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A L Oreal RESEARCH STUDY Management Essay

Nowadays companies try to be more and more efficient. This concerns not only product quality or development operations but also the quality of the labor force. On that esteem, worker management is key in achieving challenging production improvement objectives and to really have the company to perform better.

Before talking about the different processes utilized by companies to train their workers and develop competencies, let's remind ourselves that many constraints have to be considered such as local restrictions. In France for example you have the DIF, "Droit Individuel   la Formation". From the law transferred in 2004, which allows employees to check out training programs. This showing that the cultural policy of circumstances can also affect the training process of employees in a business.

In the next paragraph we'll disregard politics aspects and give attention to the different functions applied by L'Oreal and American Express.

L'Oreal case study

Talent management

To start let's take the example of L'Oreal, the world's most significant cosmetics and beauty company.

This company is well-known to employ Good Methods in Training and personal Development.

To demonstrate our proposal, we refer to an interview of the Latin American expertise managing director of L'Oreal, Judith Ruiz De Esquide.

Her role is to take a look at the different teams based in Latin America. She has to have a good understanding of the staff motivations, skills, strengths or goals and she's to complement these with the external environment - both financial and ethnic.

L'Oreal uses the Talent Management Director's network for writing talent, improve processes and promote international flexibility of the employees.

Each worker is personally watched: skills, motivation, successes and even his sensibility to the surroundings (very important in the wonderful world of Beauty) are assessed on a regular basis.

To identify potential expertise and thus to control them, Judith spends the majority of her time with employees in the Latin America businesses of L'Oreal. The career development is an integral factor of success corresponding to Judith. She organizes formal meetings many times per season associated to daily and specific follow-up.

Talent management is a process which enables the recognition of the employee's strengths and weaknesses as well. Given the duty the employee must fulfil or will fulfil in the foreseeable future, an exercise plan is derived to close the space with the targeted competencies which have to be received by the employee.

In a framework of globalization, important companies are comprised of thousand of employees. Thus skill management becomes an important contributor to the performance of the business.

I think a good expertise management system can be very effective in elevating the motivation level of the employees. If employees are determined plus they feel as good at the job as at home, they will are better and harder for the company.

Training programs

L'Oreal also use inside training program to boost their staff skills and drive.

These types of programs are created for managers from several countries. To be effective they may be run several times per year and are structured by companies who are specialist in the field, e. g. Rosinski & Company. These programs are offered in several dialects such as English, French or Italian.

"We thought we would work with Rosinski & Company for multiple reasons: we appreciate this phenomenal team of experienced and diverse Coaches, the business-oriented learning approach, and the consistently positive feedback after the seminars. "

Yvonne von de Finn Task Administrator - Learning for development MDC European countries - L'Oreal

Like ability management, training programs are useful in many different ways. They assist in motivating employees and giving them the possibility to improve their skills.

Particularly when employees are managers like in the event above, they lead to new professional perspective.

I think this kind of programs do bring benefits to the company and is seen as ventures (costs) - despite administration help in the proper execution of subsidies sometimes. Like any material investment, the come back needs to be evaluated and therefore the effects of working out have to be quantified and supervised for the sake of efficacy.

Talent management will be focused and targeted at mentioning the competencies of the employees to complement certain requirements of the business they participate in.

Source: EduChoices. org

Learning by doing

Companies like L'Oreal also use routines such as "learning by doing" to develop skills of their employees. They help them to execute better in their daily responsibilities and activity.

This way of acquiring competencies is built around action and job everyday life somewhat than formal training programs.

Let's see below a short description of the process according to a specialist:

Instead of a theoretical dialogue about proper planning or task management, for example, participants create a usable tactical plan or create deliverables for their task. Employees learn in their own way and at their own rate through assignments that come on work done. »

In my estimation, this method is more than a way to train employees and alternatively an example that every company should choose in their daily management scheme.

This strategy can be very efficient since it permits a give attention to problems of real interest to the business, which each employee can find solutions. It's very concrete and specific because it straight applies to the job himself.

American Express Circumstance study

The concept of diversity management

American Exhibit received lately the tittle of Top Company for Employee-Resource Organizations ». American Express is an excellent example of the way the concept of variety management is carried out in large companies.

Variety management must start with visible leadership. This means that the CEO and executive team must lead by example and become visible followers of variety as a small business driver while keeping their direct records in charge of results ».

The management of diversity can be very useful for the introduction of employees in several ways.

When you use people from different countries and various cultures, you may learn more than dealing with folks from the same country as yours. I think this climate of diversity allows for the introduction of new working methods and new means of finding things.

Yet I think that valid metrics are had a need to see the positive impact of variety management.

Management should in this case setup clear goals and protect middle management.

This rather new concept has to be well managed to be able to perform better than traditional work model.

"A diverse and inclusive culture is a corporate asset for American Express. "

Kenneth Chenault, Chairman & Chief Executive Officer.

Transferability of knowledge and skills back to the job

On this previous part, Let me touch upon the transferability of knowledge.

I think each employee or manager has to keep in mind that the transfer of training, i. e. knowledge capitalization, is the main element in terms of value for a firm over time.

The understanding of each worker should be easily transferable to other new employee and this should be treated by having a complete and comprehensive process.

This is wonderful for the integration of new employees. They always perform and feel better after having a good training on the task they are supposed to perform.

Another important factor is the fact that new skill or knowledge should be managed after they have been completed.

My current experience as an intern on a trading desk at HSBC Paris is in my opinion a very relevant example. Before really starting I had a 3-week training with the past intern. Then I learned how to use the IT system, how to work in a specific environment, how to deal with the daily tasks I was supposed to fulfil. These 3 weeks trained me also how to behave not only with my acquaintances but also with the customers of HSBC. It was for my integration. It provided me self-assurance but provided me with a significant increase in efficiency and well-being.

Conclusion

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