Talent & Culture Strategy at P&G: Building from Within

Procter & Gamble’s success goes beyond iconic brands—it’s built on how the company cultivates people. With a philosophy honed over a century, P&G prioritizes hiring entry-level talent and deliberately nurturing them into future leaders.Every new hire receives a thoughtfully matched first assignment, shaping either a lasting bond or turning point early in their career. From there, employees benefit from role rotations, global exposure, stretch projects, and access to the virtual Leadership Academy—all structured to develop skills step by step . P&G treats its leadership pipeline with the same care as its product innovation pipeline, ensuring a continuous flow of capable, growth‑oriented leaders.

Introduction

Overview of P&G

Founded in 1837 by William Procter and James Gamble, P&G transformed from a regional soap and candle maker into a global consumer‑goods leader with 107,000 employees and US $82 billion in net sales in FY 2023. Its portfolio spans fabric care, baby care, grooming, oral care, and personal health—anchored by enduring brands like Tide, Pampers, and Gillette. P&G’s financial discipline delivered 7% organic sales growth and 11% currency‑neutral EPS growth in FY 2023, underscoring both innovation and operational excellence.

HR Achievements and Recognitions

P&G’s dedication to an exceptional employee experience has been validated by top industry bodies across multiple dimensions—culture, leadership development, diversity, and innovation. It secured a spot on Fortune’s 2024 World’s Most Admired Companies, reflecting excellence in employee satisfaction and ESG practices. In Glassdoor’s Best Places to Work 2025, P&G ranked #22 with a 4.4/5 rating, underscoring strong employee engagement. TIME named P&G one of the Best Companies for Future Leaders, highlighting its leadership pipeline and growth programs. Forbes recognized P&G among the World’s Best Employers 2024, a testament to its global talent strategy. In Universum’s Most Attractive Employers 2024 (U.S.), P&G placed in the Top 100 for business students, showing its appeal to emerging talent . Great Place to Work® certified P&G in 2021, with 71% of employees rating it a great workplace versus 57% industry average . In Singapore, Randstad crowned P&G the Most Attractive Employer 2021, reflecting strong regional employer branding. The company also earned Bloomberg’s Gender‑Equality Index inclusion and Disability:IN’s Best Place to Work for Disability Inclusion in 2024.

These honors reflect P&G’s holistic HR approach—from dynamic leadership pipelines to inclusive practices—reinforcing why it remains a benchmark for people‑first growth.

Key Takeaways

• Build‑from‑Within Leadership
  More than 95% of senior leaders are promoted internally, reflecting P&G’s commitment to long‑term career progression and internal mobility.

• Structured Leadership Pipeline
  Employees typically rotate through five distinct roles in their first ten years, gaining cross‑functional and global experience that prepares them for bigger challenges.

• 70‑20‑10 Development Model
  P&G’s approach blends 70% experiential learning, 20% mentoring and peer coaching, and 10% formal training—ensuring continuous skill growth and readiness for leadership.

• Continuous Feedback (“Check‑In”)
  Replacing annual reviews with frequent check‑ins has reduced voluntary turnover and improved performance dialogue between managers and teams.

• Inclusive Culture & Flexibility
  Equality & Inclusion initiatives ensure diverse voices are heard; 75% of employees work flexible schedules, supporting work‑life balance and belonging.

• Recognized Employer of Choice
  P&G is certified by Great Place to Work (71% positive ratings vs. 57% industry avg), featured on Forbes’ World’s Best Employers, and ranked in Fortune’s Most Admired Companies.

• Performance & Growth Focus
  Strong financial discipline (7% organic sales growth, 11% EPS growth in FY 2023) is underpinned by investing in people—linking talent outcomes to business success.

• Global Talent Appeal
  Universum ranks P&G among the Top 100 Most Attractive Employers for business students, highlighting its appeal to emerging talent seeking growth and development .

Together, these elements create a resilient, agile workforce—P&G’s true competitive advantage and model for sustainable people‑first growth.

Defining Talent Philosophy

P&G’s core principles in talent management

P&G builds its talent philosophy on strong values and clear principles. The company’s Purpose, Values, and Principles have guided it for over 180 years. These core beliefs shape every career journey at P&G.

• Integrity means doing the right thing and being honest.

• Leadership shows in taking ownership and helping others grow.

• Ownership means treating company assets as if they are personal.

