Fitch Bennett Partners

Over the next few years, we are going to see several transitions in management and executive committees (ExCom and DirCom), particularly in very small companies. Long-standing strategies, business growth, managerial succession and business transformation are leading many companies to opt for generational renewal of the ExCom and DirCom. This reshuffle must be controlled so that the company does not suffer negative consequences. How can it be avoided? Let Fitch Bennett Partners bring you its vision.   The Executive Committee (ExCom) and the Management Committee (DirCom) are responsible for the strategic vision of an organisation. As the pillars of the company, these two committees have a considerable influence on strategic decisions, day-to-day operations and corporate culture. They also have a significant impact on the well-being of employees. Indeed, as we often point out in our articles, employees are increasingly looking for serenity at work rather than a substantial salary. It is therefore crucial for the well-being of the company and its employees to find the right talent for the job.     Rejuvenating the ExCom and DirCom Rejuvenating management committees is a good way to bring new perspectives and energy to the company. In 2015, a new form of integrating young executives into the top management has shown its effectiveness in many companies. So-called “shadow comex” and “shadow codir”, related committees have been formed of millennials in order to not only integrate the new generation into strategic meetings but also to bring a modern, tech-savvy perspective to the company. As with these second committees, the committees’ rejuvenation can provide the company with new ideas to challenge the organisation’s vision for its development in the coming years. However, to take advantage of these new ideas, it is first necessary to ensure the transition between the old and the new generation. This means that a certain continuity must be exercised through transmission, based on the principles of knowledge management. A transfer of knowledge and experience must be carried out. The two generations must work together to identify each other’s points of view and objectives in order to define and build new roadmaps to support the transition.   Founding talent for the management and executive committee The stakes are high. The long-term success of your company is in the hands of the people you choose to form the ExCom and DirCom. Especially since these positions often require specific skills. These include :     Making effective decisions Having competent and experienced members can help ensure that these decisions are made effectively.     Having strong leadership Responsible for the direction of the business, members must be able to communicate clearly and guide other employees in the business.     Representing the company to many stakeholders (customers, investors, media, etc.) It is important to have competent members who can communicate and represent the company in a manner consistent with the overall vision of the entity.     Taking care of the corporate culture The members of these two committees are the leaders and have a considerable influence on the company’s culture. It is therefore essential to choose people who are aligned with the company’s values and objectives.   In the end, it is easy to understand that recruiting someone who is not suited for the job can jeopardize your company in the short, medium and long term.     An internal or external person? In both cases, there is a solution: career coaching To offer this position with high responsibilities, you have two solutions: look for new talent or offer a promotion to one of your employees.     External recruitment: something new for your company Our executive search consultants can assist you in identifying, qualifying, evaluating and recruiting high potentials for your strategic functions in order to carry out the identified assignments. In synergy, our certified coaches can accompany the hired candidates in a second phase, as part of a coaching service for taking up the position. In this context, a bipartite or tripartite contract allows us to contribute to the success of the integration and the assumption of the position by adopting good practices and attitudes.     Internal mobility It is also possible to promote a talent within your company. Perhaps you haven’t thought of that trusted employee who knows the ins and outs of the company? He or she could play the role perfectly, rather than a new person who has to learn everything about the company. But your employee could be perfect if he or she had all the skills needed for the job. There is a solution: career coaching. We will help him or her to take stock of his or her background and skills. But we will also analyse with him his different possible options, study the different ways to get there and build a real action plan.   You may also be interested in this article: Onboarding process – How to successfully integrate new employees?

