【CXO访谈】欧莱雅中国人力资源副总裁沈琳女士(Stracy Shen)：二十年职业生涯见证转型、机会与信任

二十年我们可以见证哪些改变？对于中国市场、职场环境以及人力资源行业，我们都可以列举许多因技术革新、经济发展以及文化迭代带来的转型案例。

近期发布的领英《2020人才趋势报告》调研显示，人才数据分析将在未来的企业管理中变得更加主流，继续引领人力资源行业的发展。CXO UNION-CXO联盟（cxounion.cn）

本期领英专访，我们有幸邀请到欧莱雅中国人力资源副总裁沈琳女士(Stracy Shen)，和我们分享欧莱雅中国人力资源部在推进与实施数字化转型上的经验。

沈琳女士在欧莱雅中国就职二十余年时间，最初以法务背景加入公司，不久便转型开始了她的人力资源生涯。从欧莱雅中国苏州工厂的人事管理开始，沈琳女士便尝试了一系列新的举措开拓新工作方式。多年后她担任了欧莱雅亚太运营中心人力资源负责人，第一次以中国之外的亚洲视角，思考跨国企业在管理中需要应对的多元文化挑战。如今作为欧莱雅中国人力资源副总裁，她更是积极推动，将中国市场的成功经验与集团全球其它地区分享。

沈琳女士二十余年的职业生涯故事，是许多转型的缩影：

对于个人而言，中国经济发展带来了前所未有的职业机会，让更多的职业选择成为可能；

对于人力资源行业而言，技术变革与新生代员工的加入要求HR从过去的“自上而下”管理转变为“自下而上”服务；

对于跨国企业而言，中国市场在全球化过程中扮演的角色愈加重要，这也意味着中国本土管理经验会获得更多关注与借鉴。CXO UNION-CXO联盟（cxounion.cn）

以下内容由沈琳女士口述，领英编辑后发布。

一、职业转型与企业家精神，挑战、机会与信任

Q1：从您的领英主页，我们了解到您在欧莱雅就职超过二十年的时间，是否可以先分享一下您最初加入公司的契机和体会？

A：我是1999年4月份加入欧莱雅的，当时正在寻找职业转型。

大学毕业后，我先去了一个国家事业单位，两年后又创办了一家小型律师事务所，算是有过两年个人创业的经验。

1997年的时候，中国开始出现 MBA课程，我希望通过进一步的深造为职业转型做好准备，便到中欧商学院念了全职MBA；毕业后希望能去更大规模的国际公司看一看，有缘就来到了欧莱雅。进来之后，发现虽然它是一家大公司，但是充满了企业家精神，这和我的个人风格和经历还是很匹配的。CXO UNION-CXO联盟（cxounion.cn）

我最初负责法务工作，一年多之后，欧莱雅中国的苏州工厂有一个人力资源经理的位置，完整地负责人力资源管理的工作，我就跟公司申请了这个机会。

这个也体现了欧莱雅公司的一个文化：Bet on People。尽管我当时没有人力资源管理的经验，但公司仍然愿意给内部员工这样一个职业转型的机会。

沈琳在欧莱雅中国苏州工厂任职期间

当时我和时任的苏州工厂厂长见面，并做了一个小时的面试。我相信当时她心里还是有很多疑虑，但还是给了我这个机会。后来我们前后一共合作了8年多的时间，成为了默契的“战友”。

从这次转型开始，我踏上了专业的人力资源管理之路。过去的20多年时间里，我每两三年就有一个新的挑战，所以从未觉得倦怠。CXO UNION-CXO联盟（cxounion.cn）

欧莱雅的文化让你有很大的空间去实施你的想法，而且能很快地落地。我们公司会鼓励你，让你有机会试错。我们对年轻人也是如此。所以你会有很大的成就感，好像一直在创业，在公司内部创业，尝试一些新的东西。

当然这对员工的要求是比较高的，更适合主观能动性强的人。如果你比较习惯公司给你很清晰的指令来执行，可能就会感觉很被动。不过一旦你适应了这种文化及工作方式，就会像我这样，在欧莱雅一待就是10年、15年、20年。

