You have undoubtedly noticed the significant evolution of recruitment processes over the years. Procedures are becoming longer, decisions more delicate… Growing demands coupled with a certain level of uncertainty seem to shape the very essence of recruitment. Furthermore, the disillusionment felt by some candidates during their onboarding period demonstrates that successful recruitment is never guaranteed.
In this context, it is imperative not only to strengthen your employer attractiveness to ensure more effective recruitment, but equally essential to continue investing in your employee experience to retain your talent.
In this approach, we will not limit ourselves (solely) to discussing employer branding strategy, but rather to the role you must play as a leader.
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Leaders and managers, you are the key!
Certainly, employer branding plays a crucial role. Of course, CSR and environmental commitments are essential. Obviously, working conditions remain a priority for candidates. However, all these elements lose their value if the person responsible for implementing them does not assume the role of an inspiring and motivating manager. Currently, a candidate’s decision to join an organization is greatly influenced by their potential manager’s reputation.
Today, when changing roles, candidates place significant importance on work-life balance, personal fulfillment, and quality of life at work—all largely influenced by their relationship with their manager and the broader team. The talents we approach question us more about leadership commitment, organizational ambition, and the values embodied by managers. This demonstrates that beyond salary or remote work arrangements, a company’s reputation and that of its leadership team carries considerable weight in a candidate’s decision to join, and equally in an employee’s decision to leave.
In this article, we discussed leadership and particularly authenticity, a quality essential for French employees. It is fundamental that both candidates and employees can easily identify with the leadership team. This depends on the alignment between the leader’s vision and the candidate’s values, as well as on the role of the direct manager who embodies these values. As the closest reference person, the direct manager plays a central role in the employee’s growth within the organization.
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Your turn to act!
We are seeing decision-makers speak out more readily. In various formats (interviews, videos, social media, etc.), leaders discuss their company, their journey, and their ambitions. A practice appreciated by candidates who can then judge for themselves their professional compatibility with their potential manager.
But be careful—it is no longer enough to communicate your values and ambitions; you must live them. Nothing is more damaging than losing the trust of a talented employee who feels deceived because they did not find what was presented to them during recruitment.
In conclusion, you must embody the values your company conveys; you must be the authentic and passionate leader with whom candidates want to work. Given that work occupies a considerable portion of our lives, it is imperative that you embody a positive presence in the daily lives of your employees.