    With a global turnover of 63.1 billion euros in 2021, the pharmaceutical and healthcare sector are a heavyweight in the French economy. However, despite these figures, this sector is struggling to recruit relevant candidates because it is cruelly lacking in attractiveness. So how can we explain this lack of interest and give professionals in this industry a new lease on life? Let’s decipher.   In the midst of a transformation, the sector is diversifying its recruitment levers (work-study programs, training for younger candidates, awareness-raising for different professions) to meet the employment needs of its companies, particularly in digital and biotechnology. Because the sector is struggling to hire ideal candidates, LEEM, the professional organization of drug companies operating in France, has reported two phenomena that have been holding back employment in the pharmaceutical sector in France in recent years:    – A strong tendency to outsource activities to service providers (CROs, manufacturers) in France, but also abroad; – A lack of clarity in regulatory and legal constraints, which slows down France’s competitiveness with other countries.   However, this sector is in demand for new talents. Arnaud Chouteau, Director of Employment and Training at LEEM, explained in an interview for Pôle Emploi: “It is estimated that there will be 10,000 jobs to be filled by 2030 in biotechnology, as the number of biological treatments marketed by pharmaceutical companies and the need for vaccines increases. Digital skills, which everyone is clamoring for, are one of our major needs: more than 5,000 positions are to be filled by 2026 in digital health professions in order to meet the challenges in artificial intelligence, digital simulation, big data or cybersecurity.” A sector, then, that has no shortage of job openings but struggles to find the perfect match because of the specialized skills companies demand.   However, while waiting for the new generation to be trained, it is possible to accompany your current executives in the development of their softskills through firms specialized in career management. Certified coaches will be assigned to do a complete skills assessment with your executives to build an action plan that will allow them to successfully meet the challenges of tomorrow.   The pharmaceutical and health sector in full transition   LEEM explained: “the pharmaceutical industry currently employs more than 103,000 people nationwide, with nearly 150 jobs spread across production, quality, R&D, marketing/sales, support functions, medical information and regulatory activities.” This shows the interest of the French in this sector. And rightly so! While the Covid-19 crisis has had many negative consequences such as the slowdown or even the abrupt halt of many business sectors, it has nevertheless put the pharmaceutical industry back at the heart of every strategies.    On the one hand, digital technology concentrates a large part of the needs of the pharmaceutical industry, which is seeking to digitize its entire value chain. An ageing sector struggling to attract young executives   This is the observation made by Arnaud Chouteau, Director of Employment and Training at LEEM. He explains: “Too often, people who have all the skills to apply for a job with us don’t think about it or don’t do it, convinced that this industry is not for them… whereas the sector (pharmaceutical, Ed.) recruits all types of profiles. At LEEM, we are used to saying ‘from bachelor’s degree to bachelor’s degree +12’, and this is a reality.”   The reason for the problem? Pharmaceutical companies suffer from a lack of knowledge and attractiveness. And it shows in the numbers. “The average age of employees in 2020 is 44.6 years old and continues to rise even though the rate of aging is slowing slightly at 1 year every 4 years. Indeed, the average age was 41.4 years ten years earlier.” This is where a recruitment agency is relevant, as it will help the company work on its employer brand and allow them to discreetly approach relevant candidates for the position sought.   Pharmaceutical companies in the grip of relocation    Another limitation of the industry is that the health crisis has also shown the shortcomings of France’s ability to manufacture urgently on its territory. To support the industry, measures have been taken, including the relocation of the drug industry. “There is a French and European political will to relocate several activities including clinical research and drug production. This is a promising measure, which should have a positive impact on the volume of hiring,” explains Arnaud Chouteau.   And this relocation will certainly not prevent large groups from recruiting international profiles, quite the contrary. To anticipate this, direct approach recruitment in France and abroad is proving to be an adequate solution for finding the ideal talent. Hence the possibility of calling upon recruitment experts to accompany you in the search for your future executives in France and internationally.    

