1) Professionalize the entire HR value chain
Recruitment has been the spearhead of HR in startups. However, in a fragile economic context, other priority components add to its prerogatives. “Fundraising is rarer and less substantial. So startups will have to be responsible and profitable sooner”, explains Mathilde Le Coz, HRD at Mazars and President of the HR Lab. The effects on HR policies? “The cursor is clearly repositioning itself on performance issues, which requires the professionalization of the entire HR value chain: assessment, mobility, management or even talent management. »
A situation experienced by Valentine Mandon, HRD at Joko, a 45-person startup: “We are moving more and more into a business partner role to be closer to operational employees and offer them an HR strategy that meets their business objectives. » This function goes hand in hand with the formalization of HR processes and policies: “You need to surround yourself with more experienced HR skills across a broader spectrum. More and more startups are turning to HRDs from large groups to help them structure their HR practices”says Mathilde Le Coz.
2) Define (early) your culture as a basis for differentiation
Tensions over recruitment and commitment (6% commitment in France) are driving companies to return to the fundamentals: their culture to make it an axis of differentiation. The startup ecosystem is not immune to attractiveness issues: “There has even been a reversal of the situation since the scandals surrounding “Balance ta startup”: the organizational model is no longer the professional Eldorado of young talent”explains Mathilde Le Coz.
Based on what to attract and differentiate? Thanks to the employer promise resulting from a strong and distinctive culture, according to Stéphanie Fraise, HRD at Masteos, a 400-person startup specializing in rental investments: “HR issues are becoming fundamental criteria for joining or leaving a company. This requires working upstream of the corporate culture to make it a common reference: what are the values, how to incorporate them, and the associated HR processes… Today, more than ever, this formalization is an essential step in HR script, which must be supported by COMEX. “.
3) Be a guarantor of the corporate purpose
In 2023, faced with social and climate challenges, it is necessary to question the company’s mission, its impact on the world. “The Covid crisis has accelerated a latent phenomenon: the younger generations’ need for meaning, impact and freedom. They no longer hesitate to leave your company if they disagree.”, emphasizes Stéphanie Fraise. A form of intransigence was installed, therefore, in the moral contract that binds the company to its employees: “HR must make sure to clarify the company’s mission and its reason for being. Employees should be able to refer to it and draw inspiration from it in their daily work. If there is the slightest dissonance, they will leave without hesitation. “.
Welcome to “quit fast”! Valentine Mandon corroborates when speaking of “decentralization” of CSR subjects (corporate social responsibility): “I see a desire among employees to act at their level on issues of impact. As HR, we should facilitate these spontaneous initiatives by giving a guideline, such as the B-corp label for example. »
4) Individualize and co-build the employee experience
In a startup, with equal remuneration, the differential is in the ability to offer a flexible experience to the employee. “It’s about co-building a tailor-made professional career: the possibility of working remotely abroad, investing in CSR projects, training according to each person’s ambitions…”, explains Valentine Mandon. More globally, a recent Gartner survey found that only 13% of employees (any type of company) are completely satisfied with their work experience: “It is essential to rethink all stages of the employee experience, in particular the part of “talent management”: definition of professions, associated skills and possible development paths to give everyone a path”explains Stéphanie Fraise.
5) Equip turbulent managers in a hybrid environment
Qualifying managers is a priority for 60% of HR managers. Indeed, the complexity induced by the hybridization of work has particularly highlighted the need to better equip managers. “Remote work made it possible to highlight managerial shortcomings. To be consistent with the modes of operation promoted in startups, more freedom and autonomy must be offered. This is learned through leadership coaching”, emphasizes Mathilde Le Coz. This aspect is particularly critical in times of crisis: “Leaders will have to show composure to make sometimes difficult decisions. »