Being an Employee at Microsoft & L'Oreal
HUMAN RESOURCES at L’Oreal
64 600 employees in 66 countries[/i][/b][/i][/b]
Human Resource at L’Oreal depicts a commitment to developing the competencies and expertise of all employees to support the group’s continued growth:
There are around 5 development centers of L’Oreal around the globe - in Shanghai, Rio de Janeiro, Dubai, New York and Paris
As well as an online, next-generation learning offer
They also provide a wide range of in-house tailored training programmes to enhance the skills of their employees
Internship opportunities are also provided at L’Oreal where 80% of young graduates got hired in 2009 as L’Oreal interns.
L’Oreal possess strong commitment to diversity have a look at the stats they possess:
- 110 nationalities
- 57% of managers and 38% of management committee members are women
- Over 7 500 managers in 32 countries have attended L’Oreal’s diversity training programme
L’Oreal is ranked among the world's most attractive employers (n°3 worldwide among FMCG companies for business students) (2009 Universe survey).
This was all about the HR at L’Oreal who believes that everyone aspires to beauty. Our mission is to help men and women around the world realize that aspiration, and express their individual personalities to the full. This is what gives meaning and value to our business, and to the working lives of our employees. Let’s take a deep insight of HR at Microsoft, one of the wealthiest and most successful companies in the world. The success of Microsoft’s is based on the effectiveness of their employees hence Microsoft values their staff and realizes the importance of their staff.
In the Beginning[/i][/b][/i][/b]
Bill Gates believed in favoring intelligence over experience. The recruitment strategies in the beginning included sourcing people from the elite educational facilities such as Harvard, Yale, MIT, Carnegie-Melon and Stanford. The tests that were conducted with an objective to test their problem solving skills thought process and work habits. Interviews conducted were done on extreme ends i.e. make or break if they survive they included in the Microsoft’s team. If there are majority of individuals that get a positive response the final decision will be on the shoulders of manager. The final stage of interviewing here is the interview taken by a person who is not involved in the group of hirers the objective being unbiased opinion.
Later Stages[/i][/b][/i][/b]
The recruiting practices continued to be active rather than passive, with Microsoft ‘head hunting’ the best staff. These staff were found, monitored and recruited from other companies by over 300 recruiting experts, “once someone had been identified as ‘hard core’
Employee Satisfaction and Loyalty[/b][/b]
Realizing that the majority of employees were just out of college, the Microsoft Company operated like a campus. This environment also included every employee having their own office they were free to decorate as they please and the provision of subsidized food and drink
Employee Rewards[/i][/b][/i][/b]
The link between individual performance and reward, with semi-annual performance reviews linked to pay increases, bonus awards and stock options. Performance goals employees were measured against were specific measurable ones, these performance objectives shortened to SMART: Specific, Measurable, Attainable, Results-based, and Time-bound. Stock options awards are based on whether the employee is considered a long-term asset of the company and awarded on this basis.
Employee Loyalty and Satisfaction
Employee loyalty and satisfaction is also assisted by Microsoft’s consideration of its employees. We saw that in the early days, the company largely consisted of young graduates and the company built a culture around the needs of this group of young graduates. Reward systems are an important part of organizational culture, they communicate to employees what is valued by the organization. By having these two reward systems, Microsoft effectively communicates that both sets of skills are valued. This is also an important sign of Microsoft’s consistency. They recruit people for technical ability and so not rewarding for it would be dissatisfying to employees.