+7.4% is the estimated growth of the digital sector in 2022, according to Numeum, last July. This professional organization of the digital ecosystem in France has also published a report where it revises these figures upwards in its latest assessment in December, bringing this figure to +7.5%. A steady increase that shows the meteoric expansion of the digital sector. The opportunity for Fitch Bennett Partners to bring its expertise and analyze this figure. “In 15 years, the digital market has experienced a beautiful growth trajectory and is experiencing a strong momentum again this year, which is stimulated by the digital transformation of organizations,” note Godefroy de Bentzmann and Pierre-Marie Lehucheur, Numeum’s co-chairmen. In the end, is digital technology a sector that is crisis-free? Numeum has observed a phenomenon over two particularly complicated periods. At the beginning of 2022, post Covid-19 crisis, the recovery is unequivocal for this sector. Its growth remains largely driven by its classic levers: the cloud and its implementation in many companies, big data, cybersecurity, IoT (editor’s note: “Internet of Things”) and accelerated digital transformation. A continued growth in the IT and new technologies sector This remarkable recovery is explained by “the strong increase in demand in this industry, driven by digital transformation but also by other structural topics such as application migration or other previously stopped projects that have resumed earlier than expected.” This is especially true as we have observed that traditional companies had, even before 2020, a need to digitize themselves. A process that’s been accelerated by the health crisis. Another factor is that the increase in cyberattacks in recent years has caused companies to reconsider investments in cybersecurity.    [/vc_column_text][/vc_column][/vc_row][vc_row][vc_column][vc_single_image image=”15519″ img_size=”1094 × 638″ alignment=”center”][/vc_column][/vc_row][vc_row][vc_column][vc_column_text]Second complicated period: end of 2022/beginning of 2023 which were marked by the consequences of the war in Ukraine. The global economy remains disrupted with the energy and food crisis, debts and inflation. Despite this unstable economic and geopolitical context, digital industry continued to grow. It was almost a surprise when the institution revised its estimates and realized in December that it was not a +7.4% but a +7.5% growth for 2022. The first figures for 2023 are also promising : a 5.9% increase is announced. Overall, the growth in 2022 is estimated at : For Publishers and Cloud Platforms: +11.3 For Digital Services Companies (DSC): +5.1%. For Engineering and Technology Consulting (ICT): +7.4   In total, we learn that “the size of the digital market is estimated at 60.9 billion euros in 2022: 35.5% of the market for software publishers and cloud platforms with 21.6 billion euros in revenue, 52.4% of the market for NSEs with 31.9 billion euros and finally 12.1% for Engineering and Technology Consulting activities with 7.4 billion euros.”   An attractive and recruiting market… Indeed, with such a large market share, the digital sector is undoubtedly a job creator. According to sources from Numeum, BIPE and ACOSS data, the number of employees in the digital sector was 572,126 in 2021, with a net creation of 34,000 salaried jobs that same year. This surge seems to continue since “recruitment is up 66% and stable at 24% in the second half of 2022.” One way to explain this increase would be the increase in IT budgets of companies that seems to boost growth in 2022. According to a survey of 100 CIOs conducted by PAC for Numeum, 48% of CIOs say their IT budgets will increase in 2022, up 10% from 2021. According to the daily requests we receive, the most sought-after positions by private companies are for IT development experts (software integrators; IA). The highest increase occurs in the industrial and technical IT and Big Data professions, in terms of job offers in the first half of 2022 compared to the first half of 2021.… but also experiencing a talents war.However, digital companies are facing a talent shortage. This is not a recent problem, but it is becoming more and more prevalent, becoming a real brake on growth. Indeed, the evolution of new technologies is going faster than the number of trained talents and young entrants in the sector to deploy the latest innovations in this field. To retain and attract these talents, companies can rely on several levers: the quality of onboarding, the prospects for development, the commitments made to their employees such as the implementation of telecommuting or remuneration in line with the market, etc.   You may also be interested in this article: Developing your employer brand, a major challenge to attract and retain talents   Île de France: a digital nerve center that’s expanding more and more Considered one of the most dynamic regions for digital development in France, Paris’ region is home to a number of key players in the tech industry: unicorns, scale-ups, SMEs and the largest NSEs. This champion of the digital economy is home to the headquarters and subsidiaries of companies such as Blablacar, OVH Cloud, Doctolib, Sopra Steria, etc. It’s no surprise that 50.3% of employees in the digital sector (IT services and software) will be working in the region in 2021 (according to NUMEUM). Although Paris’ region has historically had a monopoly on the digital sector and has the largest number of employees, “its share of French employment is tending to decline in certain professions, as other dynamic regions take over,” the Numeum report notes. Proof that the digital industry is not only concentrated in Paris, but is also spreading throughout France !

