Nurturing your “employer brand”, an absolute must

MANAGEMENT CORPORATISM, sexist practices, lack of career management policy? Beware of the consequences on the talent market for companies that have neglected or underestimated their reputation as an employer or that are slow to reform a management culture that is considered outdated. Today’s era requires managers to be efficient decision-makers, coaches and listeners, say the HR experts. The health crisis has restored the value of human capital, which has shifted the balance of power in favour of employees,” says Benoît Serre, HR Director at L’Oréal France and Deputy Vice President of the National Association of HR Directors. “Employees no longer hesitate to leave when they feel they have exceeded their stress tolerance threshold or when they feel their company is not in line with their aspirations.” In the third quarter of 2021, resignations and contractual terminations recorded a historic increase, according to Dares, the statistical department of the French Ministry of Labour. This movement, which American academics have dubbed “the great resignation”, is affecting the entire economy, starting with sectors suffering from a structural lack of attractiveness: the hotel and catering industry, banking, insurance and the medical and social sector. “If companies do not implement an in-depth cultural change quickly, they are preparing for a very difficult future in the short term”, says Jean-Dominique Senard, Chairman of the Renault Group. Known for his humanist streak, he is striving to “transform” the group through technological innovation and training, but also by introducing “empowerment” management – “a simple word to describe a complex reality: autonomy within a defined strategic framework”, explains Senard.


QWL. The “employer brand”, in other words the image and reputation capital forged by employees, is the new challenge for companies. “Whatever the sector, they are sure of it and are integrating it into their strategy,” says Arthur Catani, Co-founder of the social engineering firm Goalmap, which specialises in advising large groups in the areas of health, prevention and quality of work life. “In concrete terms, they are wondering how to be effective.” In large groups, the Quality, Health, Safety and Environment departments are adding a Quality of Work Life (QWL) component. Pioneering human resources directors have become directors of the employee experience. This is the case of Pierre-Marie Argouarc’h at La Française des Jeux (2,500 employees). “An employee who is respected and managed in a caring manner will perform better in the long term”, says the man who has guided this transformation by introducing indicators aimed at demonstrating that investment in human capital “contributes to the sustainable performance of the company”. In his company, he can now affirm that the employee commitment rate measured by the FDJ-Harris Interactive barometer has reached 91%. That is 10 points above the general average. In other words, nine out of ten employees are aware of the strategy, adhere to it and say that they are ready to invest more. These results were obtained, he believes, by “encouraging professional agility, the process of co-construction of career paths and collective intelligence”…