Human Resource Management of L'Oreal

Running head: HUMAN RESOURCE MANAGEMENT
Human resource management of L’Oreal
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HUMAN RESOURCE MANAGEMENT
Table of contents
Introduction................................................................................................................................2
Core problem..............................................................................................................................2
Root causes of the problem........................................................................................................2
Possible recommendations.........................................................................................................4
Conclusion..................................................................................................................................7
References..................................................................................................................................8
Bibliography...............................................................................................................................9

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HUMAN RESOURCE MANAGEMENT
Introduction
Human resource management is one of an important parameter of a company or
organization. Effective managerial strategies helps the personnel in governing the human
resources that is the employees, who are the agent in terms of achieving the identified and the
specified targets. This is through the means of perseverance, dedication and commitment
towards executing the allocated tasks and responsibilities. This assignment attempt to shed
light on the human resource management of Loreal in terms of exercising risk assessment for
achieving large scale customer satisfaction.
Core problem
L’Oreal is one of the largest cosmetics and Beauty Company across the world. In the
case, Balustre D’Erneville, the Diversity Director of Europe wonders how to attach proper
direction to the communication efforts regarding implementing the Diversity strategy
(Loreal.com 2019). She was concerned about this issue, as diversity was keystone for the
company in terms of respecting the socio-cultural backgrounds of the employees. Diversity
was identified as one of the important parameters of strategic management (Guillaume et al.
2017). Even goals were identified, which broadened the scope and arena of the business in
terms of eliminating any form of discrimination. The focus here was on expanding the
diversity of the multinational corporations. Along with this, intervention from the locals has
compelled Balustre D’Erneville to encounter difficulties in implementing the global diversity
plan.
Root causes of the problem
The issue of lack of communication attains commonality within the workplace. One
of the major causes of this is the differentiation in the opinions proposed by the personnel.

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Opposition to these opinions generates conflicts between the employees and the managers.
This might be one of the reasons why Balustre D’Erneville was facing difficulties in rolling
the diversity strategy. Her concerns are evident from every kind of preparations, which needs
to be done for venturing into the process of implementation. According to Riccucci (2018),
goals reflect much advanced stage, as to mapping the outcomes, which she estimates to
achieve upon implementation of the diversity strategy.
From the other perspectives, it might be the case that the members were not getting
the time from their busy schedules to respond to the meeting. This issue reflects the
discrepancies in the business operations in the form of delays in undertaking decisions. It
might also be that Balustre D’Erneville was not getting the appropriate channels through
which the notice of the implementation plan can be communicated to the clients and the
customers. However, Barak (2016) is of the view that lack of stakeholders and shareholders
did not add momentum to the diversity strategy, which was ready to be implemented with the
goals. Viewing it from the other perspective this absence adversely affected the workplace
culture of L’Oreal.
Incapability towards rolling out the diversity strategy might be due to the inadequate
responses from the clients and the customers. This reflects an absence of the systems in terms
of communicating the essential information to the clients. On the contrary, Sposato et al.
(2015) argues that the situation might have been that the plan had to be modified at some
parameters before it is implemented finally. This is a parameter, which needs quality time.
During this stage, the other works need to be kept on hold, with the permission of the
Directors. This has no mention in the case study, which might have stalled the productivity.
In some cases, the managers take time to present their approvals regarding a particular
plan. This might have been the case with Balustre D’Erneville at L’Oreal. This reflects the