- il y a 2 jours
Recruter dans l'IT, c'est composer avec des missions courtes, du turnover assumé et des freelances qui zappent.
Parler de durabilité dans ce contexte, ça ressemble à un mot de trop.
Alexia URI démonte cette intuition.
Experte en growth marketing durable, autrice du Guide pratique du growth marketing durable, formatrice et conférencière TED X, elle propose une boussole en cinq points pour recruter sans détruire la valeur qu'on construit
On y parle aussi du greenwashing comme point de départ honnête d'une démarche réelle
Paroles d'experts IT, le podcast propulsé par Zenith RH.
Parler de durabilité dans ce contexte, ça ressemble à un mot de trop.
Alexia URI démonte cette intuition.
Experte en growth marketing durable, autrice du Guide pratique du growth marketing durable, formatrice et conférencière TED X, elle propose une boussole en cinq points pour recruter sans détruire la valeur qu'on construit
On y parle aussi du greenwashing comme point de départ honnête d'une démarche réelle
Paroles d'experts IT, le podcast propulsé par Zenith RH.
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Style de vieTranscription
00:00Welcome to Words from IT Experts, the show powered by Zenith RH.
00:05My name is Stevie, you will be with us for 30-40 minutes.
00:10Why did we create IT Expert Advice?
00:13Words from IT experts: this is the link we want to re-establish between consultants, recruiters, and managers.
00:22in the IT field.
00:23And for that, we interview and discuss with experts who make us think about many subjects that are
00:32related to this field.
00:34And today, I wanted to discuss ecology and greenwashing with an expert, Alexia Uri.
00:43Hello, Alexia.
00:44Hello, Stevie. Thank you for the invitation.
00:49It is truly an honor for me to be here and to share a little bit of my expertise.
00:54I hope we can bring a lot of value to your audience.
00:58I hope so too. Would you mind introducing yourself for those who don't know you and who
01:04They're discovering you!
01:05Yes, so my name is Alexia Uri. I'm an expert in sustainable big marketing, an author, trainer, speaker, and coach.
01:14certified.
01:15I support companies in their growth, focusing on their offering, visibility, and acquisition strategy, all with my signature approach.
01:25which is performance and impact with the aim of lasting as long as possible.
01:31So.
01:32This reflection includes the sustainability aspect. Could you define for us a little what
01:37Does that mean sustainability in the business world? How do you see things?
01:46So, for me, sustainability has two levels. Environmental sustainability, of course. We also have a challenge
01:56at the societal level, of course, but also sustainability over time, that is to say, doing
02:01so that my business is sustainable.
02:03And it's all of this that will allow us to say that we're able to go
02:09Performance and impact, along with sustainability, of course. That's it.
02:14Thank you very much. That makes it much clearer. Why did I want to talk to you?
02:22Often, in communication, marketing, and even recruitment, we will have a lot of employer branding to consider.
02:30who will play. And in this area, to attract people, there's a lot of talk about ecology.
02:36And naturally, we're talking about greenwashing. So, greenwashing, for those who don't know, is the idea of
02:42to give itself an ecological dimension.
02:45But in reality, it's just words, it's just marketing. So, I wanted to know...
02:51What was your opinion on that? Do you think it's something that really exists a lot?
02:55? No way.
02:58So, I went even further. I think that sometimes, a positive approach begins with greenwashing.
03:05OK. Ah yes.
03:06There you have it. But unfortunately, it's present in far too many places, in far too many companies, because in fact,
03:14we could have,
03:15Good intentions or bad, and just using words to attract attention. Now, basically, this sustainable marketing, we
03:24will be working extensively with data.
03:26And what I often say is that anything that cannot be measured has no value.
03:30So, we're going to work with data to have a weapon against greenwashing.
03:36and ensure that we can prove our actions.
03:41So, what specifically makes you say that a particular company will be more aligned with its values?
03:50one is focused on ecology, and the other will be more about greenwashing.
03:54Hiding something? What's in the data you're going to say? Okay, that, that
03:57Okay. That's not okay.
04:00So first of all, we're going to move beyond values because, in fact, the first thing we're going to say is, well, there you go,
04:05Our values in this company are fairness, etc., etc.
04:09It's more about talking about deeds and actions, and in fact, showing how much we are not
04:15Perfect.
04:16To show that, in fact, we are on a genuine path of sustainable growth and that we are making mistakes, that
04:23'There are some things we just can't do.
04:24And in fact, really use the word truth in its proper definition. There you go.
04:31And that's where I talk about transparency. Not playing the good student, the perfect student, but
04:39just to show that I am on a path of growth, in a system of continuous improvement.
04:45There you go. I think that if we see that, well, precisely, there are shortcomings, it's because...
04:52'company, it wants to try to find solutions.
04:56There you go. Personally, I think that's a good indicator. After that, anyway, going for the green
05:01wishing, look to see if the company is really on a path that is clear with indicators.
05:09It's about conducting an investigation. That's it. And I think all companies that show a little bit
05:16values at the environmental, societal, etc. level,
05:20For example, social and solidarity economy enterprises, basically, they have to show, prove their way.
05:27But I mean, without data impact, without, well, I call that sustainability KPIs.
05:33Moreover, in human resources, we must have sustainability KPIs, or at least indicators that we must
05:41to have to see if our recruitment compass is sustainable.
05:45So, yes, then, what is this recruitment compass?
05:50I'm interested to know because, as a result, we're going to be working a lot, for example, with consultants who
05:56they carry out missions of varying lengths.
05:58Does this mean that a company which, for example, has a high turnover rate because it works
06:03with many IT consultants,
06:06Does it necessarily have to do with durability, or is it unrelated?
06:11So, I would say, to simplify things a bit, what it is, for me at least, the compass
06:18sustainable recruitment
06:20That's five points.
06:23The first question is: is the company working on its retention?
06:29Retention is a word that is used a lot in the digital world.
06:34We will seek growth through the lever of retention, that is to say, customer loyalty.
06:40So, is it a real challenge for the company to work on its retention?
06:45Personally, I think that a company that has very attractive offers and that, behind the scenes, does
06:52fleeing from his talents
06:54The durability cap, it is not...
06:58Then there's a second point that I pay close attention to, which is the turnover rate by job and by...
07:07job.
07:10And to look closely, specifically at the sector level, to look at the positions and jobs.
07:15Then there is a third point that I look at a lot, which is the quality of the onboarding.
07:21Whether it's for a freelancer coming for a mission, the briefing, etc.
07:26Or whether it's for someone who is integrated into the company, because we very often see that
07:31'from 90 days,
07:33There's a lack of interest from the person you recruited, as if, ultimately, the honeymoon phase isn't over.
07:39It only lasted three months.
07:40It's a shame.
07:43Next, the fourth point, for me, is the real development opportunities that the company can offer its employee.