Q2：您最初转型从事人力资源工作时，有什么样的感受？

A：我一直会从两个角度思考人力资源管理：员工与业务。

我会花很多时间去了解员工的需求，同时也不忘记业务的需求。比如在苏州工厂的时候，我刚去就先做了一个员工调研，了解他们的满意度和体验。CXO UNION-CXO联盟（cxounion.cn）

业务方面，当时苏州工厂刚刚起步，集团对它抱有很大的期望，希望在中国能够培养更多工业管理人才。所以我们做了很多提升工厂知名度、吸引力的事情，包括制定不同的职级、薪资策略。

同时，为了吸引年轻的工业人才，我们和全国一流的高校合作，在校园内开展工业创新大赛。这个项目之后也被推广至集团其他国家，成为欧莱雅在全球的一个赛事。

此外我们也尝试了很多不同领域的创新，包括培训体系的建设。当时的培训非常关注本地员工的职业发展，这些举措也得到了厂长的很多支持和认可，所以进展的比较顺利。总的来说，最初几年起步不错，我做的也蛮开心，这确实为后续的HR生涯打下了很好的基础。

从中国、亚洲到全球视角

Q3：回顾您的个人职业生涯，还有哪几次对您而言比较重要的转折？

A：从法务到人力资源，是一个转型和起步。之后多年我也一直在中国工作，服务中国的业务部门。这当中有一个机会我印象比较深刻，就是担任亚太运营中心的人力资源负责人，从中国视角转变为亚洲视角。CXO UNION-CXO联盟（cxounion.cn）

当时，欧莱雅集团决定将亚太运营中心从法国搬迁到中国，该中心负责欧莱雅在亚洲物流工厂相关的业务。因为我对工厂比较有经验，所以就被任命为这个运营中心的人力资源负责人，统筹14个亚洲国家供应链的人力管理。

那是很特别的一段经历，让我看到不同文化、不同国家做业务的风格模式，对我来说是一种拓展。

最近4年不到的时间，我担任了欧莱雅中国的人力资源负责人。这也是一次很大的变化。在这个岗位上，需要更注重一些长远的规划、战略性的管理和集团性项目的开展，以及更多地思考中国团队如何更好地参与到欧莱雅全球的人力资源管理和转型中。

Q4: 过去二十年，相信欧莱雅的人力资源部门经历了很多转变，有哪些变化是您印象比较深刻的？CXO UNION-CXO联盟（cxounion.cn）

A: 现在回顾，20多年我确实见证了很多重要的变化。

首先从规模上，当时整个欧莱雅中国的HR团队大概也就10多个人。到今天，我们变成了将近100个人的团队，服务我们1万多名员工。

欧莱雅中国HR团队合影

另外第二个大的转型，是成立了我们的业务伙伴人事团队。现在，它已经在人事部门中占到了一半以上的比例。这是从以HR为中心到以员工和业务伙伴为中心的一个转型。

第三，就是数字化转型。欧莱雅整个集团从10年前就开始做数字化转型，我们HR也不甘落后，在招聘、培训、员工关怀及各种行政事务等方面都推进了很多变革。

沈琳于“欧气商学院”项目开学典礼发表演讲

第四，向全球分享中国经验。以前我们中国HR的工作主要是落实集团的政策或做法，但现在我们还会跟集团总部一起开发一些新的项目，分享中国地区的经验。我作为集团全球人力资源管理委员会的成员，也会参与和推进集团人力资源转型的进程。

最后一点比较深的感触，以前HR会更侧重招聘、人才培养、薪资、留任等传统领域的事务；但是过去的几年，我们HR有一个很重要的任务，就是去主动推动公司文化、组织管理、和工作方式等方面的转型。HR要做CEO的伙伴，一起去领导这些转型。CXO UNION-CXO联盟（cxounion.cn）

这些转型很重要，否则我们今天面对疫情，也不会有那么灵活、快速的反应。

其实招聘、培训、薪资还是比较清晰可见的事务，但是组织文化的转型，它是更软性的，这对HR的要求更高。因为它做的东西未必是短期内能看到显著成果的。但我相信，将来评估一个HR的成就，对组织的长期影响是首当其冲的。

二、“这家公司让你感觉一直很年轻，很有活力”

