In the analysis of the case study, the issue of diversity in the company, L’Oréal, has been highlighted. As a pertinent issue of concern for the global company, diversity means the inclusion of different social groups within the company to deal with the expanding markets and organizational objectives for the company. As a result, the company has engaged various strategic methods to achieve this objective. This paper looks at the company’s approaches to achieving diversity.
The company began with the implementation of diversity in the United States to an advanced level of being awarded the innovation award for the inclusion of women and colored people within the organization. Moreover, the issue of diversity was put at the top of the priorities of the company, creating regional and global diversity offices. From here, the company could properly manage the diversity issues. Moreover, the company noticed that basic company processes required the implementation of diversity, right from hiring to education and training. As a result, hiring processes were based on diversity practices, including strategic practices to remove biases that could reduce the effectiveness of diverse hiring practices. Additionally, managers at the global level were sensitized and reviewed based on their diversity performances as part of their adoption of the processes.
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These approaches embody the objectives of the company in ensuring that the organizational culture towards the inclusion of cultures is achieved. Notably, important processes have been adjusted to ensure that the objectives of the company are met. For example, all major company processes including recruitment and hiring, promotions among others have been fine tuned to reflect the objectives of the new culture (Tröster, Mehra, & van Knippenberg, 2014). These examples show effectiveness of the implementation of organizational change at L’Oréal.
References
Tröster, C., Mehra, A., & van Knippenberg, D. (2014). Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance. Organizational Behavior and Human Decision Processes, 124(2) , 245-255.