As a key role in the engagement and retention of its executives, the onboarding of new talents is an important moment for a company. More than just saying “welcome”, professionals often speak of the “onboarding process”, which implies that every new employee will be entitled to a precise sequence of operations in order to have a certain level of information to carry out his or her new tasks properly. How can this be done successfully? Let’s find out! The definition of onboarding Onboarding an employee is a real process for welcoming and integrating a new team member into the company. It starts before the new talent joins the team and can last for months to reach the desired level of productivity. In order to reinforce the knowledge of the employer brand of this new recruit, it is essential to prepare for his or her arrival. The stakes are high since the onboarding’s success will determine the nature and quality of the link between the new employee, the old team members and the company, throughout his or her career, regardless of his or her level in the organisation. Please note this onboarding process is vital for the whole team, regardless of their hierarchy. On a different scale, for example, the onboarding of Comex members (executive committee) remains a major challenge. Communication will also be a key notion here: it is necessary to be able to deploy a solid strategy in order to create a real relationship of trust between the members of the Comex. It is at this stage that the Executive manager intervenes and warns those who are already part of the team in advance. How to succeed in the onboarding process? Keeping in touch with the employee before its integration The time between the promise of employment and the arrival in the office can be relatively long. To keep your new employee motivated, keep in touch with him/her. For example, you can keep him/her informed about the progress of a project they will be involved in when they join the company, or about news about your organisation. Communicate on the arrival of the new recruit to inform the existing teams For a successful integration from day one, provide your teams with information about the newcomer. For example, you can send an internal email with a description of the newcomer’s profile and the position he/she will occupy. To start the introductions, you can also include them in internal communication groups. Have a proper workspace ready for his/her day of arrival This may seem like a small thought, but the workspace is the primary environment for achieving your goals and feeling good about yourself. Providing him/her with the necessary resources to accomplish his/her work is the first thing to do. To prepare him/her, you need to think about : computer equipments and access; badge access; the creation of a professional e-mail address and identifiers for business and organisational tools (internal social networks, instant messaging, intranet, etc.). To personalize your welcome and establish your employer brand even more, you can also offer a welcome pack with: Very corporate goodies (a cup, a tote bag, etc.); A pen and a basket; Good tips for parking and eating around the new workplace. A welcome email can complete the package to give them information on their arrival, send them an organisation chart or give them visibility on the next few days and their first meetings (since you will have created an integration plan as follows). Create a structured and supportive integration plan Once the introductions and welcome have been made, the next few days will also be crucial for the well-being of your new recruit. For this reason, you can create a structured plan (the first 100 days) to organise his first few weeks by arranging them with his first assignments and meetings with his teams. To ensure that he is advised and guided from the start, you can assign him a mentor. Preparing your managers As you can see, managers have a key role to play at this point. They need to be trained and regularly challenged on this subject. The manager’s role is to supervise the newcomer, so he or she must be able to set aside time to get to know the newcomer and identify his or her needs and expectations. Weekly one-to-one meetings can be a good option to create a link, reassure and facilitate the newcomer’s adaptation within the company. Warn the teams Although like a newborn, your new recruit is the center of attention, former employees should not be neglected. This can lead to frustration and jealousy. Therefore, make sure that you inform the employees (apart from the managers) of the exact arrival of this new team member so that they do not feel neglected or left out! Don’t forget that the future manager also has responsibilities… If preparation on the part of the company is important, preparation on the part of the executive is no less important! Rightly so, if it is the company’s role to introduce the newcomer to the rest of the team, it is the candidate’s responsibility to know how to introduce himself and make his integration as pleasant as possible! Thinking about job coaching To accompany the arrival of the new executive, the host company can invest in coaching sessions for the new position. This is the case when a person moves from a completely different business sector or industry. Coaching for taking up a position can be a perfect lever to reassure and help the newcomer integrate into the team! Amongst other things, Fitch Bennett Career Management provides a tailor-made approach for executives in career transition, adapted to the situation and ambitions of each individual. We can conduct specific personal development coaching sessions in order to remove limiting beliefs and work on leadership posture while accompanying the managerial transition.

The last few years have been affected by multiple disruptions: economical, sanitary or even social ones. An upheaval for many companies which are now facing major structural and organizational issues induced by these crisis. Have you too felt the need to make a change in your structure? But where to start? The interim manager is there to help you. The role of the interim manager is to lead a company or one of its departments for a specific period of time. Most of the time, when a company calls upon this external professional, there is an emergency situation. Thanks to his skills and experience, the interim manager takes on a well-defined role and acts quickly to help the company pass a milestone.   In which cases should an interim manager be called in? Very different contexts can justify the use of an interim manager; but all of them require a quick reaction.   A managerial emergency When a dismissal, a resignation or a transfer occurs, it is necessary to act quickly to replace the current manager. In order to be able to recruit serenely and not to slow down the activity of the company, the leaders can solicit an interim manager. The latter will take over the vacant position and assume the responsibilities entrusted to him. He brings his expertise and defines the priorities in the interest of the company. In addition, he will also be able to provide his advice in the recruitment of a successor to the position.   A turnaround or recovery of the company In case of financial difficulties, the leaders of a company can call upon an interim manager to help them during a turnaround or recovery of their company. The intervention of an expert experienced in this type of situation can help preserve the business and jobs but it is important to intervene quickly. The interim manager, who in this context is a crisis manager, will then be able to make the best decisions and build a new strategy according to the short, medium and long term objectives. On the other hand, companies can resort to interim management when they need to temporarily acquire a very specific expertise.   For an organizational change Qualified to lead an organizational change, the interim manager will be able to help review the structure of a company in depth and instill a new dynamic. Here, the transformations are made around the human factor to increase performance. It will be necessary to involve the employees, real pillars of the company, so that they themselves become actors of the change.   In case of a merger or acquisition (M&A) of a new company In the course of its evolution, a company may grow by acquisition or merge with another entity. Such an operation is not to be taken lightly. Using an interim manager will help structure and facilitate the operations. He will help you steer the integration of the target and simplify the synergies.   What are the advantages for companies? As you will have understood, an interim manager brings his expertise and experience to support executives over a set period of time in the management of their projects caused by changes or restructuring within their company. The world is inevitably changing and transformations are going ever faster. Managers, focused and often overwhelmed by their work, can miss out on innovations or changes that are vital to their company. The interim manager brings this advantage: he helps them to adapt and transform themselves.  In addition to offering a fresh vision of the world, this seasoned professional brings with him his professional expertise, often with more than twenty years of experience. Unlike a consultant, who builds a strategic plan, an interim manager thinks about a strategy but also deploys it. He or she therefore has this dual role of strategic and operational manager.   Our recruitment firm Fitch Bennett Partners is also a transition management agency. Fitch Bennett Partners leads an operational team of executives and managers who have made interim management their profession. Our network is made up of professionals with recognized experience for missions in France and abroad. Because each company is unique, we select an interim manager specialized in your field of activity.

