IntroductionUnilever is the third largest multinational consumer goods company in the world. It owns more than 400 brands and focuses on 14 brands with a turnover of more than 1 billion euros. It offers its employees comprehensive benefits and various opportunities to learn and improve their personal career and quality of personal life. However, Unilever is not a corporate kingpin that focuses solely on its business development; at the same time it shows great attention to society. In PWC's report on "Managing Tomorrow's People", Unilever showed signs of becoming a combination of "green world" and "blue world". By looking at the talent management methods that Unilever currently uses, it shows evidence that it is entering the blue century. He contributes to great efforts to lock in “potential” talents by launching various types of campus activations, such as internship opportunities, in-house day at Unilever, Unilever university club, etc. The effects of “building cultural and professional skills” are geometric growth. Students will have easier access to more opportunities if they do well in one of them. Before they actually become a Unilever employee, a series of interview and assessment centers will be adopted to ensure that the candidates' value is consistent with Unilever's corporate culture. After joining Unilever, all kinds of benefits are offered: relocation allowance, personal insurance, etc. Badminton courts and yoga classes are offered within the company. The line between working inside and working outside is often blurred here at Unilever. Driven by the enormous human cost in this future "blue world", Unilever systematically evaluates the performance of each employee using numerous measurement tools, such as Talent and Readiness Assessment. organization. Monitor current using suppliers (Figure 4). Unilever could develop its sustainability advocacy brand, and as consumers become more aware of environmental issues, the eco-friendly brand would transform into a competitive advantage. From a long-term perspective, Unilever should try to streamline its management. system, at the same time; it may be that another program works as a fast track to deliver a product so that Unilever does not miss the short-term consumer trend. “A structured approach to decision-making may require maintaining a dual internal and external focus to prevent important opportunities and threats from being overlooked (Palisade, 2014). » Overall management effectiveness should be measured by the time taken from the conception of a new product line to the official launch of the product to distribution channels.Conclusion