
• To provide job contentment through empowerment, accountability and
responsibility.
• To build and upgrade competencies through virtual learning, opportunities for
growth and providing challenges in the job.
• To foster a climate of creativity, innovation and enthusiasm.
• To enhance the quality of life of employees and their family.
• To inculcate higher understanding of ‘Service’ to a greater cause.
HR Strategy
• To meet challenging demands of the business environment ,focus of the HR strategy is on change of the employees ‘ mind set’.
• Building quality culture and resources.
• Re-engineering and redeployment for maximizing utilization of HR potential .
• To build and upgrade competencies through virtual learning, opportunities for growth and providing challenges in the job.
• Re-strengthening mutual faith, trust and respect.
• Inculcating a spirit of learning & enjoying challenges.
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