[vc_row][vc_column][vc_column_text] Hiring are increasing in the third quarter In a difficult economic context, executive employment in 2022’s third quarter continues to be dynamic in the private sector in France. It increased by 0.4% in the third quarter, which means 89,400 additional jobs compared to the end of June, according to Insee forecasts.   [/vc_column_text][vc_empty_space][/vc_column][/vc_row][vc_row][vc_column][vc_single_image image=”15360″ img_size=”large” alignment=”center”][/vc_column][/vc_row][vc_row][vc_column][vc_empty_space][/vc_column][/vc_row][vc_row][vc_column][vc_column_text] For the fourth quarter, hiring forecasts for executives seem to be on the right track despite macroeconomic concerns. The current recruitment momentum driven by large companies and SMEs is approaching the record level of 2019.   Strong competition from companies for talent with new requirements   Companies continue to focus on attracting and retaining talents, thus fuelling recruitment tensions. These tensions are also fueled by executives’ new expectations from the company. According to Apec, 66% consider that they need to improve their salary. 45% want to improve their well-being at work while 42% want to improve their work/life balance. Finally, the number of executives considering changing companies within three months is still as high as in previous quarters. This context is driving companies not only to recruit new talents to create value, but also to re-evaluate and reorganize their internal policies to retain them.   The need to recruit and prepare talent for an uncertain future   Our experience shows that one of the most important decisions a company can make is selecting and preparing talents for the most critical leadership positions in their organization. The need to find the best talent for key positions will only increase as companies navigate a highly uncertain future. Taking a strategic approach to identify the company’s strengths, alignment, opportunities, and barriers to execution will be critical going forward. Success of the company will depend on a successful management transition. How far along are you in your management transition?   This article might interest you : Recruitment trends for the first semester of 2022. Jacques-Louis SOUBIROUS Founding PARTNER [/vc_column_text][/vc_column][/vc_row][vc_row][vc_column][vc_single_image image=”15361″ img_size=”medium”][/vc_column][/vc_row]

The working world is always improving. From Taylorism* to today’s “War for Talent” movement, our society and its economic model are evolving and transforming everyday. In order to avoid the consequences of these changes and to turn this evolution into a deep core growth, companies must think about a strategy for recruiting and retaining talent. But then, as a business owner, how can you avoid your employees leaving? Fitch Bennett Partners has some answers for you.   “Talent wars”,”the Great Resignation” and, most recently, the #balancetonsalaire… These idioms are on everyone’s lips. And they are nothing more than the translation of the search for well-being at work in all its forms (and has been emphasized by the Covid-19’s health and economic crisis.) That’s why we are now witnessing the transformation of our society and, by extension, whole the working world. Nowadays, decision-makers and their managers have no choice but to adapt themselves to the new requirements of the talents they want to hire, as traditional business environments has become obsolete. In order to avoid turnover and retain employees, companies need to implement a global recruitment and management strategy.   Retaining employees: 4 tips from the Fitch Bennett Partners experience The Fitch Bennett Partners team meets candidates and employees from a variety of industries every day. Generally, employees are satisfied with their company when :   Fair-value is fully satisfactory The investment, the added value and the function of the employees must be aligned with their salary. This number one rule seems obvious but is too often forgotten (sometimes unconsciously). We have met many job seekers who have left their jobs because they felt neither financially valued nor promoted. Take a moment to reflect on the efforts your employees make on a daily basis and ask yourself if they are valued at all?   Flexibility on working conditions This is no longer new. With the Covid-19 crisis, teleworkers have enjoyed this freedom, which offers many benefits, both on economic dimensions and on comfort. For example, if we look further, many large companies opted for a revolutionary division of working time: 4 days of work without any salary reduction. Without going that far, it may be interesting to think about flexible working hours for your employees. Allowing flexible working hours allows employees to adjust their working hours to suit personal appointments. In this respect, an employee will be more inclined to stay with the company if the company takes care of his or her important life moments, both professional and personal (marriage, return from paternity/maternity leave, job change, etc.).   Managerial mentoring Candidates are looking for managers who inspire them, legitimate people they want to be like and learn from. The manager therefore has a central role in retaining talents. Inclusive, they must also make well-being a managerial norm by promoting understanding between team members. To involve the team in achieving common goals, he or she could co-construct and reinforce the corporate culture with the employees.   