PepsiCo's talent management model focuses on 3 key elements: identification, developing readiness, and movement. Identification involves systematically reviewing all levels of the organization to find the right people for roles. Developing readiness is based on on-the-job training and experiences accounting for 70% of development, with mentoring, coaching and feedback making up another 20% and formal training 10%. Movement of talent is an important but difficult process that PepsiCo manages by integrating it into the initial talent plan and moving people to higher levels once competent while removing potential blockers.

1. T A L E N T M A N A G E M E N T
A T
Kesireddy Suraj
2001051

2. A B O U T P E P S I C O
Pepsico is an American Multinational food, snack and beverage
corporation.
PepsiCo products are enjoyed by consumers more than one billion times a
day in more than 200 countries and territories around the world.
PepsiCo generated more than $70 billion in net revenue in 2020, driven by
a complementary food and beverage portfolio that includes Frito-Lay,
Gatorade, Pepsi-Cola, Quaker, Tropicana and SodaStream.
PepsiCo's product portfolio includes a wide range of enjoyable foods and
beverages, including 23 brands that generate more than $1 billion each in
estimated annual retail sales.

3. TA L E N T M A N A G E M E N T AT P E P S I C O
Pepsico’s Talent Management Model mainly depends on 3 key
elements:
Identification
Developing Readiness
Movement

4. I D E N T I F I C AT I O N
The identity of talent is one of the key issues that are of great
importance to PepsiCo as it enables the company to identify
the right people for the right tasks that the organization offers.
The talent management process is done through a systematic
review of different organizations’ levels and acquiring the right
talent for every level in the organization.
This particular element is crucial since it enhances
preparations of the identified individuals for the company’s
senior positions.

5. D E V E L O P I N G R E A D I N E S S
Development readiness, according to PepsiCo is based on the fact that about 70
% of the overall development originates on the course of employment, 20 %
originates from feedback response, coaching, and mentoring, and 10 % comes
from formal tutoring.
t has been confirmed through practice that development occurs through a series
of training, practice, and coaching these may include attending seminars and
getting access to further coaching and mentoring.
This element therefore allows the company to be at a position to replace any
senior employee of the company without much difficulty.

6. M O V E M E N T
As one of the major processes in the talent management process, the movement of talent has
proved not only to PepsiCo but other companies to be a tricky and difficult task apart from
acquiring the right talent in the first place.
PepsiCo has managed the movement of talent by integrating the process from the initial game
plan.
The key issue here is the ability to move people to higher levels when they attain adequate
competence and others who are potentially blocking potential removed from the way.
The movement of people to higher talent levels places an organization at a strategic point to
face the future.