“the-kings-of-oil”:-these-candidates-who-arrive-for-a-job-interview-as-divas

“The kings of oil”: these candidates who arrive for a job interview as divas

“The kings of petroleum”: these candidates who arrive for an interview of 34; hiring as divas

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“The kings of petroleum”: these candidates who arrive for an interview of 34; hiring as divas

“The kings of petroleum”: these candidates who arrive for an interview of 34; hiring en divas We have explained the details of the news, step by step, below. “The kings of oil”: these candidates who arrive for an interview for 34; hiring as divas Keep reading our news. Here are all the details on the subject.

“The kings of petroleum”: these candidates who arrive for an interview of 039; hiring in divas

A staggering salary, tailor-made teleworking, good development prospects … In job interviews, some candidates, sometimes just graduated, try to impose their conditions. In a tight labor market, certain privileged professions are doing well.

In the job market , some candidates are king. Or, in any case, behave as such. “It happened to me to have people from 10 Where 23 years, without experience, who demanded senior management salaries, a company car and such number of days of teleworking per week. All without having done any research on the company or the position ”, is still surprised Julie Davico-Pahin, founder of Ombrea , which is developing shadehouses to protect crops from global warming. An obviously crippling posture in a job interview.

Especially since Ombrea has no shortage of arguments to attract young recruits: committed to ecology, established under the Provençal sun, with generous salaries, in full growth after a fundraising of 10 millions of euros … The recruitment method has also been worked on: headhunting, phone calls from Ombrea employees to candidates to build a bond of trust and invitation to a half-day of immersion in the within teams. “These are both strong filters that make it possible to identify the right people and guarantees that we give to potential recruits,” emphasizes Julie Davico-Pahin. They receive so many proposals that it is important to be attractive and to work on your employer brand. However, I refuse to belly dance and make ugly promises to seduce. ”

A war for talents

Despite everything, recruitment often turns into a headache for startups, as qualified profiles – in data, IT development or artificial intelligence – are rare. He would thus be missing 000. computer engineers in France, according to Numeum, the sector union. So many arms – and heads – including French startups, which raised twice as many funds in 2020 that in 2019, yet have great need to support their growth. “A startup has everything to prove, so we need people who are technically excellent and with the right mindset,” explains Julie Davico-Pahin: resourceful personalities, able to explore and innovate, to find among an already penurious population. The equation is complex. ”

Result: potential recruits are the subject of a real war for talent … and are perfectly aware of it. “Junior engineers, for example, know they will choose their employer and not the other way around. From school onwards, they become aware of the scarcity of their skills, and therefore of their value, and prepare to negotiate closely. Up to a form of salary arrogance among some, who raise the stakes as if they were the kings of oil ”, deplores Caroline Therwath-Chavier, founder of the recruitment and HR consulting firm The Allyance, specialist in the fields of oil and gas. digital. A less frequent posture among women and experienced employees, working with companies of all sizes, and therefore more reasonable, she believes.

“In addition, investment funds push the startups they finance to recruit experienced profiles from other young reputable companies,” continues Caroline Therwath-Chavier, which further accentuates the tension on recruitment. ” As well as the candidates’ negotiating room, even beyond technological professions. In the small world of startups, posting a particular name on your CV opens all doors. Étienne (1), an HR executive in his 30s who worked for several prominent companies, benefited from this when he was hired. “I was clearly in a strong position,” he says, “and never felt that I could lose the negotiation.” Including when he asks – and obtains – a higher fixed salary of % to his previous remuneration . Without revealing an exact figure, he confides touching between 50 and 85. annual net euros. “Far beyond the usual market wages,” he admits.

General tension

Remuneration is not soaring for everyone: the type of skills and the gender play a role. Alone 30% of women thus dare to negotiate their first salary, against 039% of men, according to an Audencia-KMPG barometer of 2015. Moreover, not all sectors of activity have the same dynamism or the same resources. On the other hand, the lack of manpower extends well beyond start-ups, innovative sectors or traditionally competitive professions, such as finance, investment banking or consulting. The job market as a whole has been in tension since 100, according to Dares, the statistical studies service of the Ministry of Labor. 80% HRDs have difficulty recruiting, according to their national association. The unemployment rate has remained stable at around 8% of the working population since the end 100. Companies even continued to recruit and create positions , despite the pandemic.

In addition to the lack of personnel, another problem arises for employers: the new expectations of working people, especially the youngest. “The candidates want to work from home, have fixed hours to preserve their pro-personal balance, they want autonomy, friendliness, confidence …”, lists Steven Dailleux, co-founder of Friday Treize, a recruitment and HR consulting firm specialist in notarial professions. A profession in serious shortage of staff, he assures, and stuck in habits far removed from current aspirations. “Many notarial firms do not even have an HRD, we are very far from yoga classes in the office,” he continues. It is all the more complex as many young graduates not only demand a certain comfort at work, but also, immediately, responsibilities, a large salary and many benefits. Some even claim the status of partner right away, without ever having proven themselves. ”

A new balance of power

Undoubtedly the sign of a profound redefinition of the social contract between employers and employees. The promises of some are no longer always up to the expectations of others, which evolve at full speed – social and ecological commitment, pro-personal balance, quest for meaning … Above all, companies no longer have a monopoly: at a time when the office is less and less a a place of collective living, where you can earn a better living as a freelancer than with a permanent contract and where many aspire to a life tailored to your needs, you are less hesitant to slam the door to go and taste greener grass elsewhere. In the United States, the phenomenon is so massive that we speak of the Great Resignation: last November alone, 4.5 million people left their jobs, in all sectors. Some even show it off on social networks, where the #QuitMyJob has accumulated thousands of videos.

Read also “ Why Thirties Won’t Come Back to the Office Like Before

In video, Shana Blackwell, instigator of the #QuitMyJob movement

If France is not there, companies are making more promises to attract and keep talent. Publicis Groupe, for example, has just announced that its 80. employees will be able to spend six weeks per year in another office abroad. The health insurer Alan has meanwhile eliminated meetings and managers, extended maternity and paternity leave greatly facilitated the taking of leave, which is done without validation from the manager. Others, startups or SMEs, have opted for the 4-day week, without a drop in salary.

This is perhaps one of the positive aspects of this new balance of power, which pushes companies to take more account of the well-being and mental health of employees. In any case, the most privileged, who regain power thanks to tensions on the job market and at the end of linear careers. It remains to invent the right models, to find the new points of balance, to distinguish the healthy demands from the disproportionate demands and to re-establish the link between the individual and the collective. In the world of work, everything seems to be renegotiated.

(1) The first name has been changed.

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