Q5：在欧莱雅二十年，您觉得它的文化中哪些部分最吸引你，能让您一直保持对这份工作的热情和动力？

A: 有一点，我觉得很多欧莱雅人都会感同身受，就是你在这家公司一直会感觉很年轻，很有活力。这可能跟我们的行业有关——我们是一个从事“美”的行业，经常需要捕捉不同人群，尤其是年轻人的习惯。所以你就会一直感觉和年轻人有连接、有共鸣；同时，在这个公司可以跟很多很有才干、充满能量的人一起工作，这也是比较有意思的地方。

欧莱雅不喜欢把人塑造成同一种类型，每个人都很有自己的个性。虽然我们走出去有一种共同的“欧家精神”，但是我们的特质都很不一样。我觉得这种多元化、与时俱进的企业文化，也会让你一直感觉很鲜活，不会倦怠。CXO UNION-CXO联盟（cxounion.cn）

公司确实给了我很多空间和机会，这种对于员工个体的关注，让我倍感欣慰。在集团里，你会感到，不只是你的老板、同事在关注你，身边有很多人都在关注你的职业发展。这个也是我们的特点，一种大家庭的感觉。

欧莱雅中国员工活动合影

三、数字化转型应不忘初心：从消费者和员工的体验出发

Q6：人力资源数字化的概念已经在业内被提倡了很多年，欧莱雅在这个领域有哪些经验可以和大家分享？CXO UNION-CXO联盟（cxounion.cn）

A：在回答这个问题之前，我们需要先反思：企业为什么要做数字化转型？

因为这是消费者的需求，消费者今天生活在一个数字化的世界，所以你必须要用数字化的方式跟他们沟通，回到我们的员工也是一样。

从员工的角度出发，这也是非常必要的。数字化可以让员工有更好的工作体验，让我们更好地了解员工的需求，更快地捕捉员工的反馈，更好地适应他们数字化的习惯。

这里的员工包括三类人：HR需要服务的员工、管理层以及HR自身。

对于HR，我们希望通过方方面面的数字化转型，提高他们的工作效率，让他们可以将更多精力投入在更具战略性、更有意义的工作上。

四、将人工智能与新技术应用到招聘流程，提升效率、改善候选人体验

例如招聘，我们的校招规模很大，每年要招很多的实习生、管理培训生，所以我们的招聘团队每年要应对数万份简历，还要去很多学校实地做校园宣讲。在招聘季，我们的日常会被重复性、冗杂的工作填满，以前，我们需要花费大量时间人工筛选简历，但这样的工作其实可以通过更智能的技术手段得到解决。

所以我们前几年就开始采用AI网申及简历筛选，通过人工智能帮我们择优劣汰，按照招聘需求定制化地进行人才筛选。

对学生来说，他们也不需要花费大量时间完成各种在线测试或上传简历，只需要回答三个开放性问题，就可以完成网申。这不仅改善了学生的体验，也提升了HR的效率，是数字化应用一个很典型的例子。CXO UNION-CXO联盟（cxounion.cn）

五、从传统校园宣讲到线上直播

另外现在直播很流行，我们天天说李佳琦、薇娅。我们校园招聘团队，前两年就已经开始做直播。通过直播我们可以接触到更多的候选人。

原来去一所学校，只能面对三五百个学生做沟通，但今天做一场直播，这个数字可以翻几十倍，甚至百倍。而且我们的直播内容丰富多样，可以带他们参观工厂，甚至是我们法国的总部；还可以让他们跟我们的经理人直接对话，在线模拟面试等。

我们善于利用各种新媒体，并联手各大平台深度合作。这方面我们还是非常与时俱进，走得很快的。CXO UNION-CXO联盟（cxounion.cn）

我相信，今天我们数字化转型的根本，是立足于以员工为中心。

以前很多大公司的管理风格是top down（自上而下），强调公司要输出什么，但今天通过数字化渠道，我们可以做更多双向沟通，聆听受众的声音，产生更有机的互动。

欧莱雅中国CEO费博瑞与沈琳在疫情期间参与直播

六、开放线上学习资源，助力快速、碎片化学习

另外培训也是我们人力资源的一大管理特色。这几年我们一直强调要做一个 fast learning company（快速学习型公司），因为今天的知识日新月异，你不学习就会脱节；而且学习要快速、碎片化。

