For a long time, the luxury industry cultivated an image of exceptionalism that was enough in itself to attract the best candidates. Working at Chanel, Hermès, or Louis Vuitton meant joining an iconic company and gaining access to a codified, demanding, almost sacred world.
Although they are still among the most coveted employers, the big names can no longer rely solely on their prestige: they must now adopt a genuine strategy to attract young talent and respond to their new aspirations.
Generation Z, now entering the professional world, has a radically different view of work, business, and the power of brands. They no longer dream of a logo, but of a culture. They are not looking to “make a career” in the absolute sense, but to evolve in an environment aligned with their values. In this regard, luxury brands face a double challenge: remaining true to their identity while making themselves desirable to young people in search of meaning, recognition, and freedom.
A silent but real disaffection
The figures confirm it: 61% of recruitments in France are now considered “difficult” by employers. In the luxury sector, the tension is all the greater because the job requirements are high—know-how, precision, creativity, and excellent service—and there is a structural shortage of qualified candidates.
But beyond skills, there is a crisis of attractiveness, often masked by the power of brand image. The signs are clear: increased turnover, difficulty in retaining young recruits, and a growing disconnect between the expectations of new generations and traditional management practices. This is not a rejection of luxury as such, but a questioning of some of its internal structures: vertical hierarchy, lack of flexibility, and career prospects that are sometimes too slow or unclear.
A generation in search of meaning, not status
For young professionals, prestige no longer holds the same promise. What matters is the company’s ability to offer a lively, evolving, and human environment. Salary is no longer the only criterion for attractiveness. Flexibility, work-life balance, quality of management, and the social utility of work are just as important—sometimes even more so.
And this change goes beyond luxury. But in such a codified sector, it creates an even greater culture shock. An iconic brand is no longer enough to guarantee the long-term commitment of its employees. It is the day-to-day life, the internal rituals, the freedom granted, and the respect for individuality that make the difference.
Rethinking the foundations of the HR model
In the face of this transformation, cosmetic responses are no longer enough. An isolated wellness program or an original recruitment campaign cannot compensate for a culture that is perceived as vertical or opaque. What is expected is a complete overhaul of HR fundamentals: work organization, management, mobility, recognition, and real employee involvement. Human capital is becoming a strategic lever on par with creation and the value chain. Loyalty can no longer be bought: it must be built.
In this context, several HR levers appear to be key to rebuilding a model that is more in line with contemporary expectations:
- Introduce more flexibility by adapting working conditions to the realities of the job;
- Open up more modular, mobile, and international career paths to meet the quest for learning and diversity;
- Facilitate global talent management without adding to processes, while remaining compliant with local requirements;
- Recognize individual contributions more regularly and authentically, moving beyond rigid evaluation systems;
- Promote a hybrid work model that combines face-to-face, remote work, and remote collaboration without sacrificing each House’s unique culture.
Often perceived as timeless, luxury brands are facing an urgent need for transformation. Not to deny their uniqueness, but to make it compatible with contemporary aspirations. This requires a culture aligned with the values they embody, meaningful career paths, and genuine trust in the next generation.
The challenge is not just HR. It is strategic. To remain desirable, luxury must learn to reinvent itself—not just for its customers, but for those who bring it to life every day.
Read also > [COLUMN] Luxury and globalization: the HR challenges of an industry with multiple identities
Featured image: Getty Images/Unsplash+