07:51Or even to a freelancer in the sense that you can accompany us on short missions, but on
07:57long term.
07:59How, in fact, we also bring new skills to employees.
08:07And the fifth point is speech, in fact, the value of the word of our employees.
08:16Not just a bit of the verbacimetric data, but how it is used behind the scenes.
08:20Does the company actually have an employee advocacy policy that has significantly more
08:27scope,
08:28Ultimately, is it just a means of internal communication supported by the company?
08:33Or, in any case, we tell ourselves that it's the company that's speaking.
08:35Therefore, afterwards, a person who is an employee in a company and who speaks out will have more weight.
08:44And that's been verified statistically.
08:47So, for me, that's kind of what this sustainable compass is all about.
08:50And then, as I discussed in my book, because to build sustainable growth,
08:56To cultivate responsible growth, we must take the human element into account.
09:00And if you don't have this sustainable recruitment compass, in fact, it's not going to work out.
09:07to last as long as possible.
09:09Because that's what we want.
09:11Ultimately, after two years, 80% of the businesses disappear.
09:14We need to keep that in mind.
09:17Unicorns are often talked about.
09:18I often make this little joke that unicorns don't exist.
09:25No, that's not true.
09:27And yet, there are exceptions.
09:29They're everywhere.
09:30There are exceptions in France.
09:32So, thankfully, we still have some beautiful unicorns.
09:34But the thing is, it doesn't exist.
09:35We cannot base everything on exceptions.
09:40So.
09:41So, I actually work in the real economy, on the ground.
09:45And I see that if you add, in addition to what we could roughly call your North Star
09:52Metric,
09:53which, for those who don't see it, is a little bit of your indicator that allows you to understand
09:58Is my business heading in the right direction?
10:01I'll give a very simple example.
10:02I think there's a company that nobody knows about, called Airbnb,
10:06Its North Star Metric is the number of nights that will be booked per day.
10:11So.
10:11It allows us to have a direction.
10:13But if you don't add a little bit of growth in addition to these KPIs,
10:17HR KPIs, sustainability KPIs, in fact, I think that in the long term,
10:24I'm not sure the company will last very long.
10:27OK.
10:28So, that is to say, you tell me if I go next door or not.
10:33If I am a consultant or even a recruiter and I want to help a client or a company,
10:39The things I should observe, first of all, are in terms of its transparency.
10:45If it highlights both good and bad things, that can be a good indicator.
10:50If we see a progression, meaning things that were doing less well and that are improving,
10:55That's a good thing.
10:56If we only see the good things and never see the problems,
11:00Perhaps it's a red flag, a minor red flag?
11:03A no-go.
11:08So, when I'm a consultant,
11:13So I'm starting to go through a recruitment process
11:15And I don't have all that information.
11:17And these are things I should ask about in an interview.
11:21Could it be?
11:22How do you see things?
11:24Because not all companies will show this transparency from the outset.
11:30And perhaps it's because we need to search.
11:33How could I ask?
11:34What could I ask?
11:35I would take a look at their digital storefront first.
11:40Today, I think all companies communicate internally.
11:43So, there are still some things that can become apparent.
11:46After that, the person who recruits me, for me, must guarantee a clear framework.
11:54Anything that's vague can't work.
11:57Nowadays, there are also websites that allow you to see some feedback from
12:03employees.
12:04Because I think there's nothing better than lived experience.
12:07To tell myself if it's a place where I'll feel comfortable.
12:12Then there are also companies that promote a charter.
12:16So, check if it exists, if it is available.
12:21Also, one piece of advice I would give to companies is to create an impact report,
12:27regardless of the size of your business.
12:30Because the larger your company, the more you will be subject to a regulatory framework.
12:37to legislation, such as the law, the CSRD, which changes a lot.
12:43So, it's something to keep track of all the time, but it forces you to do things, to have
12:47shares.
12:48So, it's going to be important to look at the ecosystem a little bit.
12:54And then, we remain human beings.
12:56You also have to trust your intuition.
12:59So.
13:00It's funny because...
13:03So, his intuition, you mean that if...
13:05Because often...
13:07So right now, the consultants are going to talk to the recruiters first.
13:10Then afterwards, they will reach the customers.
13:11And even before you reach the clients, your intuition might be flawed.
13:16because of what the recruiter will say and what he was able to gather from his brief.
13:19So, you think that the person who is primarily responsible will be the recruiter?
13:24Or perhaps it's up to the consultant to find that information.
13:28Is it the client's responsibility to make it available?
13:30You have this whole ecosystem which guarantees this sustainability, respect, framework, as you say.
13:39Ultimately, it is the company that has a promise.
13:42Therefore, the company should normally be able to prove what it is proposing.
13:48But then, what I think is that in the end, since you still have an intermediary at
13:53medium,
13:53A recruiter, once again, for me, must be the guarantor of a clear framework.
13:58So.
13:59So, afterwards, that doesn't absolve the person who goes looking for a mission of responsibility.
14:05to go and find out more, to go and see what's going on.
14:09And honestly, I think it's pretty obvious.
14:15if someone sells a product or service that has no traceability.
14:20I don't know, recently I saw a big brand send out an advertisement
14:24And I think everyone can see that the message is a bit misleading and deceitful.
14:31It wasn't hard to see.
14:36And then, we really have to tell ourselves that everything must go beyond words.
14:40As I was saying, what cannot be measured cannot be verified and therefore has no
14:46of value.
14:47So, there you have it, you need data, and that's also why I highly recommend it.
14:52to my clients to work around what I call data storytelling.
14:57You have data that allows you to prove what you're doing, and in fact, you're going to...
15:02'to use
15:03That's actually quite useful for explaining concretely what you do.
15:08All right.
15:09Start with the numbers to explain your actions and your progress.
15:14Exactly. And in fact, companies don't realize that they have
15:17They have gold in their hands. They're starting with very vague, very marketing-oriented messages.
15:23that nobody understands or that are sensational, which is a shame.
15:27And it's true that we can see the difference between companies that receive support.
15:30by CSR firms where, in fact, sustainability is at the heart of everything.
15:35So, they have the raw material, but what they need to do is transform it.
15:39at the marketing and communications level, because they are two different professions.
15:43But at least they have a foundation.
15:45So, working with...
15:47In CSR, they talk a lot about matrix, about materiality.
15:50So, in fact, it allows you to set milestones in relation to your actions.
15:56regarding everything that falls under the responsibility of your company,
16:01everything you can do to work on your environmental sustainability.
16:05But again, I'm always thinking about sustainability on both sides.
16:09to last over time, but at the same time, pay attention to your environment.
16:14There's a report that came out not long ago,
16:16which proves that all businesses have a systemic impact on the environment.
16:20Whether you are self-employed, a micro-enterprise, a small or medium-sized enterprise, a start-up, an intermediate-sized enterprise, or a large group.
16:27So, we all have a little bit of responsibility.
