Loreal 2012 Annual Report Download - page 28

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UNIVERSAL
BEAUTY
IS
L’Oréal’s quest for universalisation is profoundly transforming the
challenges and life of the group worldwide, while at the same time
making a pro-active strategy of recruiting international talent
essential. Our Human Resources policy is focused on two aspects:
detecting talented individuals, in all their diversity, capable of
managing the markets of today and tomorrow all over the world,
but also ensuring that talents can be expressed in a collective
framework that provides them with respect, rewards and career
development possibilities. This is a crucial point, because economic
success and optimal social performance must go hand in hand. It
is our duty to put our values into practice to create a working
environment based on respect, solidarity and the recognition of
individual merit.
JÉRÔME TIXIER
VICE-PRESIDENT HUMAN RESOURCES
AND ADVISOR TO THE CHAIRMAN
L’O R É A L H A S
ALWAYS STOOD
BEHIND ITS
EMPLOYEES.
HUMAN
RESOURCES
AT THE HEART
OF BEAUTY
FOR ALL
To conquer the next billion consumers, it is
crucial to identify, recruit and develop the most
talented individuals, capable of managing world-
wide markets, which are rapidly expanding. In
2012, a global needs survey was carried out to
identify the major regions in which the group
must intensify its recruitment and training initia-
tives to ensure the best possible support for
L’Oréal’s growth. This year, a Talent Department
was created to ensure that these aims are met.
The group has also changed the way it recruits
people, adopting a far more pro-active strategy
of going after future employees wherever they
may be in the world.
REVAMPED
COMMUNICATIONS
FOR MORE TARGETED
RECRUITMENT
The highlight of the year was the launch of the
“Employer Value Proposition” campaign to step
up local talent recruitment. For the first time
ever, L’Oréal did not only focus its campaign on
its image as an employer. The new campaign is
a genuine proposition, based on what the group
is, and what it offers in terms of professional and
personal experience: “A thrilling experience, the
culture of excellence”.
This tailor-made communications approach
emphasized the diversity of business models used
in the group and attracted the highly talented
individuals that L’Oréal needs to support its growth
and attain its goal. This campaign was under-
pinned by a key message: joining L’Oréal means
embarking on a personal and professional ad-
venture. Moreover, the campaign was designed
to be adaptable to local circumstances. Each
country was given the freedom to choose the
terms and images most relevant to local candi-
dates. The result is a worldwide recruitment policy
that is more targeted, more pragmatic and more
direct, particularly thanks to the use of social
networks. In China for example, the personal
accounts and photographs of L’Oréal China
employees, illustrating their real-life experiences,
had a powerful impact on thousands of students
at a dozen universities, enabling the group to
collect more than 13,000 applications.
126
NATIONALITIES REPRESENTED
IN THE MANAGEMENT
TEAMS
14.5%
OF MANAGERS DO NOT
WORK IN THEIR COUNTRY
OF ORIGIN
26