The quest for meaning No more work for working only. Employees are looking for the possibility to evolve in their jobs but also for a meaningful tasks on a daily basis. On the one hand, they must be able to visualize a career development within their company. On the other hand, they want to involve their work in their personal ethics and vice versa. To respond to this, the company’s decision-makers and managers must include the employee in the company’s overall objectives and make him or her understand why his or her place and role are important. This can be done through regular exchange and feedback moments. They can also promote training and skills enhancement in case of lack of knowledge or willingness to evolve.   Losing talent does not mean losing knowledge Sometimes losing a talent with high added value is unavoidable. It’s not necessarily about your company, its culture or its environment, but about the interest of your employee. You’ve tried everything to keep them, but no matter what you offer, they want to leave. So, have you thought about knowledge management?   Knowledge management is a process that allows you to keep the knowledge of your employees within the company. At the end of an employee’s contract, several strategies can be put in place to pass on rare knowledge and skills to his successor. This is a solution that should not be overlooked in order to onboard your new employee.   In the end, in order to contribute to the success of the company, the employer must combine the interests of the organisation and those of the employees. If there is only one thing we can take away from this article, it is that talent retention must be thought out in such a way as to insert the employee into a work environment that is appropriate to their aspirations.   You may also be interested in this article: Developing your employer brand, a major challenge to attract and retain talent   *A method of scientific organisation of industrial work, through the maximum use of tools and the elimination of useless gestures.  

The tensions in the recruitment market for “top manager” profiles, resulting from a mismatch between the reciprocal expectations of supply (company) and demand (candidate), made it inevitable for companies wishing to attract talented women and men to ensure the quality of their “employer brand”. This strategy consists in creating an attractive image for the company itself in order to encourage partners, clients, employees and talent to want to work for the enterprise. But the question is… How can companies develop a strong and sustainable employer brand to attract new talents? Recruitment is more and more challenging. Not because of a lack of candidates on the job market (the United Nations actually projects that global unemployment will rise above 200 million people in 2022), but because most candidates no longer want to work without a purpose, they want to work to give meaning to their lives. In the United States, the phenomenon of the “Great Resignation” has reinforced the difficulties of retaining talented men and women within companies. After a long period of uncertainty due to Covid-19, a huge amount of Americans have left their jobs. In the first quarter of 2022, there were 4 million employees across the Atlantic leaving their jobs each month.   To measure the situation in France, the DARES has carried out a study highlighting that the risk of a “Great Resignation” is “now evoked”, noting that the resignation rate to be expected will be “high but not unprecedented”. With a 2.7% resignation rate, it is the highest since the 2008/2009 financial crisis, but it remains below the levels reached at that time. (see graph 2)   See the article: Recruitment trends for the first half of 2022   With the market in turmoil and candidates’ new expectations of what they want and especially what they don’t want in their work space, the economic situation is making it more difficult to complete recruitments. The proportion of companies reporting recruitment difficulties is skyrocketing. (see graph 5)   [/vc_column_text][/vc_column][/vc_row][vc_row][vc_column width=”1/2″][vc_row_inner][vc_column_inner][thb_image image=”15246″ img_size=”full”][/thb_image][/vc_column_inner][/vc_row_inner][/vc_column][vc_column width=”1/2″][thb_image alignment=”alignnone” image=”15245″ img_size=”full”][/thb_image][/vc_column][/vc_row][vc_row][vc_column][vc_column_text] To remedy this problem, they are therefore trying, by all possible means, to attract the best talent to them, through attractive values, social benefits and offering greater flexibility and agility.   Developing a strong employer brand to attract the best talents: a necessity to bend the competition   Whether you are in a VSE or a large listed group, whether you operate in the Tech, Finance, Industry or Business Travel sector, to differentiate yourself and make your organization attractive, you need to shape your “employer brand”.  Imagine missing out on the talent you are looking for because another company offered better social services?   The stakes are high. In a context where the recruitment market is difficult, it is better to avoid massive turnover at all costs. And if you need new employees to generate more turnover with or without the help of a headhunter, it will be necessary to rely on the employer brand to find the best talents. But how do you do that?   Improving your employer brand: what are candidates looking for?   Authenticity must be a priority Like greenwashing, employer branding should not be idealized. Many companies make their image more attractive to make candidates want to come and work in their environment without paying attention to the reality on the ground. Once there, the candidate who has become an employee is disillusioned.  Transparency and authenticity about the reality of the missions, the environment and the atmosphere are essential so that the candidate can project himself without getting the wrong idea. It can be useful to make a diagnosis of the realities of the company’s environment, culture and values in order to communicate and build its speech.    