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L'Oréal: Putting Your Best Face Forward
- 4/3/10
Targeted development, international assignments and a collaborative recruiting experience help the international beauty company create a culturally savvy makeup of talent.
Targeted development, international assignments and a collaborative recruiting experience help the international beauty company create a culturally savvy makeup of talent.Some say beauty is only skin deep, but adding the right products can make all the difference.L’Oréal’s consistent policy of promoting internal talent holds a similar philosophy. By grooming employees with targeted development options, strong campus-based recruiting activities and varied international mobility opportunities, the global cosmetics and beauty organization can shape the face of talent.
Sarah Hibberson, senior vice president of human resources for L’Oréal USA, spoke with Talent Management magazine.TM: What is L’Oréal’s approach to talent management?Hibberson: The focus for talent management at L’Oréal in the U.S. is to promote from within. We spend a huge amount of time focused on our management and performance appraisal process, which is called MAP. Part of that process is working on employee development and career development. When we talk about development with employees, we focus on their career aspirations, development priorities, formal job training, management training and on-the-job training. When we focus on career development, we talk about objectives for the year but also what the future career opportunities [are]. We’ve spent a lot of time making [that] clear, especially in a challenging economy like this where there aren’t necessarily as many new jobs coming to the company. We also talk about how you can transform to a different function, a different brand. It’s not just about talent management and career development. It’s also about cross-divisional, cross-functional opportunities. TM: How do performance management processes link to L’Oréal’s strategic goals? Hibberson: When we look at the process of performance review and talent management, two things happen. On the performance management side, everyone has key objectives and accountabilities. Those objectives change every year and are tied into the overall business or function objectives where that person works. There should be a trickle-down effect — the senior people set the business objectives [and] the people that work on the team, their objectives are directly tied into that. That part is unique every year based on the objectives for that business or function.
Sarah Hibberson, senior vice president of human resources for L’Oréal USA, spoke with Talent Management magazine.TM: What is L’Oréal’s approach to talent management?Hibberson: The focus for talent management at L’Oréal in the U.S. is to promote from within. We spend a huge amount of time focused on our management and performance appraisal process, which is called MAP. Part of that process is working on employee development and career development. When we talk about development with employees, we focus on their career aspirations, development priorities, formal job training, management training and on-the-job training. When we focus on career development, we talk about objectives for the year but also what the future career opportunities [are]. We’ve spent a lot of time making [that] clear, especially in a challenging economy like this where there aren’t necessarily as many new jobs coming to the company. We also talk about how you can transform to a different function, a different brand. It’s not just about talent management and career development. It’s also about cross-divisional, cross-functional opportunities. TM: How do performance management processes link to L’Oréal’s strategic goals? Hibberson: When we look at the process of performance review and talent management, two things happen. On the performance management side, everyone has key objectives and accountabilities. Those objectives change every year and are tied into the overall business or function objectives where that person works. There should be a trickle-down effect — the senior people set the business objectives [and] the people that work on the team, their objectives are directly tied into that. That part is unique every year based on the objectives for that business or function.
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