Case Study, P&G Procter&Gamble Procter & Gamble is a global leader in consumer products in 180 countries. It's size, however, makes managing growth difficult especially with its new customers' needs concentrating on low prices. To satisfy these new customers' needs it is essential to reduce costs. To do, P&G decided in 2013 to cut its massive brand portfolio of roughly 165 brands to 65 core brands. In other word this company changed its strategy from growth to disinvestment. As a specialist of HR help the HR manager in P&G to comply with this strategic change by answering the following question: Referring to chapter1 and to the different adjustments in labor seen in this chapter, what is the adjustment adopted by the HR manager to respond strategically to the changes in its market place? "give the necessary arguments from the case