Clarins modernizes its HR function
with SAP SuccessFactors and Clap Partners

As part of the Reboot program, Clarins is undertaking a global transformation of its HR function to harmonize practices while preserving local autonomy and improving the employee experience, based on the SAP SuccessFactors standard.

A strategic project to transform the HR function

Clarins, a family-owned company present in over 150 countries, has undertaken a global transformation of its HR function as part of the Reboot program. The objective: to harmonize HR processes while preserving the autonomy of subsidiaries, and to improve the employee experience through digital tools.

Far from being a simple HRIS implementation, the project aimed to reposition the HR function as a true strategic partner. Rather than adapting a tool to the existing one, Clarins reviewed its HR policies in depth, based on SAP SuccessFactors best practices.

The challenges of global HR transformation

Clarins didn't just want to digitize the existing system. The aim was to transform the way the HR function supports all employees and managers. Several challenges emerged:

• Create a unified HR vision while respecting local specificities: each subsidiary previously operated autonomously. It was necessary to harmonize practices while allowing flexibility for local needs.
• Moving from administrative HR to digital and strategic HR: the transition to an HRIS represented a major cultural change, requiring strong support to prevent the tool from being perceived as a constraint.
• Evolving an organization based on consensus: decision-making at Clarins is based on collaboration between central and local teams, requiring progressive alignment and a co-constructed approach.

A transformation driven by HR functional departments and deployed by local teams

With the implementation of SAP SuccessFactors, Clarins now benefits from :

• Performance management, with continuous monitoring of objectives and regular exchanges between managers and employees, accompanied by a feedback and appraisal system to foster a culture of continuous improvement and appreciation of individual contributions.
• Talent development and training, with a learning culture that fosters skills enhancement and career development.
• The structuring of the H2R (Hire to Retire) process, with the integration of Core HR, recruitment and onboarding, enabling greater consistency and efficiency in the management of employee data.e.

These changes were then deployed in the field by local HR teams, ensuring their adoption and adaptation to the realities of the various subsidiaries. This model of collaboration between the central and local levels made it possible to combine structure and flexibility, guaranteeing Group alignment while respecting local specificities.