围绕这个需求，我们前两年已经做了很多准备。从原来的公司指定员工去参加特定的培训课程，转变为将很多培训开放给员工自主选择。通过大力推动，在2019年，欧莱雅员工人均学习时间超过了60个小时。CXO UNION-CXO联盟（cxounion.cn）

我们还特别开发了一个数字化小程序叫Spark，去年还获得了全球的奖项 —— Global Brandon Hall Gold Award on Excellence in Learning Technology & APAC Stevie Silver Award on Best Iinnovation in Mobile Learning。通过这个微信平台小程序，员工可以随时随地看到我们公司的网课和直播。

欧莱雅员工在线学习小程序Spark

从2月份至今，我们的线上课程一直火热进行中，并选取了一些当下最热门的内容话题，比如直播、电商、数字化等。课程讲师不仅包含公司内资深的同事，也邀请到外部专业机构或平台的从业人员，这些课程深受员工欢迎。同时我们也会做一些调研，持续了解员工的学习兴趣。最近我们还在跟喜马拉雅合作，员工上下班路上可以收听感兴趣的课程。

这个项目我们起名叫Learning Never Stops, 现在已经被欧莱雅其它国家团队借鉴，成为了全球的项目。CXO UNION-CXO联盟（cxounion.cn）

这几年我们摸索出了很多数字化转型的方法，也是因为有这些基础，我们在这次疫情中能很快速地做一些调整和应对。

欧莱雅数字化训练营

七、世界变化太快，数据最大的价值在捕捉需求、获得洞察

Q7：领英《2020人才趋势报告》的调研显示，虽然大部分HR都认同数据的重要性，但很多只是做了数据收集和维护的工作，对于如何用数据指导实践工作、给业务部门和公司决策层提供有说服力的改善建议，经验仍然不足。您对此如何看待？CXO UNION-CXO联盟（cxounion.cn）

A：传统上，我们很多的数据应用确实是从管理角度出发，比如说预判招聘的需求、薪资的成本、人头的计划、员工的流失率等等。

但是今天，我觉得单纯靠数据做判断和计划，已经无法满足现实需求了。这个世界变化太快，比如这次新冠肺炎，你可能都不知道明天会发生什么，所以你需要按照实际情况不断做出调整。如果还是沿用原来的办法，用数据、模型去预判将来的管理决定，不仅缺乏时效性还可能还会引导决策错误。

所以很多时候，还是要像创业公司一样，跟业务部门一起去判断业务的需求、规划资源。这是我们每天都在做的，比如关注到一些新的职能、新的业务能力是要我们去培养的，HR就要快速响应。CXO UNION-CXO联盟（cxounion.cn）

我个人觉得，现在对数据最大的应用还是以员工为中心，去产生很多有指导意义的洞察，指导后续的项目开展。比如通过培训小程序，我们可以了解这个课有多少员工想上，想听哪方面的内容，对于导师是否满意，以此可以很快地调整后续的培训计划，比如一年要开多少课，一个课容纳多少学员，课程如何设置等。

值得一提的是，我们还率先与专业数据分析机构联手，利用大数据进行舆情监测，对欧莱雅的雇主品牌进行定期追溯和研究。我们参考了品牌和业务部门舆情监测的方式，通对对各大社交媒体和求职网站的数据监测及深度分析，从声量、互动量、好感度三方面综合评估欧莱雅作为雇主的表现。CXO UNION-CXO联盟（cxounion.cn）

这种数据化的采集和分析方式，能够覆盖了更多的人群和平台，并且更加科学、系统地呈现候选人真实的想法，帮助我们全方位了解候选人的偏好。基于雇主品牌舆情监测报告，我们也可以更好地调整招聘节奏、传播内容，进一步将欧莱雅打造成更受欢迎的雇主品牌。

我相信未来数据会更多地运用于收集和捕捉员工体验、员工需求、员工反馈，反过来再给到管理层，帮助他们进行的管理决策。

翻译：

What changes can we see in 20 years? For the Chinese market, workplace environment and human resources industry, we can cite many cases of transformation brought about by technological innovation, economic development and cultural iteration.