Working on the candidate’s background Before making people want to come and work for your company, by describing its culture and working conditions, put yourself in the candidate’s shoes. Making your company attractive starts from the moment they enter. Ask yourself how you can simplify your recruitment and on-boarding processes for your employees.    The logic of seduction During the so-called “fit” interview, the candidate is not the only one who must seduce. The balance of power has been reversed, so the company must present the advantages of joining its organization to candidates from the very first exchanges.  In addition, besides the remuneration elements, candidates are more and more looking at the working conditions such as flexibility and autonomy. A study by CadreEmploi shows that nearly 80% of executives “plan to become more demanding of their employer, mainly in terms of maintaining a work-life balance (68%) and, logically, the possibility of working remotely (64%)”. Talent expectations are increasingly focused on the feeling of being useful and the feeling of well-being.    Through the Hunter’s Eye: Your company as perceived by the market   If you are a company looking to attract the best talent to join your team, Fitch Bennett advises you in order to improve your employer brand to watch out for:   Your e-reputation: it is essential that your company can be found via search engines, social networks, dedicated rating sites (Glassdoor; Trustpilot) to display positive reviews as well as a good rating (> 4 stars). Your recruitment process: if well organized, efficient and if the meetings are done in a coherent timing, you maximize the chances to converge with the candidates towards a common interest. The people chosen to lead the process must have a direct link with the candidate’s future position (meeting with the N+1, N+2), they must be able to explain the company’s project, the person’s role and highlight the prospects for internal development. Be an inspiring leader to make talented people want to work with you. Your commitments: strategic commitments (setting up a CSR pole; partnership with companies in line with your values) commitments made to your employees internally (respect for work/life; offering remuneration in line with the market; offering telecommuting).   3 essential issues that we analyze on a daily basis

In a market in which recruitment is very competitive, it is increasingly difficult to identify and attract the right profile in perfect adequacy with the proposed position. Between the long delays in processing applications, the inappropriate profiles for the mission and the multiplication of ads beyond social networks, with mixed results, managers are struggling to strengthen their organization of key profiles. To curb these situations, trusting the advice of a headhunter can save a lot of time. But how to choose the headhunter who will make the difference? Our experts answer. A recruitment consultant, commonly called “headhunter”, is in charge of approaching high value-added talents to support the development of your organization. As the manager’s right-hand man, he defines the recruitment’s objectives and advises the manager to find the perfect match for the job. Professional and personal qualities, soft skills, detailed knowledge of the business and leadership… He reviews the characteristics of the ideal candidate before starting his mission in order to get as close as possible to the company’s needs.   Also read: Recruitment trends for the first semester of 2022     Saving time is crucial when you are a business leader! At a time where recruitment is highly competitive, the headhunter guarantees to meet people from his network of talented women and men previously identified and pre-qualified by him. But that’s not all! When it comes to recruiting the best profile, it is not enough to approach a person, it is also necessary to reinforce the attractiveness of your company: with the advice of a headhunter, ambassador of your brand and in charge of your mission.   But then… How do you select a headhunter? This is a question that many of our clients have already asked themselves! The headhunter is not a magician and his choice should not be made by chance. His discretion, his selection, his ability to convince and his ability to penetrate closed networks to find the raw diamond who will be able to join your organization. In charge of your missions and mastering the culture and the stakes of your organization, the headhunter is able to meet the new requirements of candidates: – Autonomy and responsibility – Having a positive impact on society and the planet (RSE actions) – A better quality of life at work (respect for professional and private life, working conditions…) – A coherent “fair-value” between the investment, the role and the proposed salary… As you can see, the headhunter, ambassador of your brand, must have the power of persuasion and the ability to present a coherent and challenging research project contacting by direct approach your future talents. The headhunter must be able to gather factual elements to advise and solve the recruitment needs of his clients. On the lookout for trends in the market, the headhunter monitors the competition for the benefit of his clients. He thus contributes to the growth of your company through his advice and results.     Why choose Fitch Bennett Partners as your headhunting firm? Fitch Bennett Partners presents itself as a true partner and our experience shows a real know-how in the search, qualification and selection of profiles members of executive committees or management. Our partners in France and abroad are fully aware of the reality of their environment in terms of business issues, organizational transformation, consulting and the relevance of the profiles to be presented in an approach that is completely discreet and strictly confidential.  