16:29And that's really a message I'm trying to convey.
16:34Whether you are self-employed, a freelancer, or a large company,
16:40You can, in fact, bear some responsibility.
16:45And you can act in the right direction.
16:47There are plenty of ways to do it.
16:49And I wrote it, so...
16:52There's a very practical guide for that.
16:55Therefore, following this logic,
16:57because often, I find it simpler
16:59to implement things when you are a large company.
17:03And the smaller you are, you see, for example, on the scale of a freelancer,
17:06It's much harder to put concrete things in place, I would say.
17:12What actions do you think are being considered, without spoiling anything?
17:16No, well, first of all, I'm giving a very simple tool
17:20The SDGs are within everyone's reach.
17:23the sustainable development goals.
17:25There are 17 of them.
17:26And in fact, when you look at it,
17:29Every business is linked to a sustainable development goal.
17:33So, that already gives you a little bit of direction.
17:36Then, when you're all alone, it's great.
17:38because, in fact, you don't have that entire decision-making circle
17:41with N plus 1, plus 2, plus 10, for 1.
17:44It's going much faster.
17:45So, you are potentially able to choose as well
17:49tools that might consume less energy.
17:51So that's the whole eco-design aspect of digital technology.
17:55So, when you're in IT, when you're in the digital sector,
17:59You're using a lot of tools.
18:00Of course.
18:01So you also bear some responsibility for that.
18:03After that, what I think is that all these systems,
18:08These alternative solutions are less popular.
18:12So, actually, you don't think about it.
18:13And for me, that's often what comes up, but how do I do it?
18:17Where do I begin?
18:18But where is it?
18:20Yes, clearly.
18:21So.
18:22And so, in fact, ultimately, if you already have your compass,
18:25You know what you're working on in terms of your sustainability goals,
18:30that you choose your right tools and that, inevitably,
18:33Of course you have values too.
18:36You can also create your own charter, to know who you are working with.
18:40Because, in fact, ultimately, we are in a system
18:42behind which, a choice will potentially have to be made.
18:45So, what do we say?
18:46To choose is to renounce.
18:48So.
18:49Absolutely, I agree.
18:53So, a freelancer is going to make choices.
18:57I am fully aware, but often he has to adapt as well.
19:01to what his client does.
19:02And so, he doesn't have as much leeway as one might imagine.
19:09In fact, it will specialize, it will niche down.
19:11Yes of course.
19:12I, for example, accompanied a person who worked in e-commerce.
19:18So, e-commerce is really a topic in terms of footprint.
19:23It touches on many different areas, actually.
19:26You also have a large value chain.
19:27So, you can really work a lot on a more sustainable e-commerce.
19:32And in fact, this person decided that they would not give away their expertise.
19:39than to companies that are in a process of their own.
19:43So, typically, she will nestle on an impact flap.
19:50And yes, that might take away other possibilities for him.
19:54But at the same time, each sector has its own specific characteristics.
19:58And finally, today, if you specialize,
20:02Perhaps your expertise will be more valuable.
20:06I understand what you mean.
20:07I understand.
20:10You mentioned the SDGs earlier.
20:15So, did you say that every company has that side of it?
20:23Is it the case, in companies now,
20:28We have companies that are more focused on the military sector,
20:33Things like that, which are perhaps a little more specialized.
20:36Here too, you think there are environmental points
20:41which are relevant, less relevant.
20:44In the choices we make,
20:46I'm still stuck on this idea of choice.
20:48are there choices where you say
20:49that there are truly unacceptable no-gos for the environment
20:53or are there things where you say
20:54that one can always find something to suit one's needs?
20:59What you're saying is very interesting.
21:01I think that, yes, there are no-gos.
21:06But I'm not sure everyone is ready today.
21:09to play the no-go card.
21:13Today, it's even more than that there isn't much water, for example.
21:23You really need to look at the stats.
21:25And that's when you're in the high-impact lounges.
21:28and let's look at, I mean, one of the sources
21:30The one that is always up to date is ADEME.
21:35So, ADEME allows you to have all the latest reports.
21:38Today, for example, there is no more water.
21:42And there are departments in France where there is no more water.
21:44In fact, we are dealing with more than just water stress.
21:47There aren't any left.
21:48So, inevitably, when we see what's happening,
21:52potentially, we can tense up and say to ourselves
21:54No, I can't go to a company there.
21:57who does whatever he wants.
22:01There was, in fact, a scandal a few months ago.
22:06with the company Oracle, which has servers.
22:11And in fact, it has been proven that it consumes so much water
22:15and so its stock price plummeted.
22:18After that, everything is about AI.
22:21With AI, then, there you have it, now.
22:23So, what is emerging now with AI?
22:25It's about how we're going to use it more responsibly
22:30And more ethical?
22:31And that's a big issue.
22:32And I know this and I feel it around me.
22:35that this is something that will cause a big stir
22:39and who will be involved in all aspects of training.
22:43the practices, which are going to be extremely important
22:46in the coming months and years.
22:48And now, today, that's it, we've opened Pandora's box.
22:52Can we turn back?
22:54I'm not sure.
22:55I don't really believe in going backwards, actually.
22:58Other alternative solutions can be found,
22:59But once you have something validated,
23:02It's very hard to go back.
23:03So.
23:03I have that impression.
23:04Knowing that AI also enables many technologies
23:09to also be able to go faster, reduce, compensate.
23:15But actually, the big question that comes up all the time,
23:19Are we in balance?
23:21In balance.
23:22Are the cost we pay and what we gain equivalent?
23:26So.
23:27And on what basis?
23:28OK.
23:28That's it.
23:29And so afterwards, when we manage to do the right calculations,
23:33It's good because sometimes there are promises.
23:36and some very good ideas.
23:38But when you do the calculation, it doesn't work.
23:41So that's something that needs to be checked again.
23:44And sometimes, there are projects that are full of good intentions,
23:49but which, after a few years of research and development,
23:53show that in fact, the calculation is incorrect and that we are not at the tipping point.
23:56And so, ultimately, we have to backtrack.
23:58So.
23:59So, we still need to be a little more agile and careful.
24:03because when you embark on projects with huge infrastructures,
24:06That could be tough.
24:08But that means we need to take a step back.
24:11I often find, as a consultant,
24:15Even as a recruiter, we pay a lot of attention to labels.
24:18We, for example, know that we have Ecovadis.
24:21Do all the labels seem relevant to you?
24:24Or is this a good way to, as they say, engage in greenwashing?
24:27greenwashing?
24:30Is it relevant to look at labels to get information?
24:33Or do we only need to block data, as you say?
24:36I think we need to do both.
24:38I think a label is a starting point,
24:39This is not a destination.
24:41All right.
24:41What do you mean, a starting point?
24:43That is to say, it means that there is a process
24:46which was initiated.
24:48So.