The recently released linkedin Talent Trends Report 2020 survey shows that talent data analysis will become more mainstream in business management in the future and continue to lead the development of the human resources industry.

In this linkedin interview, we have the honor to invite Ms. Stracy Shen, Vice President of L ‘Oreal China Human Resources, to share with us the experience of L ‘Oreal China Human Resources Department in promoting and implementing digital transformation.CXO UNION-CXO联盟（cxounion.cn）

Ms. Shen has been with L ‘Oreal China for more than 20 years, initially joining the company with a legal background and soon transitioning to her HR career. Starting with personnel management at L ‘Oreal’s Suzhou factory in China, Ms. Shen has tried a series of new initiatives to develop new ways of working. Many years later, as Head of Human Resources for L ‘Oreal’s Asia Pacific Operations Center, she was the first to reflect on the multicultural challenges that multinational companies need to address in their management from an Asian perspective beyond China. Today, as Vice President of Human Resources for L ‘Oreal China, she is actively promoting the sharing of successful experiences in the Chinese market with the rest of the Group globally.

The story of Ms. Shen Lin’s career of more than 20 years is a microcosm of many transformations:

For individuals, China’s economic development has brought unprecedented career opportunities and made more career choices possible.

For the human resource industry, technological change and the new generation of employees require HR to change from the past “top-down” management to “bottom-up” service.CXO UNION-CXO联盟（cxounion.cn）

For multinational enterprises, the Chinese market plays an increasingly important role in the process of globalization, which also means that China’s local management experience will receive more attention and reference.

The following content was written by Ms. Shen Lin and edited by linkedin.

1. Career transformation and entrepreneurship, challenges, opportunities and trust

Q1: We know from your linkedin page that you have been working in L ‘Oreal for more than 20 years. Would you like to share your initial experience and experience in joining the company?

A: I joined L ‘Oreal in April 1999 and was looking for a career change.

After graduating from university, I first went to a national public institution, and two years later, I set up a small law firm, which can be regarded as two years of personal entrepreneurial experience.CXO UNION-CXO联盟（cxounion.cn）

In 1997, MBA programs began to appear in China. I wanted to prepare for career transition through further study, so I went to China Europe Business School for a full-time MBA. After graduation, I hope to go to a larger international company to have a look, and I came to L ‘Oreal. When I came in, I found that although it was a large company, it was full of entrepreneurial spirit, which was a good match for my personal style and experience.

I was initially in charge of legal affairs, and after a year or so, L ‘Oreal China’s Suzhou factory had a position of HR manager, fully responsible for HR management, so I applied for this opportunity.CXO UNION-CXO联盟（cxounion.cn）

This also reflects a culture of L ‘Oreal: Bet on People. Even though I had no experience in HR management at the time, the company was still willing to give internal employees such a career transition opportunity.

Shen Lin during her tenure at L ‘Oreal’s Suzhou factory in China

At that time, I met with the then director of the Suzhou factory and had an hour-long interview.

I’m sure she still had a lot of doubts, but she gave me the chance. Later, we cooperated for more than 8 years and became tacit “comrade-in-arms”.

From this transformation, I embarked on the road of professional human resource management. Over the past 20 years, I’ve had a new challenge every two or three years, so I’ve never felt tired.CXO UNION-CXO联盟（cxounion.cn）

L ‘Oreal’s culture gives you a lot of space to implement your ideas and land them quickly. Our company will encourage you and give you the opportunity to try and make mistakes. We do the same with young people. So you get a great sense of accomplishment, as if you’re starting a business all the time, starting something in-house, trying something new.

Of course, the requirements for employees are relatively high, and it is more suitable for people with strong subjective initiative. If you’re used to companies giving you clear instructions to follow, you might feel passive. But once you get used to the culture and the way you work, you stay at L ‘Oreal for 10, 15, 20 years like I did.

Q2: How did you feel when you first transitioned to human resources?

A: I always think about human resource management from two perspectives: employees and business.CXO UNION-CXO联盟（cxounion.cn）

I spend a lot of time understanding the needs of my employees, while not forgetting the needs of the business. For example, when I was in the Suzhou factory, I first did a survey of employees to understand their satisfaction and experience.

