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France
Recruiting Trends 2016
Introduction
To truly influence business decisions, you
need to understand where the industry is
going. This annual report uncovers recruiting
trends in France that will move your
organization forward, and position
you as a strategic business partner.
What’s more interesting is a renewed
emphasis on relationships, which is a
critical factor in talent acquisition. Learn
how this theme ties into the top priorities,
upcoming challenges and opportunities
ahead in 2016 and beyond.
Index
Introduction
Key takeaways
Quality of hire: The magic metric
Employer brand: Owned by talent acquisition
02
04
07
11
Internal hiring: Leading the trend
Parting thoughts
Methodology
14
18
21
Key Takeaways
Most important trends
75%
Quality of hire continues to be the most valuable metric to track performance, and leaders are now measuring it through
feedback methodologies. As employer branding becomes a bigger priority, it becomes more of a shared responsibility.
Internal mobility is another emerging trend, and French organizations are ahead of their peers.
* What is the single most valuable metric that you use to track your recruiting team’s performance today?
* To what extent is the talent acquisition function at your company responsible for managing your company’s employer brand?
* To what extent does your company recruit the internal candidates?
42%
agree quality of hire
is the most valuable
metric for performance
40%
say internal hiring is
central to their
recruiting strategy
30%
either share or contribute
to employer branding with
other departments
Share these stats 5
2011 2012 2013 2014 2015
Hiring volume increase
Hiring budget increase
0%
25%
50%
75%
100%
36%
59%
31%
46%
22%
28%
18%
29%
34%
39%
Biggest challenges
75%
Send these stats to your CFO 6
* How do you expect the hiring volume across your organization to change in 2016 versus 2015?
* How has your organization’s budget for recruiting / talent acquisition solutions changed from 2015 to 2014?
* What are your company’s biggest obstacles to attracting the best talent?
The gap between volume and money continues to be a struggle. Budget is staying stagnant, yet hiring volume is
increasing. The imbalance makes it extremely difficult for organizations to overcome their biggest obstacles.
Hiring volume vs. budget Obstacles to attracting top talent 	
  
Trying to find candidates in high demand talent pools
Competition
Compensation
49%
34%
46%
Quality of hire:
The magic metric
* What is the single most valuable metric that you use to track your recruiting team’s performance today?
* What metrics does your organization use to track quality of hire?
75%
Most valuable metric
75%
Download the graphs 8
37%
42%
34%
22%
27% 25%
Quality of hire Hiring manager
satisfaction
Time to fill
2014 2015
70%
0%
Quality of hire keeps the top spot
Quality of hire continues to be the most valuable performance KPI, and most companies measure it through feedback
methodologies, such as hiring manager satisfaction and new hire performance evaluation.
57%
46%
35%
measure quality of hire through
hiring manager satisfaction
measure quality of hire through
new hire performance evaluation
measure quality of hire through
turnover or retention statistics
Measuring quality of hire
Quality of hire Hiring manager
satisfaction
Time to fill
* In general how well does your organization measure quality of hire? Read more on the blog 9
Leaders who think their companies measure quality of hire "best in class" or "very well"
United
Kingdom
Benelux United
States
France Spain Germany
33%
0%
50%
100%
Global average
23% 24%
32% 34%
41% 42%
71%
Globally, only 33% feel that they measure quality of hire effectively, and an even smaller 5% feel “best in class.” France is
on par with the global average. To strive for excellence, leaders might want to consider adjusting their current
measurement methods.
But leaders lack confidence in measuring quality
How well organizations feel they measure quality of hire
High = We are best in class / Very well
Low = Somewhat well / Not too well / Not at all / Don’t know
United
Kingdom
United
States
Benelux France Spain Germany
About LinkedIn Recruiter 10
Opportunities to source with social networks
say utilizing social professional networks
is an essential and long-lasting trend40%
say online professional networks are the
most effective tool for employer branding66%
Sources of quality hires
* Over the past 12 months, how significant were the following as a source of white collar professional hires for your organization?
Opportunities for social professional networks
Internet job boards
Social professional networks
Internal hires
20122011 2013 2014 2015
41%
46%
30%
0%
25%
50%
Internet job boards
Internal hires
Social professional networks
French organizations still heavily rely on internet job boards and internal hires. However, social professional networks
continue to steadily trending up. Social networks are not only a long-term trend, they are also an effective employer
brand channel because it builds relationships with potential candidates.
Employer brand:
Gaining ownership
2012 2013 2014 2015
66%
77%
43%
0%
50%
100%
Social media (e.g. Facebook, Twitter)
Online professional networks (e.g. LinkedIn)
Company website
2012 2013 2014 2015
33%
66%
54%
0%
50%
100%
Employer brand is a top priority for our organization
We have a proactive employer brand strategy
Those responsible for employer brand have enough
resources
75%
* Please indicate the extent to which you agree with the following as they relate to your company’s employer brand.
* Which channels or tools have you found most effective in spreading your employer brand?
The push for employer brand is paying off
How organizations value employer brand Most effective employer branding tools
After a dip last year, employer brand re-emerges as a top priority, and as a result, organizations are creating more proactive
strategies. Talent acquisition is increasingly seeing online professional networks as a powerful tool to promote employer brand.
Company website
Online professional networks (e.g. LinkedIn)
Social media (e.g. Facebook, Twitter)
Employer brand is a top priority for our organization
We have a proactive employer brand strategy
Those responsible for employer brand have enough
resources
Download the graphs 12
75%
* To what extent is the talent acquisition function at your company responsible for managing your company’s employer brand?
Talent acquisition shares or contributes to
managing employer brand
Talent acquisition owns employer brand
2012 2013 2014 2015
31%
30%
0%
50%
100%
Employer brand ownership
Employer branding is a shared responsibility
As organizations grow their employer brand, it becomes a bigger responsibility. There is a pretty even split between
talent acquisition owing employer branding, and sharing it with cross-functional teams. Those who share employer
branding usually partner with communications or marketing departments.
say they share or contribute to employer
branding with communications45%
say they share or contribute to employer
branding with marketing20%
Talent acquisition shares or contributes to
managing employer brand
Talent acquisition owns employer brand
Boost your talent brand 13
Internal hiring:
Leading the trend
29%
47%
22%
Very much so
To some extent
Not much/Not at all
Don’t know
0% 100%
40% 35% 24%
1%
*Figures may not add to 100% due to rounding.
Recruiting highly-skilled talent
Improving sourcing techniques
Internal hiring & transfers
46%
28%
29%
Get the graphs 15
While recruiting talent and sourcing skills are still top of mind for recruiting teams, there is a strong focus on internal
hiring. As a result, organizations are putting more programs in place. 40% of survey respondents consider internal hiring
as a central piece to their recruiting strategy.
* Over the next 12 months, which would you consider to be the most important priorities for your organization?
* To what extent does your company recruit the internal candidates?
Internal hiring emerges as a top priority
Recruiting internal candidatesTop priorities
Figures may not add to 100% due to rounding	
  