24:49We have fulfilled a set of specifications.
24:51After that, it's like anything else.
24:53A label, a certification.
24:55Then there are listeners who come by,
24:57who check if we are still somewhat on the right track.
25:01After, potentially, the company,
25:03It can also develop, mutate.
25:04So, there are changes.
25:06But I think that can't do everything.
25:09We really need to go and look closely.
25:13precisely, in the impact reports.
25:15In fact, it's interesting to look at a report
25:18from one year to the next.
25:20Because there, you can see the way.
25:22OK, what didn't they do?
25:24What did they manage to do?
25:25What have they put in place?
25:27What was their current topic of discussion?
25:29And that's what I find quite interesting.
25:31Because in fact, there isn't a structure that says
25:34"Your report should be like this, like that."
25:36It is up to each company, in fact, to create it.
25:39And it's quite tailor-made.
25:40So, it's extremely interesting.
25:42Because it can even be very innovative
25:44to look at what, in fact, each company is working on.
25:49Sometimes it's very creative.
25:50So, for me, that's it.
25:52In fact, it's like looking at it in the digital world.
25:57I often tell my clients
25:58"You need to sell a transformation."
26:00In fact, when someone goes to buy your product or service,
26:04he was in a state A
26:07and you want to change it to state B.
26:09That's it.
26:10And actually, I want to see what happened
26:13between 2024 and 2025.
26:16What did you transform?
26:18And I often say, performance is "Look at me".
26:22The impact is "Look what's changing".
26:25I like what you're saying.
26:26Because, in fact, I realize this in your words
26:29that we shouldn't always look at companies
26:31in a specific moment, but no longer in a path traveled.
26:34And so, according to the logic I might have used,
26:39it was about telling me, "Yes, actually, I'm going to look."
26:41if this company is expecting something beautiful,
26:43So she pays attention to the environment, etc."
26:45And what you're saying here,
26:46that's if we want to understand
26:48if a company is in a logic
26:53progress for the planet
26:55or sustainability,
26:56It's about seeing your path.
26:58So, we understand where she's coming from.
27:00And we don't necessarily have to search
27:02the company that's going to do something wrong
27:04And who will do it properly afterwards?
27:06but to see how they evolve over time,
27:08even though they have a very good figure.
27:10Are they trying to increase it or not?
27:12Exactly.
27:12And then, sometimes, there are labels
27:13where there are large barriers at the entrance
27:15to be able to have it.
27:17And all businesses,
27:17They are not ready
27:19to put all the necessary resources into it immediately.
27:22So, we shouldn't either
27:23that it closes doors
27:26to want to go to a company
27:28because you don't have the label.
27:29So.
27:31But in any case, it's very commendable.
27:32And that shows a process.
27:34So, everything related to the process,
27:36I greet you.
27:39I'm going to move on to another part.
27:46Do you have any ideas?
27:49things where you say,
27:51Obviously, that's a direct red flag.
27:54I was thinking more along the lines of briefs.
27:56If we give you a briefing,
27:57A customer tells you something,
27:59You think to yourself, oh no, there's nothing I can do.
28:01That's not possible.
28:01Or, since you are in a transformation mindset,
28:04That's exactly what you're thinking,
28:05Yeah, anything is possible.
28:08I believe I have developed
28:10like the sixth ghoul or granny.
28:18Sustainable growth
28:20to work well with a company.
28:22No, I can feel it right away.
28:24when it's messy,
28:24when there is not enough information,
28:26when there isn't enough data, actually.
28:28When it's not clear enough,
28:29When things are unclear, actually.
28:31Once again, we come back to this.
28:33It's about having a clear framework.
28:36I do it a lot in coaching too
28:38in companies,
28:39so work a little bit
28:40around organizations.
28:42Actually, it doesn't work when it's unclear.
28:45Things don't go well when communication,
28:47It's not clear.
28:49Things don't go well when, precisely,
28:50We are not transparent enough.
28:52And so, you feel that right away.
28:53when you arrive.
28:54And I work too
28:56for short assignments.
28:58When you arrive and
28:59It's going in all directions.
29:00that we don't know,
29:01we have intentions
29:04who, sometimes, in addition,
29:05are not always positive,
29:07You say, well, I won't be able to
29:08to work with you.
29:10That's not going to be possible.
29:12So.
29:12After that, however,
29:13You feel it at the beginning
29:15when I told you
29:15is it that, sometimes,
29:16you must not start
29:18through greenwashing
29:19before succeeding
29:20To be on the right path?
29:22So.
29:22Perhaps that's the small anecdote.
29:25Perhaps the person
29:26who will have done the most good,
29:28she will have started
29:29with vague promises.
29:32So.
29:33But here's the thing,
29:34I can see it right away.
29:35Once again,
29:36That's asking for data.
29:39You see,
29:40when you have a mission,
29:41your brief,
29:42There,
29:42What are the objectives?
29:43What's the timing?
29:45What are the means?
29:47What did you fail to achieve?
29:48to do,
29:49often also be on the...
29:51Actually,
29:51What's not working?
29:52Today ?
29:54So.
29:55You see,
29:56sometimes,
29:57there are people
29:57who can come
29:57because they tell themselves
29:58"I've never tried,"
29:59I haven't collected it yet
30:01the data
30:01And I want to give it a try.
30:03SO,
30:04You see,
30:05they will have
30:05a vague speech
30:06because they never
30:08started working
30:10on the subject
30:10And that's why.
30:12let them begin
30:13this brief,
30:14You see.
30:14Well,
30:15there,
30:15that's great
30:15because
30:16if it is
30:17someone
30:18which is full
30:18of sincerity
30:19and good intentions,
30:20We're going to help him.
30:21And so,
30:21here we go
30:22and on the contrary,
30:23we're going to test things
30:24and then,
30:25I always come back
30:26in the broadest sense
30:27and iteration.
30:29After,
30:30we are trying to do...
30:31However,
30:32which is great
30:33in this configuration,
30:35That's what you're talking about.
30:37of a sustainable V0.
30:40OK.
30:42Instead of...
30:43Afterwards,
30:44as we are a bit
30:45gone off in all directions,
30:46we must transform
30:48our system,
30:49It's always difficult.
30:49the transformation
30:50companies.
30:52Besides,
30:52I think it's really
30:53a sector,
30:55everything that is
30:56management
30:58transitional,
30:59the transformations
31:00in companies
31:01who is doing very well,
31:03walks very well
31:03in the coming years.
31:05It is better
31:07start sustainable
31:09rather than having
31:10to do
31:12changes
31:13and changes.
31:14So.
31:14So, in this case,
31:15That's great!
31:16when someone
31:17I don't really know
31:18but who says
31:19I think that in order to last,
31:20We need to start with that.
31:23OK.
31:24And so,
31:25if, for example,
31:26I'll give you some examples
31:26and you tell me
31:27How do you react?
