SUPPORTING THE NEW L'ORÉAL
For L'Oréal, social performance is at the heart of economic success. Strongly rooted in its humanistic values, the group’s Human Relations policy is also a powerful transforming force paving the way for the L'Oréal of tomorrow.
PEOPLE ARE THE NUMBER ONE DRIVER BEHIND THE GROUP’S SUCCESS
“ 0ur Human Relations policy fosters continuity and is constantly adapting to actively support growth”
Jérôme Tixier
Executive Vice-President Human Relations and Advisor to the Chairman
60%
OF KEY COUNTRY POSTS ARE HELD BY LOCAL TALENTS(1)
33%
OF EXECUTIVE COMMITTEE MEMBERS ARE WOMEN
(1) Key group posts with countrywide responsibility.
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What makes Human Relations so strong at L’Oréal?
A strong commitment to placing individuals at the heart of its concerns. Based on the ability to detect potential and develop individual talents, our Human Relations division continues to further this policy, which can also be adapted to meet new challenges, actively supporting the group’s growth momentum. In 2014 for example, digital media became an essential recruitment channel for the group.
What are some concrete examples of L’Oréal’s social commitments?
The “L’Oréal Share & Care” programme is driving social progress by enabling all our employees to benefit from the best social guarantees available in each country by the end of 2015. We also want everyone to be able to access career development opportunities through training. The new My Learning portal, which offers more than 4,000 online learning resources, is a major success, with more than 70,000 hours of training in 2014.
What challenges does Universalisation present for Human Relations?
The group’s strategy means that we are intensifying our recruitment of talented individuals with highly diverse profiles worldwide. An increasing number of them are local talents, who are close to our consumers and their cultures. In our view, it is essential to share with them the L’Oréal culture, our values and our expertise. We continue to roll out our major management training programmes, adapted to suit the cultures and geographic zones concerned.
THE GLOBAL ROLL-OUT OF THE
“L’ORÉAL SHARE & CARE” PROGRAMME
In 2013, L'Oréal committed to setting up the “L’Oréal Share & Care” programme in all the countries in which the group operates by 2015 to ensure its employees worldwide enjoy the best practices in terms of social benefits. Thanks to the determination of its teams, the group is already halfway to achieving its goals.
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Some examples of the advances made in 2014:
- In Bulgaria, Croatia, Ukraine and Nigeria, employees are now guaranteed the payment of two years of their gross salary in the event of death or disability. This is a particularly significant change in countries where there was previously no coverage under these circumstances.
- In Peru, employees can bring their children aged under 10 to L’Oréal sites for medical examinations provided by private clinics.
- In the United Kingdom, the “Work Smart” programme, a very efficient flexible working approach, takes each employee’s professional and personal needs into account.
TALENTS IN EVERY PART OF THE WORLD
Supporting career development for talented local individuals is a priority for L'Oréal. These employees are role models for candidates in their countries, raise the profile of the group and make it more attractive, and play a key role in the understanding of markets and consumers. Three of them express their views.
Anna Chokina
Brand General Manager for
L’ORÉAL PARIS - Russia
RAAGJEET GARG
Assistant General Manager
GARNIER - India
Aalok Oke
Development Director - Asia
“Now, in Russia, with my appointment, all brand General Managers are Russians”
Anna Chokina
Brand General Manager for
L’ORÉAL PARIS - Russia
“One of the key values that L’Oréal truly believes in is to promote local talents”
Raagjeet Garg
Assistant General Manager
GARNIER - India
“I have been surrounded by people who are courageous and open-minded, who are ready to take a risk on an idea and make something big of it”
Aalok Oke
Development Director - Asie
DIRECT SOURCING IS THE NUMBER 1
RECRUITMENT CHANNEL
In 2014, direct sourcing became the number 1 recruitment method at L'Oréal, particularly via professional social networks. This approach allows the group to attract talented individuals with high potential wherever they may be and to share the group’s wide variety of positions with them.
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To recruit the leaders of tomorrow, L'Oréal is developing a highly targeted and proactive strategy. The goal is to contact individuals with high-level profiles from all kinds of backgrounds: global candidates who often study outside their country of origin. L'Oréal enters into dialogue and establishes links with the candidates through specific content relayed by professional social networks. In 2014, the group had more than 530,000 followers on LinkedIn, a community that continues to grow thanks to events and recruitment campaigns.
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