Faced with increased competition in the start-up and scale-up ecosystem and the rapid emergence in France of so-called “unicorns” (companies valued at more than 1 billion euros – there are 25 of them, 23 of which are active in France after the IPOs of OVH and Deezer) and their massive need to recruit specialized expertise, the Executive Search firms must redouble their efforts to attract talent with “rare” skills in a highly volatile market around new professions. Often questioned directly by investment funds/private equity or founders on the ability of a firm to accompany their search for talents “plug & play”, hands-on, to accelerate their growth, a question arises for these “fast-growing companies”. How, in a structure that is constantly changing, can they succeed in attracting profiles with experience? Thanks to its field experience, Fitch Bennett Partners has put together some ideas. Starting with the fact that the world of French Tech has taken more and more space on the French market… So much that France has become a real start-up nation (in a study published by the INSEE in 2021, the General Directorate of Businesses puts the number of start-ups in France at 1 million in 2018). As early as 1942, the economist Joseph Alois Schumpeter* showed that entrepreneurs were the engines of economic development : thanks to their new activity, start-ups create not only value but also supply on the labour market.   The effects of start-up and scale-up innovation on employment   The effects of innovation on employment have also been analyzed in the economic literature. Report of the Reseau Emplois Competences of the Ministry of the Economy, Finance and Recovery, published in October 2021, describes them. In this report, it is noted that start-ups and scale-ups create more jobs than other types of companies. “A broad definition of a start-up taking into account only the age of the company attributed 1.5 million jobs to start-ups in 2018. This number varies between 40,000 jobs (start-ups raising funds) and 114,000 jobs (innovative companies) if, in addition to age, other identification criteria are used”, explain the authors. The boom in start-ups is creating a strong demand for experienced, high-potential profiles on the market to accompany the exponential growth of these companies   To accompany this hypergrowth: structuring, experience and leadership will be sought to strengthen the COMEX of these companies   In this context, a start-up/scale-up that wants to keep its “first-mover advantage” will have no another choice to hire experienced talent who have already successfully completed similar assignments. Indeed, this type of profile will enable them to : Four points that make up the ideal candidate for managers who, busy with an overbooked day-to-day life, do not take the time to be accompanied in the recruitment of their talents. And that’s a shame, because a bad recruitment is a wasted investment of time and money.   Entrust your search to an executive search firm to attract these high value-added talents Much more than recruitment, attracting this type of talent to join your organization, especially at executive committee level, which will have a big impact on the future of your company, is a real “seduction operation”… And in seduction, there are codes ! A confidential approach, an understanding of the sector of activity and growth issues, knowledge of the ecosystem (network; namedropping) and approved success stories in similar contexts. Hence the need to call on recruitment professionals to support you. Ultimately, the best firm to accompany you in your search is the one that can best speak to the ears of your target audience and convince them to join your organization. At Fitch Bennett Partners, we allow you to capitalise on a network and a pool of experts of talented men and women. In addition, we guarantee a confidential and qualitative approach. We know the candidate market well, it is necessary to dig into the issues and the vision shared by the co-founders and/or the investment fund or private equity to support the development of the company and attract the best talent.   * Schumpeter J. A. (1942), Capitalism, Socialism, and Democracy, New York, Harper. Discover also : the testimony of Murielle Machiels, an overworked CEO who switched to Slow LeaderShip.