31:28That's interesting.
31:32If you have started
31:33with someone
31:34after six months,
31:35one year,
31:36You see that nothing has changed
31:38or that it remains
31:41there is no
31:41An evolution, ultimately.
31:44What action
31:45What needs to be done?
31:45Does that mean
31:46Should we just drop the matter?
31:47Does that mean
31:48that efforts must be doubled
31:49and that they did not put
31:50Are there enough resources?
31:51How do you see things?
31:53No,
31:53I think that
31:54it's a bit
31:55the moment of focus,
31:57the impact report.
31:59That's it,
32:00We've arrived.
32:01Actually,
32:01We've gone around the clock.
32:03So.
32:03Me,
32:03I like this image
32:04to go around the dial
32:06with someone,
32:07with a company.
32:08So you see,
32:09if you stayed for a year
32:10with a company,
32:11That's 12 months already.
32:12There's plenty to do
32:13Precisely an assessment.
32:16If the company,
32:18You can tell she doesn't want to
32:20or she prefers to camp
32:22a little bit
32:22regarding his positions today,
32:24personally,
32:25I would give up.
32:26After,
32:27companies,
32:29after a while,
32:31it's either
32:31they really want to do it
32:32and so you don't have it either
32:34to convince them.
32:35Yes of course.
32:36They are already
32:37a little bit convinced
32:38that this is the path
32:38who will lead them
32:40where it's needed
32:41to last over time.
32:42Once again,
32:43That's the challenge
32:44companies,
32:44It's about lasting over time.
32:46Of course,
32:46generate money,
32:47to have a ROI,
32:48etc.
32:48But if you don't last,
32:50In fact,
32:50you don't make money
32:50anyway.
32:52SO,
32:53if the company too,
32:55after a while,
32:56she will have
32:57financial pressure
32:58because the stakes are high too,
33:00He's going to be a financier.
33:01financial,
33:02because that's the crux of the matter
33:04and that when you want to develop
33:05your company,
33:06potentially,
33:07you're going to get
33:07subsidies,
33:08potentially,
33:08You're going to go get some money,
33:09You're going to raise money,
33:10You're going to go see the bank,
33:11etc.
33:12BPI, for example,
33:13they are all institutions
33:15who won't give you money
33:17If you just have an idea like that,
33:23even your promise,
33:26In fact,
33:26to have a proposal,
33:28an impactful value proposition
33:30This is extremely important.
33:31After,
33:32it will still be necessary
33:32prove a ROI.
33:35So.
33:35NOW,
33:36the impact value proposition
33:38is no longer sufficient.
33:39But it's still important.
33:40to keep it in mind.
33:42Result,
33:43behind,
33:44which can also be a motivating factor
33:45companies,
33:46That's the financial issue.
33:47The financial stakes, yes.
33:48So,
33:48which will cause that,
33:49if after one year,
33:50They tell themselves that it doesn't work
33:52as we wish.
33:52but we still believe it
33:54And we know there's a financial stake involved.
33:55They will still be there.
33:56If behind the company,
33:58Do you realize?
33:59that precisely,
33:59we look at the path
34:00for one year
34:01and that the efforts
34:03have not really been put
34:06and that it might have
34:08exactly right
34:08for vague promises,
34:10It's not worth it.
34:11because in fact,
34:11I think everyone
34:12wastes his time
34:13And we want to move forward.
34:15Because also,
34:16What is important,
34:17It's about not stagnating.
34:19It's about moving forward.
34:21That's interesting
34:22because,
34:22In fact,
34:23Why am I asking this question?
34:24Often,
34:26we contrast sustainability
34:28with the winnings.
34:30We say to ourselves,
34:32even for the beginning,
34:33we'll tell ourselves
34:33Yes,
34:34if I want to succeed,
34:35I'm going all out.
34:37even if it means not being
34:38in a sustainable system,
34:39but in a system
34:40of "I'll see what happens tomorrow".
34:43And so,
34:43They are opposed.
34:44So, there,
34:45what you are saying,
34:45The point is that they should not be pitted against each other.
34:46On the contrary,
34:47sustainability,
34:48it's something
34:49which allows you
34:49to have growth
34:52that you can manage a little.
34:54Exactly.
34:55And in fact,
34:56Yes,
34:56It's over.
34:57This is a major debate.
34:58That.
34:58That's performance
34:59and durability,
35:00They don't work together.
35:02I think that even
35:02for a long time,
35:04we said
35:04that it was almost a myth.
35:06But this is not a myth at all.
35:08Actually,
35:08the main thing is that we need
35:10start with solid foundations
35:11and then,
35:13to have a long-term vision.
35:15If you do everything quickly,
35:17quickly,
35:17quickly, and then behind.
35:20you have a vision
35:20that in the short term,
35:21Yes,
35:22You're going to pull off a coup.
35:23Except that we've never seen
35:25really blows
35:26stay for a very long time
35:27and you'll be passing by often
35:28potentially
35:29by pivoting as well
35:30in companies.
35:32I mean,
35:32I work in an incubator.
35:34I support entrepreneurs,
35:35we can see very well
35:36how it works.
35:38Exactly,
35:39several times,
35:40your company,
35:40It will mutate.
35:41You have just
35:42problems
35:43recruitment.
35:44Do I surround myself
35:45Freelance?
35:46Am I an employee?
35:48How do I go about recruiting?
35:49That,
35:49it's really
35:50a real challenge.
35:51That is to say, you must
35:52to have everything all at once
35:53to be a little bit
35:55multi-skilled entrepreneur.
35:56A blow,
35:57I am the CFO.
35:57a blow,
35:57I am in HR.
35:58a blow,
35:58I am...
35:59So.
36:00SO,
36:02extremely important
36:02to stay the course
36:05when one is
36:06in entrepreneurship.
36:07Yes, indeed.
36:08recruitment,
36:09It really is,
36:11In my opinion,
36:11also an indicator
36:13success
36:14in your company.
36:15If you want to see
36:15companies
36:16which work well,
36:17you look right away
36:18the sustainability KPI,
36:19Turnover.
36:20If there are many
36:21turnover
36:22That means there's a problem.
36:23After,
36:24Which one, exactly?
36:25Are you also
36:26transforming you
36:26What about your technology?
36:28And then,
36:29potentially,
36:30Today,
36:31there are so many
36:31mutations
36:32with the new tools
36:33that exist.
36:35to watch again
36:37small investigations
36:38so as not to judge
36:40too fast
36:41because it's easy
36:42also to judge.
36:44It's not easy
36:45to maintain
36:46a company that's afloat.
36:49But then,
36:50Do you think
36:51that sustainability,
36:52that's the topic
36:52people with permanent contracts
36:55employees
36:56or that freelancers
36:57are they a little off to the side?
37:00Because when we think
37:01sustainability,
37:02necessarily,
37:02We think long-term.
