{"id":7665,"date":"2025-01-30T10:40:51","date_gmt":"2025-01-30T09:40:51","guid":{"rendered":"https:\/\/www.shefferd.com\/non-categorise\/employee-or-candidate-human-first\/"},"modified":"2025-06-25T14:22:08","modified_gmt":"2025-06-25T12:22:08","slug":"employee-or-candidate-human-first","status":"publish","type":"post","link":"https:\/\/www.shefferd.com\/en\/employer-brand\/employee-or-candidate-human-first\/","title":{"rendered":"Employee or Candidate: Human First"},"content":{"rendered":"

\"\"<\/a><\/p>\n


\nThe notion of the employee (like the candidate!) as a customer of the HR function is not new, but its implementation in the real world of business is clearly accelerating: it is the growing success of the employee experience approach, deployed by two out of three companies, according to the 2024 employee experience barometer. It is no longer about displaying good intentions and then (ideally) implementing them, but rather about engaging in a process of permanent transformation.<\/span><\/p>\n

Because employee experience should go hand in hand, in principle, with a transformation of managerial culture\u2026which is, however, lagging behind (according to the figures, and the 2024 managerial skills barometer in particular). Two out of three French companies have yet to implement a systematic process for training managers. However, the managerial transformation that is needed involves a transformation of related competencies. The idea is gaining traction, but the reality on the ground remains mixed.<\/span><\/p>\n

Obviously, agile and flexible organizations with a strong feedback culture will be better equipped to proactively change their managerial culture to adapt to current requirements, whereas more rigid and conservative organizations will be forced to change reactively, under the pressure of circumstances.<\/span><\/p>\n

Recruitment is another area where the focus on the individual has won over minds but not always practices. According to the SmartRecruiters barometer (2024), seven out of ten companies have yet to implement a candidate experience approach. Yet, according to a 2024 LinkedIn survey on “The Future of Recruitment,” 75% of professionals in this function prioritize skills-based recruitment, which marks a genuine willingness to move away from traditional sourcing methods to genuinely evaluate each person’s potential in a personalized manner.<\/span><\/p>\n

In a context of talent shortage and rapid skills obsolescence, there is simply no other choice than to place competency at the heart of reflection. This enables companies to achieve strategic objectives by more closely linking external recruitment (i.e., skills available on the market), employee training and development, and also responds to employee expectations for mobility and career progression. Implementing a talent marketplace based on your skills and competencies framework allows you to better understand the skills held by your employees. By matching them to the various needs of the organization, you can then deploy them in the right place, at the right time.<\/span><\/p>\n

It is clear that the expertise acquired by the HR function in implementing employee experience processes will eventually bear fruit and drive transformation in both managerial culture and recruitment approaches.<\/span><\/p>\n

Key Recommendations for 2025.<\/b><\/h5>\n

Personalization becomes the watchword for employee experience in 2025. To succeed in this transformation, companies must focus on a few essential actions:<\/span><\/p>\n

First, implementing a continuous feedback system is essential to foster a relationship of trust and improve employee satisfaction. Anonymous surveys and regular meetings allow you to assess the specific needs of each employee, while taking into account their professional background and their lifecycle within the company. An eNPS (employee recommendation score) target above 30 is a good indicator of success, demonstrating employee engagement and positive dynamics created within teams.<\/span><\/p>\n

Continuous training also plays a crucial role in improving skills and professional behaviors. It is no longer about offering standardized programs, but rather creating personalized learning pathways adapted to each employee, whether for technical functions or cross-cutting topics such as QWL (quality of work life). These must focus on high-value-added skills identified for each employee and enable the development of principles such as exemplary conduct and inclusion in the workplace.<\/span><\/p>\n

Workplace well-being also requires a tailored approach. This involves adaptable workspaces, optimized user experience, and flexible teleworking policies. The right to disconnect must be respected, with arrangements that take into account individual constraints, in order to provide an employee experience that is pleasant and consistent with social aspirations. Furthermore, well-thought-out interactions and constant monitoring of social networks can strengthen employer reputation and attract new talent.<\/span><\/p>\n

Onboarding, finally, considered a key practice, has become a priority, with more than half of employers having formalized this integration process to improve employee satisfaction. Yet challenges persist: nearly half of HR managers have yet to implement indicators to assess employee experience and its impact on daily professional life.<\/span><\/p>\n

To succeed in this integration phase, here are the essential elements to implement: structured welcome on day one, with a clear schedule for the first weeks, specific and achievable objectives for the first 30\/60\/90 days, a mentoring system to facilitate social integration, regular check-ins with the manager to adjust the pathway if needed.<\/span><\/p>\n

The trend is clear: employee experience can no longer be simply a box to check. It must become a central element of business strategy, based on barometers, ATS software, and digital tools to measure employee sentiment, with the goal of ensuring that each individual perceives special attention and has the opportunity to thrive in a unique experience that values their role and contribution within the organization.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

The notion of the employee (like the candidate!) as a customer of the HR function is not new, but its implementation in the real world of business is clearly accelerating: it is the growing success of the employee experience approach, deployed by two out of three companies, according to the 2024 employee experience barometer. It […]<\/p>\n","protected":false},"author":2,"featured_media":5737,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[82],"tags":[],"class_list":["post-7665","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-employer-brand"],"acf":[],"yoast_head":"\nEmployee or Candidate: Human First - shefferd<\/title>\n<meta name=\"description\" content=\"La notion du collaborateur (comme du candidat !) comme client de la fonction RH n\u2019est pas nouvelle, mais sa mise en oeuvre...\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.shefferd.com\/en\/employer-brand\/employee-or-candidate-human-first\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Employee or Candidate: Human First - 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