As Eaton, the global power-management giant, set its sights on expanding its presence in India, the company knew its success would hinge on a robust talent strategy. With over 6,000 employees already working across its Indian operations, Eaton has ambitious plans to grow its workforce by 10 per cent to 15 per cent each year for the next three to four years. This means adding 1,000 to 1,500 new hires annually to support its expanding electrical business, engineering capabilities, and supply-chain functions.
In the heart of Eaton’s strategy is Pune, a city that serves both local and global demands through Eaton’s advanced centres. The company is ramping up efforts to hire talent in fields such as product engineering, embedded software, and supply chain management, with roles such as buyers and network planners. But how does a company of Eaton’s scale meet such ambitious hiring targets? By taking a thoughtful, multifaceted approach to recruitment and retention.
Eaton’s approach to talent acquisition starts with its long-standing partnerships with universities across India. For 15 years, the company has collaborated closely with educational institutions, helping shape curriculum development and offering internship programmes that often lead to full-time employment. This pipeline of fresh talent ensures that as the market evolves, Eaton is tapping into a ready pool of graduates equipped with the skills needed to thrive in the industry.
“In a rapidly changing landscape, these university partnerships give us an edge,” explained Ashish Kapoor, director-HR, Eaton India. “It allows us to proactively engage with emerging talent and adapt to the shifting demands of our industry.”
Currently, Eaton recruits between 150 and 200 graduates each year, but that number is expected to grow to 250 or 300 as the company accelerates its expansion efforts.
While university partnerships are key for fresh talent, Eaton also places significant emphasis on attracting experienced professionals. Eaton has worked hard to build its reputation as a top employer within the engineering and manufacturing sectors, participating in industry-recognition programmes and staying visible to seasoned professionals.
“Our employer brand is critical in this,” said Kapoor. “We maintain a respectful, fair recruitment process, which has resulted in a 70 per cent conversion rate from intern to full-time employee.” By cultivating a positive candidate experience, Eaton is ensuring that it remains an attractive option for professionals at all stages of their careers.
Eaton’s talent strategy doesn’t end at recruitment. Recognising that not every new hire will come in fully prepared for their role, Eaton has developed an extensive onboarding programme to help smooth the transition. Each new employee is given a tailored 30-, 60-, and 90-day development plan to address skill gaps and ensure they integrate seamlessly into the company.
Kapoor highlighted Eaton’s approach: “We assign buddies, clarify goals from the beginning, and create tailored development plans. This attention to detail has helped us reduce turnover among new hires by 20 per cent.” This commitment to onboarding is part of Eaton’s broader focus on fostering long-term employee engagement and retention.
Diversity is another cornerstone of Eaton’s talent playbook. The company is not only focused on improving gender diversity but also ensuring it recruits talent from across India. While Pune and southern India remain hubs for Eaton, the company is forging new university partnerships in northern and eastern regions, drawing from a wider pool of talent with varied perspectives.
Kapoor is clear on Eaton’s goals: “Currently, our gender diversity rate is around 30–32 per cent, and we’re working toward 40 per cent in the short term, with a long-term goal of 50 per cent across all hires.” These numbers reflect Eaton’s commitment to both gender and regional diversity, ensuring that the company’s workforce mirrors the diversity of the markets it serves.
Attracting talent is only half the battle; retaining high-potential (hi-po) employees is equally crucial. Eaton’s internal mobility programme plays a pivotal role in this effort, with approximately 50 per cent of open positions filled by internal candidates. For senior roles, the number rises to an impressive 70–80 per cent.
“We conduct regular talent reviews, providing senior leaders with insights into our high-potential employees,” said Kapoor. Eaton also offers career-management programmes and hosts ‘get-to-know’ sessions to increase visibility for hi-po talent across the organisation.
This investment in internal mobility and career development ensures that Eaton’s top talent feels valued and is given the tools to grow within the company, reducing turnover and supporting long-term business goals.
To support its workforce, Eaton has embraced flexible work policies, offering both remote and hybrid work options for its skilled professionals. This flexibility, combined with its rigorous focus on diversity, internal mobility, and targeted development, helps ensure that Eaton is not only attracting the best talent but keeping it.
Eaton’s expansion in India is a reflection of a thoughtful, long-term talent strategy that aligns with its broader business goals. As the company continues to grow, its ability to leverage university partnerships, focus on diversity, and invest in high-potential employees will be critical to navigating the competitive landscape of the Indian job market.
For Eaton, the talent playbook is not just about numbers—it’s about building a workforce that will drive innovation, enhance its global leadership, and fuel its growth for years to come.