Louis Vuitton 2015 Annual Report Download - page 28

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26 / 50
LVMH 2015
—
Talents
Thanks to the commitment and close collaboration of our HR
managers at LVMH’s Maisons around the world, especially
relating to regular talent reviews, 73% of senior manage-
ment vacancies have been fi lled through internal promotions.
Specifi c working groups are now organized for retail, digital,
fi nance and supply chain jobs, in addition to the 70 internal
transfer review boards for di erent seniority levels and regions.
This approach is underpinned by far reaching changes in
the tools and information systems used for human resource
management and the integration of social media into an
even more proactive talent outreach process.
UNLOCKING POTENTIAL
We take special care to get to know our employees and to
foster their professional development. The personalized
support given to them has been improved by upgrading the
quality of career discussions and annual interviews, with
training for HR and line managers all around the world.
The standard yearly organizational and talent review was
performed with special attention to indicators of cultural
and gender diversity. This approach revealed a talent pool
of 1,000 key individuals from 30 different countries, with
women accounting for 60% of the “high-potential” group.
Developing the careers of talented women has been a prior-
ity at LVMH for some years now, with tangible results in
terms of their professional advancement. Today, 38% of our
executive committees’ members are women, as opposed to
26% in 2007.
The EllesVMH initiative is central to this process, with active
participation by the Maisons and in our different regions
through a range of actions aimed at addressing the most
commonly identifi ed areas for improvement (ambition, self-
marketing, career mobility and work-life balance).
TRAINING FOR CHANGE
The changes brought about by digital technology are having
a profound impact on the behavior of both luxury consumers
and LVMH Group employees. In order to evolve in step with
those changes, our Executive Development and Digital teams
have built specifi c tools, which they have made available to
the Maisons.
An online training course called Digital Discovery enables
management sta to acquire a shared vocabulary and a core
of critical know how for dealing with the implications of the
digital revolution, including new tools, trends and customer
behaviors, combined with insights into regional di erences.