• Passion for Winning drives people to improve and never settle.

• Trust grows from respect and confidence in others.

P&G values respect for all individuals and believes in honest feedback. The company encourages everyone to focus on activities that add value and to keep processes simple. Innovation stands at the center of its approach, with a commitment to big ideas and challenging old ways. Employees must show mastery and keep learning. P&G also looks outside the company to understand consumers and build strong brands. Collaboration and mutual support help teams succeed.

Talent Acquisition at P&G

P&G’s commitment to finding the right people starts with a careful hiring process. The company looks for candidates who share its values and show potential for growth. P&G values career mobility and seeks people ready to take on new challenges. The company uses interviews and tests to find those who fit its culture. P&G also supports career mobility by offering roles in different functions and locations. This approach helps employees build skills and prepare for future career steps.

Retention Approach at P&G

P&G shows a strong commitment to keeping its best people. The company promotes 99% of senior leaders from within, showing a focus on internal growth. After facing challenges in a past CEO transition, P&G improved its succession planning. Now, the company develops a wide pool of leaders early in their career journeys. This structured approach keeps the talent pipeline strong. Employees see clear paths for advancement, which increases their commitment and loyalty.

Talent Development and Training Programs

70-20-10 Learning Model

P&G uses the 70-20-10 learning model to guide people development. This model means that 70% of learning comes from on-the-job experiences, 20% from coaching and mentoring, and 10% from formal training. Employees learn by doing real work, solving problems, and taking on new challenges. They also gain skills through feedback and support from leaders and peers. Formal classes and workshops provide the final layer of learning.

The company believes that continuous learning is key to employee growth. P&G’s Chief Learning Officer says that combining training, coaching, and varied work experiences helps build strong leaders. The company’s learning experiences include in-house seminars, virtual collaboration, and global programs like the Mutual Success Series. These programs inspire a growth mindset and help employees at every career stage.

P&G’s training infrastructure supports this model. Employees have access to Talent Helix, a web-based resource with guidance and tools for leaders. The company also partners with universities to offer extra courses and workshops. This approach ensures that learning never stops and that employees always have opportunities to develop new skills.

Promotion Pathways

P&G creates clear promotion pathways for employees. The company believes that performance and a growth mindset drive career progression. Employees can move up by showing results, learning new skills, and taking on stretch assignments. The culture of development at P&G encourages everyone to own their career journey.

P&G’s succession planning is strong. The company promotes 99% of senior leaders from within. Regular talent reviews and job rotations prepare employees for leadership roles. This structured approach leads to high employee satisfaction and strong retention. Employees see that their efforts and learning can lead to real advancement.

Leadership Development

Leadership development stands at the heart of P&G’s strategy. The company invests in programs that help employees become effective leaders. The Good to Great Employees program offers skills development, stretch assignments, and a network of relationships. Employees learn problem-solving, decision-making, and leadership basics through in-house seminars.

P&G’s Passport program builds leadership capability for early-career employees. It provides global support and multi-channel career paths. Assessment methods include formal and informal reviews, job rotations, and peer experiences. Leaders often start in entry-level roles and grow through decades of learning and development.

P&G ranks high on lists like Forbes’ Fortune 500 companies for producing CEOs and TIME’s Best Companies for Future Leaders. The company’s focus on leadership development and a growth mindset helps build a strong leadership pipeline.

Coaching & Mentoring

Coaching and mentoring play a big role in P&G’s culture of development. Employees receive guidance from experienced leaders and peers. Coaching helps them set goals, solve problems, and build confidence. Mentoring connects employees with role models who share advice and support.

P&G’s programs encourage continuous learning through coaching and peer experiences. The company uses both formal and informal reviews to track progress. Employees can join networks and affinity groups to build relationships and learn from others. This support system helps employees grow and succeed in their careers.

P&G’s approach to coaching and mentoring shows that learning is a shared journey. The company’s mindset values both personal and professional growth, making sure everyone has the support they need to reach their potential.

Employee Experience and Workplace Culture

What Makes P&G’s Workplace Culture Special

P&G creates a workplace where people feel valued and respected. The company builds a development culture that supports learning and growth. Employees see leaders who model inclusion and challenge unfair behavior. This approach helps everyone feel safe to share ideas and take risks.