37:03we say
37:03that someone in a salaried position
37:05will be more interesting
37:06than someone working freelance.
37:08Is it possible that
37:09that the freelancer,
37:11how we judge
37:13its relevance
37:14Regarding sustainability?
37:16Actually,
37:17That,
37:17It depends
37:19maturity
37:20from your company,
37:22Where is she now?
37:24in its development.
37:25Because you're going to appeal
37:27to freelancers
37:29at certain times
37:31where, for example,
37:34Let's imagine that,
37:34I don't know,
37:35you have a living room
37:37that you do every year.
37:39Potentially,
37:40the living room,
37:40It's not all year round.
37:41Yes of course.
37:42SO,
37:42you might
37:43appeal
37:44to freelancers,
37:45But you're going to appeal.
37:46to freelancers
37:47every year.
37:48Me,
37:48I know lots of people
37:49who tell me
37:49that it's been 10 years
37:50that I work for them.
37:51That's great.
37:52Yes.
37:53Actually,
37:54you don't need
37:54to rebrief them.
37:55They know the system.
37:57We are all here for the meeting.
37:58We hold kick-off meetings.
37:59Finally,
38:00There.
38:01SO,
38:01I don't think so.
38:02On the contrary,
38:04Good,
38:04SO,
38:05we have often heard
38:06the fact that freelancers,
38:08they helped a little bit
38:09companies
38:10to get rid of people.
38:11I think it's
38:12A little bit harsh.
38:13It's violent.
38:14Exactly.
38:14No,
38:14But exactly.
38:16No,
38:17In fact,
38:18In my opinion,
38:18freelancers,
38:19It is also a driving force.
38:20It's also about people
38:21who will follow
38:23a little bit
38:23the developments.
38:25There,
38:25Today,
38:26I had seen recently
38:27a little bit
38:28data from Malta,
38:31this platform
38:31who will give
38:35a little bit
38:36freelance profiles
38:37and who explained
38:38how,
38:39Finally,
38:39the demands today
38:40companies
38:42who finally
38:43did not decrease
38:43That much.
38:45For example,
38:46you want
38:46to create
38:47a visual identity.
38:48Companies,
38:49they will still
38:50always ask
38:51to a human being
38:53and not
38:54to artificial intelligence.
38:56Actually,
38:57they gave
38:57a lot,
38:58a lot,
38:58a lot
38:59positions
39:01Who,
39:02Today,
39:03have always
39:03a lot of value
39:04and which are not
39:05replaced
39:05by artificial intelligence.
39:07And in fact,
39:08how much
39:09freelancers,
39:09In fact,
39:10it was a little
39:11nuggets
39:12and wonders
39:12because,
39:13In fact,
39:14It's working.
39:15it remains
39:17always up to date,
39:19it develops
39:19skills
39:20and that now,
39:21it's as if
39:22the freelance profession
39:23had become
39:24A little
39:25people
39:26multipotentialites.
39:27That's it.
39:28I found this
39:29very beautiful
39:29and very strong.
39:31No,
39:31But you were absolutely right.
39:32Actually,
39:33there,
39:34we often talk
39:34of the market
39:35which slowed down
39:35last year,
39:37but above all
39:38an evolution.
39:39We,
39:40we realize
39:41that freelancers,
39:43In fact,
39:43There are two types
39:44freelancers.
39:44There's the freelancer
39:45which will stagnate,
39:47who will not
39:47succeed in working
39:48on himself,
39:48to discover
39:49new technologies.
39:50There,
39:51It's true that it's okay
39:51It might be difficult for him.
39:52but there are freelancers
39:52Who,
39:53In fact,
39:53are very aware
39:56of what is happening
39:57on the market
39:59And so,
40:00they will learn
40:00new skills,
40:01they will do
40:01new certifications,
40:03etc.
40:03And so,
40:03they will follow the market
40:05and be ready
40:06to return
40:06in any company
40:07And them,
40:08They are popular.
40:09And so,
40:10In fact,
40:10It's true that we separate that
40:11and we always say
40:12It's so complicated
40:14because the places
40:15are expensive,
40:16but in fact,
40:16Yes,
40:16What should we follow?
40:18We need to keep up with the pace.
40:19That's it
40:19and then finally,
40:20the training,
40:21That's life.
40:22whether we are in a company
40:24or freelance
40:26we must constantly
40:28form,
40:29learn new things
40:31and besides,
40:32we often see
40:33that it really is
40:34a retention lever
40:35That,
40:36the training,
40:37owning a business
40:38who helps us
40:38to grow up,
40:39In fact,
40:39skills
40:40very important
40:41Today
40:42for employees
40:43so the freelancers
40:44For that,
40:45they really
40:46a boulevard
40:46and in any case,
40:48Me,
40:48I feel it there
40:49in the market
40:49that they take it.
40:51I see,
40:52It's good,
40:52it's really
40:52because it's always
40:53this evolutionary aspect.
40:55We must always
40:57to be better
40:57that what we were
40:59the day before
40:59And we don't care.
41:00where we begin
41:01But as long as we improve
41:02Each time,
41:03This is extremely important.
41:06I had another question
41:08regarding the fact that,
41:10what are you doing
41:11if, for example,
41:12You see a company,
41:14I'm starting to guess
41:15your answer,
41:15but if you see
41:17that a company
41:17was flagged
41:19And they're engaging in greenwashing.
41:22It's shameful.
41:23etc.,
41:24what can they
41:24set up
41:26to get out
41:27of this situation?
41:29SO,
41:30OK,
41:31In my opinion,
41:31There's nothing worse
41:32than denial.
41:34SO,
41:35Already,
41:36You must apologize.
41:37I think that
41:40I have to confess
41:41half-forgiven,
41:42Already.
41:44And then,
41:44exactly,
41:45set themselves a challenge
41:47demonstrate
41:47that,
41:49this time,
41:50We understand.
41:50and that we are going to show,
41:53document
41:55our path
41:56to try
41:57to do better.
41:58So.
41:59And then afterwards,
42:00Also,
42:01attention,
42:02we talked
42:03financial stakes,
42:05there is also
42:06a risk
42:07for businesses
42:08to say just anything,
42:09to do whatever,
42:10This will go to court.
42:12It is no longer either
42:13a joke
42:13because,
42:13This is called greenwashing.
42:15greenwashing,
42:15But it's okay.
42:16very, very far.
42:17There are many trials,
42:18if you look
42:19on the Internet,
42:20which are documented
42:21based on promises
42:23low carbon
42:24large companies.
42:26SO,
42:26today too,
42:28there is a whole section
42:29a little bit
42:30irreputation
42:31or reputation
42:32In fact, quite simply.
42:33But here's the thing,
42:34I think we have the right
42:35to make mistakes.
