rporate employee performance reviews to include a new inclusivity-based performance metric,” she said. “This, of course, can vary from person to person depending on their scope. So for instance, supervisors can create more inclusivity in culture and focus on the hiring practices.” Later this spring, Yeh said the beauty retailer is going to roll out some emerging talent programs to ensure it is giving its employees all of the context they need to be successful in the company and ensure they rise to greater levels with the organisation. “We wanted to make sure that we have a full level of our workforce that reflects our communities and we want to advance all of our employees to higher levels of leadership in our organisation,” she explained. The program includes new resource tool kits for hiring managers to improve the retailer’s recruitment and career process for employees of colour, as well as broader partnerships with associations that are dedicated to the advancement of employees with colour. “There are a lot of vast practices here and we want to take advantage of them,” Yeh said. “And lastly, we want to identify key markets for recruiting events so we can increase our representation. But this is just the start of the recruiting side of things.” According to Yeh, everyone at Sephora is proud of the company’s ongoing commitment to diversity, equity and inclusivity, with efforts ranging from the store experience to marketing and merchandising down to training. “In beauty, which is a face-forward business, we absolutely have to get this right,” she said.