In terms of business, the Suzhou factory had just started at that time, and the Group had great expectations for it, hoping to train more industrial management talents in China. So we did a lot of things to enhance the visibility and attractiveness of the factory, including developing different ranks and salary strategies.

At the same time, in order to attract young industrial talents, we cooperate with first-class universities in the country to hold industrial innovation competitions on campus. This project has since been extended to other countries in the Group, becoming a global L ‘Oreal event.CXO UNION-CXO联盟（cxounion.cn）

In addition, we also tried to innovate in many different areas, including the construction of training systems. At that time, the training was very concerned about the career development of local employees, and these measures were also supported and recognized by the factory director, so the progress was relatively smooth. In general, I got off to a good start in the first few years and I was quite happy, which really laid a good foundation for my subsequent HR career.

2. From China, Asia to global perspective

Q3: Looking back at your personal career, what are some other important transitions for you?

A: From legal to human resources, it was a transition and a start. I also worked in China for many years, serving the Chinese business unit. Among these opportunities, I was impressed by the opportunity to be the head of human resources of the Asia Pacific Operations Center, and to shift from a Chinese perspective to an Asian perspective.CXO UNION-CXO联盟（cxounion.cn）

At that time, L ‘Oreal Group decided to relocate its Asia Pacific operations center from France to China, which is responsible for the operations related to L ‘Oreal’s logistics plants in Asia. Because of my experience in factories, I was appointed as the head of human resources in this operation center, coordinating the manpower management of the supply chain in 14 Asian countries.

It was a very special experience for me to see the styles of doing business in different cultures and countries, which was an expansion for me.

For less than four years, I have been the head of human resources for L ‘Oreal China. This is also a big change. In this role, I need to focus more on long-term planning, strategic management and group project implementation, as well as thinking more about how the China team can better participate in L ‘Oreal’s global human resources management and transformation.CXO UNION-CXO联盟（cxounion.cn）

Q4: Over the past two decades, L ‘Oreal’s human resources department has undergone many changes. What changes have impressed you most?

A: Looking back now, I do witness many important changes over the past 20 years.

First of all, in terms of scale, the entire HR team of L ‘Oreal China at that time was about 10 people. Today, we are a team of nearly 100 people, serving our more than 10,000 employees.CXO UNION-CXO联盟（cxounion.cn）

L ‘Oreal China HR team photo

The second big transformation was the establishment of our business partner personnel team. It now accounts for more than half of personnel departments. This is a shift from HR to employee – and partner-centric.

Third, digital transformation. L ‘Oreal’s entire group has been engaged in digital transformation since 10 years ago, and our HR team is not far behind, pushing forward many changes in recruitment, training, employee care and various administrative matters.CXO UNION-CXO联盟（cxounion.cn）

Shen Lin delivered a speech at the opening ceremony of “Europe-Qi Business School”

Fourth, share China’s experience with the world. In the past, our HR in China was mainly responsible for implementing the Group’s policies or practices, but now we also develop some new projects together with the Group headquarters to share our experience in China. As a member of the Group’s Global Human Resources Management Committee, I will also participate in and drive the Group’s human resources transformation process.

Finally, I have a deep feeling that in the past, HR would pay more attention to recruitment, talent training, salary, retention and other traditional areas of affairs; However, in the past few years, our HR has had a very important task, which is to actively promote the transformation of corporate culture, organizational management, and working methods. HR should partner with the CEO to lead these transformations.

These transformations are important, otherwise we would not have such a flexible and rapid response to the epidemic today.CXO UNION-CXO联盟（cxounion.cn）

In fact, recruitment, training, and salary are still relatively visible affairs, but the transformation of organizational culture is more soft, which has higher requirements for HR. Because it does not necessarily do things that will see significant results in the short term. But I believe that evaluating an HR’s achievements in the future, the long-term impact on the organization comes first.

3. “This company makes you feel young and alive all the time”

Q5: In your 20 years at L ‘Oreal, what parts of its culture do you find most attractive and keep you enthusiastic and motivated about this job?

A: One thing that I think many people at L ‘Oreal can relate to is that you always feel young and energetic in this company. This may have something to do with our industry – we are a “beauty” industry and often need to capture the habits of different groups of people, especially young people. So you’ll always feel connected and connected to young people; At the same time, it is also interesting to work with a lot of talented and energetic people in this company.