42:36You just need
42:38recognize them
42:39and then afterwards,
42:41exactly,
42:41use this
42:42as a use case
42:45and show that,
42:48OK,
42:48We've learned our lesson.
42:50we will do better
42:51Next time.
42:52So.
42:52I think that
42:54It's almost there.
42:55that would almost be good
42:56that it happens
42:57to all companies
42:58like that,
42:59that would force them
43:00to do better.
43:02Needs improvement.
43:03Anyway,
43:04That's something, at least.
43:04That's evolution.
43:05to do better,
43:06try to understand
43:07where you are in the process,
43:08try to move forward
43:09about where you want to go.
43:11Exactly,
43:11and be in that process
43:14continuous improvement
43:15that we should all have
43:17as humans
43:18and as a company
43:20so that we can
43:21all grow up together.
43:24And so,
43:25we talked a lot
43:26companies,
43:27we talked a lot
43:27consultants.
43:29What could you say?
43:29to a recruiter
43:33which erases
43:33these situations
43:35where he needs to connect
43:36two people,
43:36especially in the field
43:37IT
43:38which is not necessarily
43:39a domain
43:39where we inevitably think
43:41sustainability ?
43:44How does he make his choices?
43:46What does he owe?
43:47Absolutely observe?
43:49What does he owe?
43:50absolutely
43:51to his consultant?
43:52How do you make the link?
43:53Between the two?
43:57Very good question.
43:59I think there is
44:00an idea
44:01what are
44:02your preferences.
44:03What do you like?
44:04to be a little interested
44:07to the consultants?
44:08I have the impression
44:08that there are many of us
44:10on job descriptions.
44:12And so,
44:13that little human side
44:14he is a little bit
44:15set aside.
44:15I talked about the compass
44:17sustainable recruitment.
44:19I think taking that
44:20as a tool
44:21and have it
44:21at his side,
44:23I think that's
44:23very important.
44:26After...
44:27In your book?
44:29I'm angry with you.
44:31There are quite a few
44:33ideas
44:33to be retrieved.
44:35There are quite a few
44:35ideas to be recovered.
44:37And then,
44:39I think,
44:40Once again,
44:42so as not to
44:43disappoint
44:46and ensure
44:47that the consultant
44:49has more support
44:50after 90 days.
44:51Make sure
44:52for having told him
44:53the truth
44:54because what comes back
44:55often,
44:55That's because we hadn't said it.
44:58It's certain that we,
45:00we think a lot
45:01transparently
45:01because
45:04a consultant
45:05who is disappointed,
45:06it's the customer
45:08who is disappointed.
45:08SO,
45:08In fact,
45:09the relationship
45:09is already broken.
45:11Exactly.
45:11And so, there,
45:12you don't have a partnership
45:13win-win,
45:13but I think that
45:14if already,
45:15You follow these three pieces of advice,
45:18that could really help you
45:19to ensure
45:20that recruitment
45:21to do it as well as possible.
45:23And so,
45:23in an onboarding
45:24A little,
45:25would you say that there is
45:27phases
45:28absolutely passed
45:29to do
45:30recruitment
45:32GOOD,
45:33sustainable ?
45:35SO,
45:38onboarding,
45:39I think that
45:39it's mainly
45:40something
45:41to challenge again
45:42because I think
45:43that sometimes,
45:45we put something
45:46in place
45:47and then
45:47We forget about it.
45:49And often,
45:49I think that's it.
45:50who fishes
45:51in onboarding.
45:54Try to make sure
45:55that he be
45:56as lively as possible.
45:59Me,
45:59we spoke earlier
46:01of something
46:02which works very well
46:04That's the lived experience.
46:05When you want to know
46:05how did it happen
46:06somewhere,
46:08I think he's missing
46:09in onboarding
46:10a little bit the side
46:10my life
46:12so that the person
46:13who arrives at the company,
46:15whether
46:15for a short mission
46:17or for a mission
46:18longer,
46:20she can really
46:21to understand the issues.
46:23Because sometimes,
46:25between the fact
46:25to say things
46:26and to experience it.
46:27It's not the same.
46:28And I think that,
46:30bring a little
46:30of what I call
46:31Me,
46:32my life
46:32in onboarding
46:34may be a factor
46:35success
46:36for what follows.
46:37That's interesting
46:37what you do
46:38because we,
46:39For example,
46:39at Zenith,
46:40even when we place
46:41someone,
46:42we will follow up
46:43throughout the month
46:45process
46:47to try
46:48to understand
46:49how does it work
46:50with the manager,
46:51how does it work
46:52in his mission
46:52to understand
46:53also if there is a problem
46:56or if everything goes well.
46:58And we also do
46:58very careful
46:59to offboarding.
47:00We pass
47:01on onboarding,
47:01we also pass
47:02to offboarding.
47:03Is it all
47:04The documents are ready.
47:05to make the transitions,
47:06etc.
47:07And so,
47:09I think that if that,
47:10it's part
47:11the recruiter's work
47:14to understand
47:15what will happen
47:16throughout
47:16of the process
47:17from the consultant.
47:19Yes,
47:20support,
47:21In fact,
47:22That speaks to me a lot
47:22what you're telling me.
47:23The support,
47:25it is essential
47:26And today,
47:28In fact,
47:28sometimes,
47:29things happen
47:29too fast.
47:30Everything is happening too fast.
47:31And so,
47:32In fact,
47:33we skip steps
47:35and that creates
47:36sometimes
47:37misunderstanding,
47:39misunderstandings
47:42And so,
47:43disappointment.
47:45I cannot be
47:46I completely agree with you.
47:47But it's funny
47:48because it comes back
47:48always at points
47:49which are extremely important
47:51It's about documenting
47:51because if you document,
47:53You can iterate.
47:53and you can understand
47:54where you're going.
47:55Transparency,
47:56Ultimately,
47:57transparency
47:58in what you do
48:00where you want to go
48:01and on both sides.
48:04and in fact,
48:05It is a duty to tell the truth.
48:06That's part of it too.
48:08Exactly,
48:08but not all of us do it
48:09So it's a good reminder
48:10Today.
48:12That's what we're here for.
48:18We've already talked quite a bit.
48:20Are there things
48:21What would you like to add already?
48:23Are there things
48:24that you find
48:25that we haven't explored enough?
48:29Actually,
48:31Me,
48:31I really wanted to insist
48:32on the fact
48:32that recruitment,
48:34it's a real challenge
48:36in the life of a company,
48:37that we are putting it aside too much
48:39and that when a company grows,
48:42He's just arriving
48:43this question of,
48:46OK,
48:46Who do we need to recruit?
48:47how,
48:49At what salary level,
48:52what job description
48:53and that it's a real profession.
48:57and that you can't make this up
48:59and that in fact,
49:02sometimes,
49:03It's better to be in good company.
49:04to waste less time
49:06because also,
49:08we are not aware
49:09how much
49:10we are losing money
49:11when recruitment is poor.