• Over 950 senior leaders at P&G have joined MARC Leaders workshops. These sessions help leaders understand privilege and support diversity.

• After the workshops, awareness of male privilege among men rose from 70% to 96%. All men who attended said they felt personally invested in diversity and inclusion.

• Women at P&G report higher happiness and stay longer when managers address gender-biased language and actions.

• When disrespectful behavior toward women is addressed quickly, women are 44% less likely to consider leaving, compared to 17% of men.

• Only about a quarter of employees say their managers regularly challenge gender bias. Less than half of managers have received unconscious bias training.

• Training that covers subtle biases and intersectionality helps managers build a more inclusive culture.

• Clear guidelines and inclusive practices improve employee satisfaction and retention.

P&G’s focus on respect and inclusion shapes a superior employee experience. The company’s culture encourages everyone to grow and contribute.

How P&G Cares for Employees

P&G cares for employees by supporting their growth and well-being. The company believes that a positive employee experience leads to better performance. Under CEO A.G. Lafley, P&G promoted a purpose-driven change. The company launched the “Connect + Develop” program to boost collaboration and innovation. This program led to billions in revenue and a stronger culture.

P&G also started the "Employee Innovation" initiative. Employees at all levels shared over 1,500 ideas. After this, sales increased by 3% in the first quarter. These results show that employee involvement drives success.

P&G encourages a growth mindset. The company gives people the freedom to learn and try new things. Employees feel empowered to make a difference. This approach helps P&G maintain high engagement and strong business results.

Performance Management

Performance Evaluation and Feedback

P&G uses a structured approach to evaluate employee performance. Each year, employees and managers create a Work and Development Plan (W&DP). This plan covers last year’s results, areas for growth, career interests, and training plans. Managers and employees agree on clear goals. They review progress every quarter.

• Managers use ratings to compare employees with their peers.

• Top performers get extra development opportunities.

• Employees who need improvement may receive special plans or, if needed, leave the company.

P&G uses multi-source feedback. Employees complete self-assessments and receive input from peers, subordinates, and managers. This 360° feedback increases fairness and self-awareness. Managers use sales reports and documented observations to support their evaluations. They keep detailed logs of important events and achievements.

Managers attend training to learn how to give respectful and helpful feedback. Calibration meetings help ensure fairness across teams. This process helps employees understand their strengths and areas for growth.

How P&G Optimize Team Performance

P&G relies on data and technology to help teams perform better. The company tracks productivity using clear metrics: batches per hour in manufacturing, tickets per day in customer service, and variant tests per month in research and development. These numbers help teams see where they stand and where they can improve.

P&G’s supply chain stands out for its excellence. For nine years, it ranked number one in the Advantage Survey for service, cost, and cash management. Digital tools, like AI-based ordering systems, have reduced supply chain steps by 60% and boosted sales growth. Predictive models help leaders plan ahead by forecasting market share and performance up to a year in advance.

Teams use real-time dashboards, such as the Business Sphere and Decision Cockpit, to make quick, informed decisions. Analytics & Insights teams use consumer data and behavioral science to improve brand communication and shopper engagement. P&G also uses design of experiments and advanced software to support innovation and teamwork.

P&G’s focus on data, technology, and continuous learning helps teams work smarter and achieve better results.

FAQs

How does P&G choose new employees?

P&G looks for people who share its values. The company uses tests and interviews to find candidates who show leadership, integrity, and a passion for learning. P&G also values teamwork and problem-solving skills.

How does P&G help employees grow their careers?

P&G gives employees training, coaching, and real work experiences. They use the 70-20-10 learning model. Employees can join programs and take on new roles to build skills.

What makes P&G’s workplace culture unique?

P&G values respect and inclusion. Leaders support diversity and fairness. Employees feel safe to share ideas. The company offers workshops and training to help everyone learn about bias and teamwork.

Why do employees stay at P&G for many years?

Employees see clear paths for growth. They feel valued and respected. P&G promotes from within and supports learning. This helps people stay loyal and engaged.

How does P&G measure employee performance?

Managers and employees set goals together. They review progress every quarter. P&G uses feedback from peers and leaders. Top performers get more chances to learn and grow.

Tip: Employees can ask for feedback and join learning programs to improve their skills.

See Also

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A Complete Guide To Using ATS For Hiring Top Talent

Transforming Hiring Processes With MokaHR’s Advanced Recruitment