Recruiting highly-skilled talent
Improving sourcing techniques
Internal hiring & transfers
Very much so
To some extent	
  
Not much/Not at all
Don’t know	
  
75%
Share these stats 16
France excels in internal hiring
Since internal hiring is such a big focus, programs in France are much more well-defined than others across the globe.
Lateral transfer programs could be another opportunity to grow internal mobility.
* Which of the following statements best describes your company's internal hiring / internal transfer efforts?
We have a well-defined
program that provides
employees opportunities
for advancement
We have an ad hoc
process that varies
case by case
We don't have an
internal hiring program
France Global
24%
43%
21%
25% 10%
31%
44%
12%
Ad-hoc internal
hiring process
A well-defined program
for advancement
opportunities
No internal
hiring program
France Global
A well-defined
program for lateral
opportunities
11%
6%
17
“
”
Omar Scotto Di Carlo
Human Resources Business Partner
ATR
Human resources leaders dream about building a company where you
have the perfect candidate on each position. Hiring internally is a way to
pursue that dream.
Internal hiring is a key program that allows companies to develop their
people, develop their individual competencies, and strengthen the
company overall.
Parting thoughts
75%
* What do you consider to be the three most essential and long-lasting trends in recruiting for professional roles? Get the graphs 19
Employer branding Utilizing social and
professional networks
Internal
hiring/transfers
Finding better ways
to source passive
candidates
Employee referral
programs
49% 40% 29% 18% 17%
Recruiting trends to keep in mind
Looking ahead, there are certain areas that will continue to be dominant, like employer branding and internal hiring.
However, there are emerging trends beyond 2016, like using social professional networks and employee referrals. The
common thread amongst all these is the power of relationships. The relationships you have with your potential
candidates, internal partners, and employees will pave the path to talent acquisition success.
Utilizing social and
professional networks
Employer branding Internal hiring
and transfers
Employee referral
programs
Finding better ways
to source passive
talent
Put these insights into action
75%
20
1
2
3
Download the global report. Visit our website to download the global
report and see what’s trending worldwide.
Share the data. Present this report, or download all the graphs here
to share these insights with your boss, CFO, team and direct reports.
Continue learning. Dig into certain topics by download ebooks and
tipsheets on talent brand measurement, strategic sourcing, and more.
Now that you have the data, use it to plan for the future. Set yourself up for success by incorporating these trends and
insights into your strategies. Start planning for next year, get buy-in from leadership and your team, and show off your
strengths by using the data today:
Methodology
About this report
We surveyed 3,894 talent acquisition decision makers who work in a corporate HR department and have some
authority in their company’s recruitment solutions budget. These individuals focus exclusively on recruiting, manage a
recruiting team, or are HR generalists. These survey respondents are LinkedIn members who opted to participate in
research studies. They were selected based on information in their LinkedIn profile and contacted via email.
We also compared historical Global Recruiting Trends research taken from 2011 – 2014, which had similar sampling
criteria and methodology.
22
Survey fielded August – September
4,125 global respondents2014
Survey fielded August – September
3,379 global respondents2013
Survey fielded May – July
3,028 global respondents2012
Survey fielded April – June
3,263 global respondents2011
See what’s trending worldwide. Download the reports
23
US: 400
Canada: 305
Mexico: 150
South East Asia: 300
Brazil: 231
China: 200
Australia /
New Zealand: 300
South Africa: 123
India: 298
Nordics: 87
Italy: 199
MENA: 180
UK: 405
Spain: 180
Germany: 200France: 200
Benelux: 225
About LinkedIn Talent Solutions
LinkedIn Talent Solutions offers a full range of recruiting solutions to help organizations of all
sizes find, engage, and attract the best talent.
Founded in 2003, LinkedIn connects the world’s professionals to make them more productive
and successful. With over 350 million members worldwide, including executives from every
Fortune 500 company, LinkedIn is the world’s largest professional network.
Subscribe to our Blog
Talent.linkedin.com/blog
Check out our Slideshare
slideshare.net/linkedin-talent-solutions
Follow us on twitter
@hireonlinkedin
See our videos on YouTube
youtube.com/user/LITalentSolutions
Additional insights
talent.linkedin.com
Connect with us on LinkedIn
www.linkedin.com/company/1337
24
Researchers
Sam Gager
Team Lead, Research
LinkedIn
25
Erin Stites
Research Consultant
LinkedIn
Kate Hastings
Global Insights Director
LinkedIn
Nathan Gordon
Research Associate
LinkedIn
Authors	
  
