We recently wrote a case study about how beauty giant L’Oréal uses social recruiting which brought attention to that company’s new EVP (Employer Value Proposition).
In my mind, L’Oréal is one of those companies that consistently rate as one of the best companies to work for in France and internationally, so you can be forgiven for thinking ‘why do they need to work on their employer brand?’.
Turns out one challenge they are faced with is attracting the best people in emerging markets such as Asia-Pacific, when L’Oréal is less established. Another challenge is to attract high potential candidates in all functions, including sales, operations, research and IT.
I had the pleasure of asking this and a few other questions to Marie-Dominique Jacquet, the Employer Branding Director of L’Oréal. See what she had to say in this video:
I like the fact that this was bottom-up exercise, where the company listened to its employees and let them decide what’s great about working for L’Oréal. As with any branding, it should come from a healthy discourse involving all stakeholders to really hit home.
Apart from being the number one beauty group worldwide, with 27 international brands, sales in excess of €20 billion and nearly 70,000 employees, the company has done a good job defining other elements such as:
Here’s what candidates and employees are informed about the business model:
Furthermore, the rich scientific heritage is highlighted:
The mission of the business is clearly spelled out too:
The ambition, or vision, is as follows:
In terms of CSR, the company offers the following engagement:
The main tagline of the new EVP is: A thrilling experience, a culture of excellence.
This employer value proposition is broken down into three pillars:
Here is an overview of L’Oréal and its employer branding strategy (thanks to Dennis de Munck):
Are you looking to define or update your company’s EVP? Get in touch for a chat!
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