49:13Oh yes,
49:14But that's clear.
49:16We never realize
49:17how much
49:18just the phase
49:19to take someone out,
49:21etc.,
49:21we lose an astronomical sum
49:23whereas if we have done
49:25the right choices
49:25from the very beginning,
49:26even before
49:26when we were doing the briefing.
49:27Me,
49:28I think that often,
49:28the problem,
49:29It's during the briefing.
49:31In this logic
49:32transparency
49:33exactly,
49:35We don't know what we want.
49:36we don't know
49:37where we want to go
49:38And so,
49:38we can't seem to tell each other
49:39OK,
49:40In fact,
49:40it's this person
49:41that I am looking for
49:41And so,
49:42We have many opportunities
49:43like that.
49:44We're losing a lot of money.
49:46Exactly.
49:47SO,
49:47extremely important
49:48to keep that in mind
49:49because,
49:51I don't know why.
49:52but unconsciously,
49:53we get the impression
49:53what to recruit
49:54it's easy
49:55because it's about humans
49:57and then,
49:58SO,
49:58There are plenty of schools.
49:59There are those
49:59who will recruit based on intuition,
50:01those who will be recruiting
50:02with a little more
50:03of procedures.
50:05Structured.
50:05So,
50:06in a more structured way.
50:09After,
50:10I think that
50:10What is also important,
50:11it's really
50:12to draw the framework,
50:15In fact,
50:16of the mission.
50:18Really,
50:19There,
50:19what the person
50:21is supposed to do
50:22The same,
50:23still with this idea
50:25clarity.
50:27SO,
50:28There,
50:28I think it was important
50:30to insist on this
50:31because
50:32we don't realize
50:34of also
50:36when you recruit badly
50:38or that we lose a talent,
50:40it is also
50:41knowledge
50:42who is leaving.
50:43And a notion as well
50:44durability
50:46that's how you do it
50:46to last the knowledge
50:47within your company
50:50which is extremely important
50:53all the more
50:53that whatever
50:54your sector,
50:55you are always creating
50:56of the value
50:56and innovation.
50:58And so,
50:59That,
50:59it's a shame
51:01duty,
51:02exactly,
51:03your knowledge
51:04to spread ourselves a little thin
51:05when he should
51:07to grow,
51:07be consistent.
51:08And there are lots of things
51:09within a company
51:10that you can put in place.
51:11There's a lot of talk
51:13knowledge management.
51:15it's a little bit
51:16everything we create
51:17within the company
51:19who helps us
51:19to move forward
51:20and sharing
51:21knowledge
51:21also afterwards
51:22that can be used
51:24also in onboarding
51:25to create also
51:26of membership.
51:28SO,
51:29There,
51:30just the recruitment.
51:31it's a real challenge
51:32and not at all
51:33to tell oneself that
51:35it's something
51:36which will be easy
51:38It takes time.
51:40doing it wrong
51:40It costs money.
51:42not working
51:43on retention.
51:45SO,
51:45loyalty
51:46of his collaborators,
51:47This is a real problem.
51:51And then,
51:52There,
51:53to think that
51:54employee advocacy,
51:56all employees
51:57and freelancers
51:58with whom we work
51:59In fact,
52:00are extremely important
52:01to make it shine
52:02the company.
52:03Actually,
52:04They are our ambassadors.
52:05Of course.
52:06It's a very beautiful word.
52:09Would you have
52:10a person
52:11that you would have done
52:12come here
52:13to discuss
52:13of a subject
52:16Who do you have in mind?
52:18SO,
52:18I'm thinking of a woman
52:19which is called
52:21Raphaëlle Goiffon
52:24who is president
52:26of the circle
52:27the impact
52:29of the CEO
52:30Entrepreneur Club
52:31and who
52:32has a great experience
52:35very fine values
52:37that I share
52:38with her
52:39and who,
52:39I think,
52:40will have a lot
52:41things to say
52:42on everything that is
52:42A little
52:43transformation
52:43companies,
52:44recruitment,
52:46exactly,
52:48need
52:48consultants.
52:51So.
52:52It's her
52:53that I want
52:53to pass the ball
52:54Today.
52:55Noted.
52:57We will see them again
52:58the vote.
52:59Thank you.
53:01I hope you have
53:01had a good time.
53:02It was great.
53:04I find it fascinating.
53:05In fact,
53:06the topic of recruitment.
53:07No,
53:07But it's true.
53:09It's exciting
53:09because in fact,
53:10There is...
53:11Finally,
53:12in human resources,
53:13Me,
53:13what I see,
53:14it's mainly
53:14that there is the word human.
53:16So.
53:18Sometimes,
53:18I think we forget about it.
53:19We forget about it.
53:20It's a shame
53:20because in fact,
53:22it's completely
53:23at the heart of the matter
53:24and finally,
53:25It's so beautiful
53:25to build
53:26an adventure
53:28with humans.
53:31SO,
53:31Thank you for being here too
53:33to help businesses
53:35to succeed
53:37a partnership
53:38that we want to win,
53:39In fact.
53:40That's exactly it.
53:41And we,
53:41That's why.
53:41that we advocate
53:43especially the quality.
53:44We are really
53:45in a...
53:46craftsmen.
53:47We say to ourselves now
53:48all the technology
53:49which exists
53:50everything that exists
53:51to help us
53:52to move forward
53:53instead of doing
53:54to make money
53:56and to move forward
53:56very, very quickly.
53:57That's better
53:57to produce quality
53:58and to promote
54:00human relationships.
54:02SO,
54:03I am totally
54:03in agreement
54:04and in resonance
54:04with what you just said.
54:06That's great.
54:06SO,
54:06That's why.
54:07that I accepted
54:08the invitation.
54:09Yes, indeed.
54:09No,
54:09cultivating growth
54:11sustainable and responsible
54:12it's also about having
54:13this beautiful compass
54:15sustainable recruitment
54:17so that businesses
54:18may be
54:19the most sustainable possible.
54:21THANKS.
54:22Thank you.
54:24And we meet again
54:25for a future episode
54:26You can subscribe
54:27to your networks.
54:28You can buy
54:29your link.
54:30Yes,
54:31So this is the practical guide
54:32big sustainable marketing.
54:34So,
54:34available at FNAC
54:36in all the good liberated ones.
54:38In all the good liberated ones.
54:40We've started.
54:43Yes,
54:43so you can follow us
54:44on our networks,
54:45So either as a podcast,
54:47on Spotify
54:48and all the other chains
54:49or alternatively on YouTube
54:50directly.
54:51THANKS.
54:52We can find you
54:52on LinkedIn too.
54:53On LinkedIn,
54:54at VivaTech
54:55in June
54:56and then
54:57at TEDx.
54:59It's true,
55:00This is for me.
55:00We can say that.
55:03THANKS.
55:05Thank you.
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