IT

1. Microsoft
Perhaps one of the organisations best known for their superb talent management is the multinational tech company,
Microsoft.

While this corporate giant is recognised for its quality products and stellar reputation, when it comes to talent acquisition
they believe the bigger the talent pool the better, hiring upwards of 124,000 employees - both internally and externally -
each year.

This may seem a large number, however, Microsoft is among a growing number of major companies that no longer exclude
those candidates that don’t have post-secondary degrees. Instead, they choose to screen candidates that may have the skills
necessary to excel in the company (even without the diploma to prove it).

In particular, Microsoft - not surprisingly - puts a heavy focus on digital transformation, meaning they’re looking for
candidates who have or are willing to digitally transform as the demand for individuals who can support that continues to go
up as does the demand for these very specific skills, including:

 Digital foundation skills

 Communication and business acumen
 Critical thinking and problem solving, and
 An in-depth understanding of data analytics

On top of hiring individuals with a high potential for digital transformation, Microsoft also excels at workforce planning,
redeployment, utilising HR analytics, and leveraging the power of social media to attract and recruit new talent.

Retail
2. Starbucks
Known as everyone’s favourite upscale coffee shop, Starbucks has taken the retail industry by storm, making a role in service
all the more desirable with their approach to talent management.

At a fundamental level, Starbucks’ big wigs believe that their baristas are key to the success of their organisation. To this end,
they offer a variety of training programmes to provide employees with the skills they need to communicate effectively with
customers while gaining vast product knowledge and coffee expertise to provide great customer service and to keep people
coming back.

What keeps employees at Starbucks, however, is the fact that they offer an abundance of incredible - and often uncommon -
benefits to their staff, including:

 Income protection and savings plans

 Partner discounts and free drinks
 Alternative medical treatments (i.e. hypnotherapy and naturotherapy)
 Health care, dental, and vision insurance
 The Adoption Assistance Program (which reimburses employees part of the fees incurred during the child adoption
process)
They’ve even gained admiration and recognition by being one of the first companies to offer these same benefits to part-
time workers and full-time workers.

By developing these HR and talent management practices, employees not only have better relationships with their managers
but feel more connected to the company as a whole. This, along with their incredible training and benefits is proven to
increase employee motivation, engagement recognition, and retention - ultimately decreasing employee turnover.
It’s no wonder that Starbucks stands out from its competitors, considered an employer of choice over convenience. That
being said, mocha latte, anyone? 

Service

3. Marriott International
We feel that this international hotel franchise deserves a place on this list because aside from being one of the earliest
pioneers of employment branding (and one of the few companies that still maintain a dedicated focus to it), their talent
acquisition strategies in relation to diversity recruiting is second to none.

While hiring with diversity, inclusion, and equity in mind has only recently become a priority for many businesses, Marriott
International has been dedicated to it since 1927.

They do this specifically by promoting ‘UNITY and Family’ and creating an inclusive environment that supports the
recruitment, retention, and development of their staff - actively engaging in practices that develop a diverse workforce,
owner, guest, and supplier base, such as:

 Developing multicultural tools and resources that assist managers in further understanding and building awareness
around cultural differences.
 Working and engaging with organisations that support and provide opportunities for veterans and people with
disabilities.
 Being an active corporate member of a number of multinational oganisations that represent diverse and historically
excluded suppliers (i.e. the National Gay and Lesbian Chamber of Commerce and the Women’s Business Enterprise
National Council).
 Hosting and supporting conferences, seminars, events, and forums to further evolve global supplier diversity.
 Focusing on nurturing and developing a multigenerational and multicultural workforce.

Taking proper care of their employees, partners, and guests is part of Marriott International’s values, putting their wellbeing
above all else so that their employees will feel good about themselves and their work-life balance, their working
environment, and the company’s role in society - driving their commitment to putting people (of every race, gender,
ethnicity, and background) first for generations to come. 

FMCG
4 PepsiCo
Responsible for soft drink and snack favorites such as Doritos, Wotsits, Pepsi MAX, and 7Up, this food and beverage
company not only does wonders for our taste buds, but wonders for its employees too.

One of the main reasons employees are initially attracted to PepsiCo is because of the company’s commitment to bringing
their products to market while simultaneously doing good for the environment and countless communities.

To add, they’re a leader in diversity recruiting and engagement, making it a standard business practice with a presence in
200 countries and territories including India, Europe, South Africa, and North America; using their platform to offer
candidates and employees alike ample opportunity to grow, to make a meaningful impact in the company and the world,
gain new skills, and build successful careers in an inclusive workplace.

To champion these ideals, they focus on innovation, social impact, and sharing employee accounts of their experiences at the
company - a true example of transparency with a smile.

On their website, for instance, you can find examples of how they champion:

 Celebrating different abilities

 Veteran hiring
 Supplier diversity
 Women with purpose (in Latin America), and
 Commitment to pay equality

All in all, what sets PepsiCo apart is their belief that what makes their employees unique, makes them better - a powerful
message that will attract and retain employees for many years to come.

5 TATA MOTERS Manafactures

Looking at the company specific and its working action on the FTSS system in the TATA environment its works across all the levels and
all the department in the organization. operations. It ensures to provide an element which leads to a concept of the brain's
enhancement. The program has become an integral part of the company.

As it deals with incorporating direct reports and processing everything under the small group action. It includes the concept of
external experts' option, which lead to provide a great level of objectivity and leads to provide a highest level of standards which
provides a concept of third party marking which being completely on the unbiased level of assessment.

On the more, the management of the company provides the pie chart analysis as well, and the employee are so motivated that the
employees strength of about sixty eight percent agreed for the same. This led to a position which provides more than eight three of
the employees to assure that they will improve their situations.

The FTSS process is so indebt in the organization and its work action led the employee to thank the management to enroll them
under such process and helped in surviving such a talented process. As a matter of fact, it leads to positive impact on this process
engagement thereby, ensuring the element of the aspiration among the employee and the essence of motivation level. and the
immediate graduates and the young entrants in the organization.

The development process is one of the most difficult and tiring process faced by the organization on account with the fast trackers to
prepare them for a future role. The biggest road block was to prepare twenty old employees or new entrants to shape them for future
leadership. To ensure it happens the management made mandatory changes in their functions and way of observation as well as the
even units.