L ‘Oreal does not like to mold people into the same type, everyone has their own personality. Although we have a common “European spirit” when we go out, our characteristics are very different. I think this kind of diversified and advancing corporate culture will also make you feel fresh all the time and will not get tired.

The company really gives me a lot of space and opportunities, and this kind of attention to the individual employees makes me feel gratified. In the group, you will feel that not only your boss, colleagues are concerned about you, there are many people around you are concerned about your career development. This is also our characteristic, a sense of family.CXO UNION-CXO联盟（cxounion.cn）

L ‘Oreal China employees activity photo

4. Digital transformation should not forget the original intention: start from the experience of consumers and employees

Q6: The concept of digital human resources has been promoted in the industry for many years. What experiences can L ‘Oreal share in this field?

A: Before we can answer this question, we need to reflect: Why do companies do digital transformation?CXO UNION-CXO联盟（cxounion.cn）

Because it’s a consumer demand, and consumers are living in a digital world today, so you have to communicate with them digitally, and it’s the same with our employees.

From the employee’s point of view, this is also very necessary. Digitization allows employees to have a better work experience, allows us to better understand their needs, capture their feedback faster, and better adapt to their digital habits.

Employees here include three types of people: the employees that HR needs to serve, management, and HR itself.

For HR, we hope to improve their work efficiency through digital transformation in all aspects, so that they can devote more energy to more strategic and meaningful work.CXO UNION-CXO联盟（cxounion.cn）

5. Apply artificial intelligence and new technologies to the recruitment process to increase efficiency and improve the candidate experience

For example, recruitment, our school recruitment scale is very large, every year to recruit a lot of interns, management trainees, so our recruitment team has to deal with tens of thousands of resumes every year, but also to go to many schools to do campus presentations. During the hiring season, our daily lives are filled with repetitive, tedious tasks that previously required us to spend a lot of time manually sifting through resumes, but which can be solved by smarter technology.

So we began to use AI network application and resume screening a few years ago, through artificial intelligence to help us select the best and the worst, and customize talent screening according to recruitment needs.

For students, they don’t need to spend a lot of time completing various online tests or uploading resumes. They only need to answer three open-ended questions to complete the online application. This not only improves the student experience, but also improves the efficiency of HR, which is a typical example of digital application.CXO UNION-CXO联盟（cxounion.cn）

6. From traditional campus lectures to online live broadcasts

In addition, live streaming is very popular now, we talk about Li Jiaqi and Wei Ya every day. Our campus recruitment team has been doing live broadcasts for the past two years. We can reach more candidates through live streaming.

Originally, to go to a school, you can only face three to five hundred students to communicate. But today to do a live broadcast, this number can be dozens of times, or even a hundred times. And we have a variety of livestreams that take them on Tours of factories and even our headquarters in France. They can also have direct conversations with our managers, mock online interviews and so on.

We are good at using various new media, and cooperate deeply with major platforms. In this regard, we are still very progressive and moving very fast.

I believe that the foundation of our digital transformation today is employee centricity.CXO UNION-CXO联盟（cxounion.cn）

In the past, the management style of many large companies was top down, emphasizing what the company wanted to export. But today through digital channels, we can do more two-way communication, listen to the audience’s voice, and generate more organic interaction.

L ‘Oreal China CEO Fabbri and Shen Lin participated in the live broadcast during the epidemicCXO UNION-CXO联盟（cxounion.cn）

7. Open online learning resources to facilitate fast and fragmented learning

In addition, training is also a major feature of our human resources management. In recent years, we have been emphasizing to be a fast learning company, because today’s knowledge is changing rapidly. You will be out of touch if you don’t learn; And learning is fast and fragmented.

Around this need, we have made a lot of preparations in the past two years. Instead of designating specific training courses for employees. Companies are now opening up many training courses for employees to choose from. With a strong push, L ‘Oreal employees spent more than 60 hours learning per person in 2019.

