Creating commitment, the new challenge in the war for talent


PUBLISHED ON 18/11/2022

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Beyond remuneration, what are the new sources of employee engagement and the new challenges of work organization? On October 13, 2022, the 2nd edition of the Ateliers du Galion took place at the Palais de Tokyo. If you were not there, we summarize the highlights of each session.


Speakers :

— Jean Moreau, co-founder of Phenix

— Jérémy Clédat, co-founder of Welcome to the Jungle

— Alexandre Jost, founder of the Spinoza Factory

— Jules Dubois, co-founder of Factory


— Give entrepreneurs keys to understanding the issues related to the evolution of the relationship with work, and share concrete examples of solutions and good practices implemented to meet the challenges of finding meaning and balancing professional life/personal life.

Market evolution findings

The biggest crisis that businesses are going through is that of maintaining their culture in a context of growth.. There is as much history as there are companies that manage to pass this milestone. However, the subject of time and rhythm have become more and more important and are now on the same level as the historical subjects of remuneration or location.

Business premises can be an illustration of company culture and material proof of the search for skills and the desire to help each employee grow. They must constitute a physical point of attachment in a context of the development of teleworking.

Rebalancing professional and personal life is a profound aspiration of new generations. By dealing with the issue of working time, how can we ensure that employees want to project themselves into the company's history in a sustainable way? Rethinking the dictate of the 5-day week allows us to re-examine the relationship to performance. Changing the relationship with time has the effect of eliminating unnecessary tasks and learning to prioritize, which has a positive effect in terms of self-esteem. At WTTJ, the 4-day week had a positive effect on churn, which increased from 10 to 7% with an NPS of 82%.

Points of attention or don's

— Avoid following the suggestions of others regarding corporate culture

— Do not delay recruiting your HR team

— Do not become a temporary employment company that does not meet the need for meaning of its employees in a context of profound changes in the relationship with work and a loss of loyalty to the organization

— Do not suggest that the development of teleworking is accompanied by De facto of a reduction in working time and, conversely, be wary of the mirage of absolute performance in teleworking

Key learnings or do's

— The HR team must represent 3 to 4% of the workforce, which corresponds to one HR employee for a company with 25 employees. At WTTJ, the HR team is made up of 17 people for a total of 300 employees, which guarantees a good structuring of HR issues and the possibility of maintaining and documenting the corporate culture.

— Precisely identify the values of the company, which makes it possible to recruit the right people based on objective and concrete criteria shared by all

— Deeply embody the company and its values in a place and create new uses, for example, with a room dedicated to internal training that reflects the desire to support its employees

— Solicit and listen to its employees about the company's strategic decisions and take into account their needs, especially in terms of working environment; Involve employees in thinking about working time and do not hesitate to review processes by testing them

— Take into account the risks associated with total teleworking and ensure that relationships at work are maintained, in particular by offering offices with reinvented convivial spaces or by giving employees the tools that allow them to better perform their job.

— Make engagement a central subject, in particular by being very attentive to onboarding processes

Jean Moreau: “You don't have to be a doctor in sociology to realize that we are facing an evolution in the world of work that is characterized by many weak signals: big resignation, quiet quitting, burn-out, boron out...”
Jeremy Clédat: Listen to your teams and ask them often how they want to work. Don't let other people decide for them.”
Alexander Jost: “Corporate culture is certainly the subject we talk about the most and that we don't know how to bring to life the least. We were lucky to see a hundred boxes grow. The biggest crises that entrepreneurs share are obviously fundraising and competitions, but also those related to company culture, when it goes from 20 to 50 people, from 50 to 100 people, etc. For the candidates we meet, the subject of meaning is even more important than that of hardship or salary.”
Jules Dubois : “Caring management is very important because people are still tired. 45% say they are physically and mentally more tired today than before the health crisis. You have to imagine spaces that go with it: places where there is rest, breathing. We are talking about health offices. Spatial changes, digital mutations, and managerial changes happen in an adjacent and simultaneous manner.”


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