L'Oréal Group leads the world in beauty and pioneering the world of beauty tech; the company has 86K employees across 150 countries on five continents.
Link Humans partners with L'Oréal to provide measurement and insights for employer brand perception across subsidiaries, zones, job functions, and more.
With large, global brands, often the challenge is to show another side of you and get hires to see a place for themselves in your organization. There are a lot of advantages to being established but overcoming perceptions and assumptions can be a big hurdle.
As digital transformation has rapidly accelerated, everybody is looking to attract tech talent, including global brands you might not necessarily associate with technology. These organizations face a challenge: how do you get a potential hire to see you as an attractive landing destination when they might not have ever realized you were a possibility for them?
The Challenges of Having a Household Name
Lisa MacNeill, Global Employer Branding Manager at L’Oréal, faces this problem frequently when talking to potential candidates. The biggest misconception she runs into is the belief that you need to be super obsessed with beauty to work at L’Oréal. Instead, MacNeill notes, “What matters to us is that you’re innovative and creative and willing to learn about the product.”
Freedom to Go Beyond
Mayu Iwasaki, Global Product Manager for Candidate Experience and Employer Reputation, explains what that was like from her own experience: “When I first got assigned to this role, it never existed. They said, ‘You’re the CEO of this topic and ask for resources if you need them.’” As she did research and saw what candidate experience and employer reputation work could do for their brand, she was able to make the case to leadership and get the resources she needed.
Measuring Shifts in Attitude
When you’re trying to make these kinds of shifts in public perception, it’s important to have a consistent method for how to measure your success. To help get an idea of what impact their employer branding strategy is having on talent, L’Oréal turns to Link Humans and the Employer Brand Index. It delivers the quantitative, data-driven insights they need, while also giving important qualitative information.
The Employer Brand Index, Iwasaki says, “helps us to understand our strengths and our areas of improvement to see how we can tune or amplify the messages we would like to convey to our candidates and consumers.” It’s like a health checkup on how you’re being perceived, and the quarterly reports mean they get bite-sized learnings with a data-driven approach that helps them make adjustments mid-stream.
“We don’t have the privilege, as an employer, to pick and choose the candidates that we want,” MacNeill says, “that’s no longer the way that talent acquisition works. In order for them to choose us, they need to know that we’re a company to choose and why they’re choosing us.”
To follow Mayu Iwasaki’s and Lisa MacNeill’s work in employer brand and candidate experience, connect with them on LinkedIn. To measure your employer brand, you can use the Employer Brand Index. The EBI uses 16 key attributes that measure how you compare with others in your industry.
Our clients all have unique challenges in their employer brand. These case studies provide evidence as to why improving your employer brand leads to tangible results.
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