If you work at L'Oral, the company's meals, gym, massage service, concierge service, day-nursery, and around...

 

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If you work at L'Oréal, the company's meals, gym, massage service, concierge service, day-nursery, and around three months' salary in profitsharing schemes may seem a good reason to be very satisfied with your job. Indeed, L'Oréal is among the most sought-after companies to work for, with I million applications every year. The 2015 Universum survey, which is conducted yearly in 12 European countries from a sample of l68,000 undergraduate business school students, ranked L'Oréal as the second most preferred employer in Europe. Innovative recruiting tools such as REVEAL, Brandstorm, and Talentube support L'Oréal's reputation as an employer of choice by raising youngsters' positive attitudes toward its an ordeal. Candidates are reportedly thrown in at the deep surveys at L'Oréal show these employees often exhibit be- end and forced to learn on their own. The job allows little time for socialization outside the organization. Being part of L'Oréal has been described as "cult-like." In-the-field ini- tiations serve as filters. You must be highly engaged by your job even if you feel a lack of organizational support, or you will be seen as weak-and the weakest do not last. Everyone has key objectives and accountabilities. To ensure that emplovees will be devoted to their job and perform up to its standards, L'Oréal has five Development and Learning Centers worldwide. Each Oréalien has per- sonalized access to learning modules that enable them to meet the needs of cach function. To track and promote the most talented Oréaliens, L'Oréal has a sharp manage- ment and performance appraisal process. Managers with strong potential who have completed several successful projects will be promoted every two or three years. Indeed, at L'Oréal, carcers can be built quicker than elsc- where, but you have to first survive several challenges. Man- agers can be intransigent with employees who are dissatisfied with their jobs and also underperform, for staff satisfaction brands. According to Bocco Chen, Recruitment and Inte- gration Manager at L'Oréal Hong Kong, what makes Brand- storm an efficient assessing tool is that competing teams of students from renowned business schools and universi- ties play the role of a brand manager by analyzing market trends and creating product packaging so that they experi- ence real work situations at L'Oréal and can connect with their potential future jobs. In France, 90 percent of all new recruits at L'Oréal were interns, the rcasoning being that intermships serve to build future employces' organizational commitment. Before taking up any managerial position, new recnuits are all sent on the road for six to twelve months to stack products on shelves at 5aM in supermarkets. It is haviors that demotivate their colleagues. Twice a year, the L'Oréal international brand directors present their launch campaigns. Through this presentation and several others, top managers aim to spread a so-called "healthy worry among Oréaliens. They also make and break many careers. One Oréalien said that she understood what humiliation re- ally mcant when she saw a colleague publically fired during one such meeting. And yet, to her, "L'Oréal is worth it." Questions 1. What positive and negative outcomes can L'Oréal expect from its Oréaliens' devotion? To what extent do you think employers should require their em- ployces to be totally devoted to their company? 2. How would you react if one of your peers were humiliated and then fired by your common su pervisor during a meeting? 3. How can companies satisty their employees? Should companies offer their employees the best work conditions or the most challenging responsibilities? If you work at L'Oréal, the company's meals, gym, massage service, concierge service, day-nursery, and around three months' salary in profitsharing schemes may seem a good reason to be very satisfied with your job. Indeed, L'Oréal is among the most sought-after companies to work for, with I million applications every year. The 2015 Universum survey, which is conducted yearly in 12 European countries from a sample of l68,000 undergraduate business school students, ranked L'Oréal as the second most preferred employer in Europe. Innovative recruiting tools such as REVEAL, Brandstorm, and Talentube support L'Oréal's reputation as an employer of choice by raising youngsters' positive attitudes toward its an ordeal. Candidates are reportedly thrown in at the deep surveys at L'Oréal show these employees often exhibit be- end and forced to learn on their own. The job allows little time for socialization outside the organization. Being part of L'Oréal has been described as "cult-like." In-the-field ini- tiations serve as filters. You must be highly engaged by your job even if you feel a lack of organizational support, or you will be seen as weak-and the weakest do not last. Everyone has key objectives and accountabilities. To ensure that emplovees will be devoted to their job and perform up to its standards, L'Oréal has five Development and Learning Centers worldwide. Each Oréalien has per- sonalized access to learning modules that enable them to meet the needs of cach function. To track and promote the most talented Oréaliens, L'Oréal has a sharp manage- ment and performance appraisal process. Managers with strong potential who have completed several successful projects will be promoted every two or three years. Indeed, at L'Oréal, carcers can be built quicker than elsc- where, but you have to first survive several challenges. Man- agers can be intransigent with employees who are dissatisfied with their jobs and also underperform, for staff satisfaction brands. According to Bocco Chen, Recruitment and Inte- gration Manager at L'Oréal Hong Kong, what makes Brand- storm an efficient assessing tool is that competing teams of students from renowned business schools and universi- ties play the role of a brand manager by analyzing market trends and creating product packaging so that they experi- ence real work situations at L'Oréal and can connect with their potential future jobs. In France, 90 percent of all new recruits at L'Oréal were interns, the rcasoning being that intermships serve to build future employces' organizational commitment. Before taking up any managerial position, new recnuits are all sent on the road for six to twelve months to stack products on shelves at 5aM in supermarkets. It is haviors that demotivate their colleagues. Twice a year, the L'Oréal international brand directors present their launch campaigns. Through this presentation and several others, top managers aim to spread a so-called "healthy worry among Oréaliens. They also make and break many careers. One Oréalien said that she understood what humiliation re- ally mcant when she saw a colleague publically fired during one such meeting. And yet, to her, "L'Oréal is worth it." Questions 1. What positive and negative outcomes can L'Oréal expect from its Oréaliens' devotion? To what extent do you think employers should require their em- ployces to be totally devoted to their company? 2. How would you react if one of your peers were humiliated and then fired by your common su pervisor during a meeting? 3. How can companies satisty their employees? Should companies offer their employees the best work conditions or the most challenging responsibilities?

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1 Positive effects Leads to Improved Job Performance Motivated employees are much more likely to per... View the full answer