We also developed a digital mini program called Spark. Last year it also received the Global Brandon Hall Gold Award on Excellence in Learning Technology & APAC Stevie Silver Award on Best Iinnovation in Mobile Learning. Through this small program on the wechat platform, employees can see our company’s online courses and live broadcasts anytime and anywhere.CXO UNION-CXO联盟（cxounion.cn）

L ‘Oreal employees online learning applets Spark

Since February, our online courses have been in progress, and selected some of the most popular content topics, such as live broadcasting, e-commerce, digital and so on.

Course instructors include not only senior colleagues within the company. But also practitioners invited to external professional institutions or platforms, and these courses are very popular with employees. At the same time, we will also do some research to continuously understand the learning interests of employees. We’ve also recently been working with Himalaya. Where employees can listen to courses of interest on their way to and from work.

This project, which we call Learning Never Stops, has been copied by other L ‘Oreal country teams and has become a global project.

In recent years, we have explored a lot of digital transformation methods, and because of these foundations. We were able to make some adjustments and responses very quickly in this epidemic.

L ‘Oreal Digital bootcampCXO UNION-CXO联盟（cxounion.cn）

8. The world is changing too fast, and the greatest value of data is in capturing demand and gaining insight

Q7: linkedin’s 2020 Talent Trends Report shows that while most HR professionals agree on the importance of data. Many have only done the work of data collection and maintenance, and they still have insufficient experience in how to use data to guide practice and provide persuasive suggestions for improvement to business units and corporate decision makers. What do you think about that?

A: Traditionally, a lot of our data applications are really from a management perspective. Such as anticipating hiring needs, payroll costs, headcount plans, employee turnover rates, and so on.

But today, I feel that making judgments and plans solely based on data can no longer meet the needs of reality. The world is changing so fast, like with COVID-19, that you may not even know what’s going to happen tomorrow. So you need to constantly adjust to the actual situation. If the original method is still used, using data and models to predict future management decisions. It not only lacks timeliness but also may lead to decision-making errors.CXO UNION-CXO联盟（cxounion.cn）

Therefore, in many cases, it is still necessary to judge the needs of the business and plan resources together with the business department like a startup company. This is what we do every day, such as paying attention to some new functions and new business capabilities that we need to cultivate, HR needs to respond quickly.

Personally, I think the biggest use of data right now is still employee-centric, to generate a lot of instructive insights to guide subsequent projects.

For example, through the training mini program, we can learn how many employees want to take this course. What content they want to listen to, and whether they are satisfied with the instructor. In this way, we can quickly adjust the subsequent training plan, such as how many classes will be held in a year. How many students will be accommodated in a class, and how to set up the course.

It is worth mentioning that we are also the first to join forces with professional data analysis agencies to use big data to monitor public opinion and conduct regular traceability and research on L ‘Oreal’s employer brand. We refer to the methods of brand and business department public opinion monitoring. Through the data monitoring and in-depth analysis of major social media and job search websites. And comprehensively evaluate L ‘Oreal’s performance as an employer from three aspects: voice volume, interaction volume and favorability.

This data collection and analysis method can cover more people and platforms. And present the real ideas of candidates in a more scientific and systematic way, helping us to understand the preferences of candidates in an all-round way. Based on the employer brand public opinion monitoring report. We can also better adjust the pace of recruitment and communication content. And further build L ‘Oreal into a more popular employer brand.CXO UNION-CXO联盟（cxounion.cn）

I believe that in the future, data will be used more to collect and capture employee experience, employee needs, and employee feedback. And in turn give it to management to help them make management decisions.

如需加入CXO UNION（CXO联盟）高管社群，请联系社群小伙伴哦~

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于领英；编辑/翻译：CXO UNIONCXO联盟小O。

免责声明: 本网站(http://www.cxounion.cn/)内容主要来自原创、合作媒体供稿和第三方投稿，凡在本网站出现的信息，均仅供参考。本网站将尽力确保所提供信息的准确性及可靠性，但不保证有关资料的准确性及可靠性，读者在使用前请进一步核实，并对任何自主决定的行为负责。本网站对有关资料所引致的错误、不确或遗漏，概不负任何法律责任。

本网站刊载的所有内容(包括但不仅限文字、图片、LOGO、音频、视频、软件、程序等) 版权归原作者所有。任何单位或个人认为本网站中的内容可能涉嫌侵犯其知识产权或存在不实内容时，请及时通知本站，予以删除。