In response to the heightening competition for global talent, L’Oréal discovered how to more effectively engage with skilled and diverse candidates.

In an article on talent acquisition featured in The Times of London, L’Oréal’s Senior Vice President of Talent Development Jean-Claude Le Grand spoke to the value of renewed strategic HR initiatives – a topic that is both timely and typical within the industry.

This is highlighted in the fact that, according to an April 2016 Mercer study, 85 percent of HR professionals admit their talent management programs need an overhaul. What’s more, only 4 percent of the study’s respondents believe HR is viewed as a strategic business partner.

“The tool and the technology we use are crucial,” Le Grand said. “They need to be convenient for the recruiters and helpful for the applicant.”

To provide a high quality candidate experience, the company has worked to develop three key acquisition components: good visibility, transparency, and regular updates throughout the hiring process. When L’Oréal turned to Avature for its recruiting needs two years ago, the company asked for a solution that could adapt with its diversifying and disruptive target demographic.

“We were attracted by the idea of the parallel between the candidate and customer experience, and we liked that Avature weren’t traditional players,” Le Grand said.

Our platform, according to the report, also improved the company’s strategic alignment between the HR department and C-suite executives by demonstrating the monetary value of securing top talent ahead of business demand.

And now, in the digital age’s ultra-competitive acquisition marketplace, organizations are wise to have talented individuals standing by. Highlighting this notion, the report indicates that today’s companies are not only identifying universal needs but are also simultaneously “competing hard for the talented tech individual, for the female professional, for the multilingual, multicultural candidate.”

In order for companies to reach these sought-after candidates, recruiting software needs to be both user friendly and highly configurable. This is a concept well understood by Avature CEO Dimitri Boylan.

“The Avature platform gives them a faster way to experiment, try things out, fail quickly, figure out what works,” he said. “To do this and be competitive requires a very different relationship with a technology vendor.”

Additional Report Highlights

The report also explore strategic talent acquisition, data analysis, employer brand identity, and employee engagement – particularly in the United Kingdom’s current political and economic landscape post-Brexit.

“The possibility that organizations’ ready supply of labor may be limited by Brexit should be a key driver in motivating C-suites to take action on talent management,” according to the report. “This action should involve a review of their entire approach to staff recruitment and retention to policies on pay and reward.”

One way to accomplish this is through brand buy-in. Companies can ensure a cultural fit for new hires by infusing their mission and values into every aspect of their screening, interview, and onboarding processes. Long-term, organizations can maintain employee loyalty by encouraging them to take an active role in the development of company culture.

As indicated in the report, this process oftentimes incorporates a relaxation of the rules involving social media. With work roles changing and continuing to focus on social channels, companies are increasingly embracing sites like Facebook and Twitter as a means to stay informed and connected to their industry.

The report also investigates employee turnover and its associated costs – both monetary and cultural. To nurture employee satisfaction and loyalty, companies can offer compelling career development and engagement programs.

However, as organizations accumulate more tools and more data, valuable information about candidates and employees can become trapped in silos. Moreover, talented individuals can get lost along the way as a result of poor communication or visibility. The Avature one-platform approach enables the flow of data across all talent processes, from sourcing prospects to engaging employees. This approach eliminates integration bottlenecks so that HR teams can leverage data in order to meet the challenges of the digital age and become strategic business partners.