Human resources are obviously a key issue in companies, and this is all the more true when they are young. However, it is often a point that is poorly controlled by entrepreneurs and sometimes wrongly neglected due to lack of time.
In competition with large companies
It is important to realize that when you want to recruit in your young company, you are in fact competing with many other potential employers, including the major CAC 40 groups for example. And of course, they can afford to pay recruits well and provide them with many benefits, which is rarely your case. So you need to differentiate yourself to attract. For this, you can play on several levels: the working atmosphere within a small structure, the modern and stimulating aspect of a young company, the possibility for the employee to touch everything and evolve in his tasks quite quickly, in short to build his job….
An evolving need
Moreover, at first, you will be looking for generalist profiles with positivity and goodwill rather than specialists who would be less inclined to change positions or modify their missions if the company had to rotate. And the bigger the company grows, the more you will need to recruit specific profiles, specialists in a particular profession, to structure the organization. Obviously, these choices will directly influence the management style within your organization and its general atmosphere.
In an environment where everything is now “duplicable”, it is essential to differentiate yourself by defining your values, which are essential parts of the company’s culture”.
Defining your values means knowing yourself well in order to recruit and retain more people:
- Better evaluate candidates in interviews (ensuring that the successful candidate is in line with the company’s culture and values)
- Convincing (example: for a highly sought-after candidate who hesitates between several positions, a good definition of the values can weigh in the balance)
- Giving desire (by being clear about your values and expressing them well, you will be able to transmit them and make people want to participate in the adventure).
- Today, the candidates’ requirements are high: they want a detailed description of the project, the vision, the HR development strategy and are also looking for meaning; they want to participate in a project.
- Building loyalty once in office: you choose a company for a job (the interest of the position, the positioning and strategy of the company, the salary…) and you often stay there for its culture/values
- Develop a sense of belonging, shared values, projection
- Build a team around its core values
Recruiting your first employees: a key step for a company
- Timing is very important in recruiting before committing. The question must be asked: “Is this the right time to recruit? Why do I need to recruit?”. What is the company’s level of maturity, its financial resources, the company’s development strategy? Beyond the business need, the answers to these questions will legitimize the interview speech, which should attract the candidates’ attention.
- You have to be extremely precise about what you are looking for, through a good job brief.
- What kind of candidate are you looking for? (level of seniority, training, know-how, know-how…)
- What will be the missions related to the position in question?
- The goal is to be precise and clear about your expectations, without being inflexible. Sometimes, the definition of the position may change as the meetings with candidates progress. This is why you must always keep a clear vision of the prerequisites that you will not come back to.
Become aware of the “time factor”
Recruiting takes time (and of course, as an entrepreneur, you don’t have enough time) and requires energy (whether you are alone or even with a firm). This implies that you must commit yourself and plan time on the subject (sourcing, candidate evaluation, candidate debriefing…).
- It’s already well integrated!
- It is important to define the integration circuit of the future recruit beforehand.
- Who trains the candidate?
- Who manages it?
- How much time am I willing to spend on it?
- Grow and give perspective.
These points are more difficult when the circuits (possibilities to evolve horizontally or vertically) are short. The entrepreneur must succeed in freeing up initiatives, encouraging entrepreneurship, by sharing his vision as an entrepreneur.
We can therefore see here the importance of exchange and communication with his team.
- Understand the sources of motivation or how to personalize your management:
- Remuneration: It is a classic method of leverage but it is no longer sufficient. Compensation must be considered over time, for example, through a variable system.
- Culture and the company project: It is really one of the elements that will allow the employee to invest himself and especially to last in the company. Being interested in the different projects allows you to give it your all!
- Working conditions: Premises, autonomy, home office (tele-work), flexibility, various benefits, sport and leisure…
- Management and communication: Communicating on a clear vision, limiting conflicts and facilitating dialogue allows well-being
- Professional skills development: Training, access to conferences, trade fairs, Moocs, webinars… All these elements tip the balance so that an employee stays at his or her job
- Last but not least: the importance of knowing and understanding the hierarchy of motivations of each person in order to adapt their actions and discourse accordingly.