Stephanie Bevegni
Marketing Manager
LinkedIn
Lydia Abbot
Marketing Associate
LinkedIn
Afrodisia Cuevas
Research Associate
LinkedIn

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Les tendances 2016 du recrutement en France

  • 2. Introduction To truly influence business decisions, you need to understand where the industry is going. This annual report uncovers recruiting trends in France that will move your organization forward, and position you as a strategic business partner. What’s more interesting is a renewed emphasis on relationships, which is a critical factor in talent acquisition. Learn how this theme ties into the top priorities, upcoming challenges and opportunities ahead in 2016 and beyond.
  • 3. Index Introduction Key takeaways Quality of hire: The magic metric Employer brand: Owned by talent acquisition 02 04 07 11 Internal hiring: Leading the trend Parting thoughts Methodology 14 18 21
  • 5. Most important trends 75% Quality of hire continues to be the most valuable metric to track performance, and leaders are now measuring it through feedback methodologies. As employer branding becomes a bigger priority, it becomes more of a shared responsibility. Internal mobility is another emerging trend, and French organizations are ahead of their peers. * What is the single most valuable metric that you use to track your recruiting team’s performance today? * To what extent is the talent acquisition function at your company responsible for managing your company’s employer brand? * To what extent does your company recruit the internal candidates? 42% agree quality of hire is the most valuable metric for performance 40% say internal hiring is central to their recruiting strategy 30% either share or contribute to employer branding with other departments Share these stats 5
  • 6. 2011 2012 2013 2014 2015 Hiring volume increase Hiring budget increase 0% 25% 50% 75% 100% 36% 59% 31% 46% 22% 28% 18% 29% 34% 39% Biggest challenges 75% Send these stats to your CFO 6 * How do you expect the hiring volume across your organization to change in 2016 versus 2015? * How has your organization’s budget for recruiting / talent acquisition solutions changed from 2015 to 2014? * What are your company’s biggest obstacles to attracting the best talent? The gap between volume and money continues to be a struggle. Budget is staying stagnant, yet hiring volume is increasing. The imbalance makes it extremely difficult for organizations to overcome their biggest obstacles. Hiring volume vs. budget Obstacles to attracting top talent   Trying to find candidates in high demand talent pools Competition Compensation 49% 34% 46%
  • 7. Quality of hire: The magic metric
  • 8. * What is the single most valuable metric that you use to track your recruiting team’s performance today? * What metrics does your organization use to track quality of hire? 75% Most valuable metric 75% Download the graphs 8 37% 42% 34% 22% 27% 25% Quality of hire Hiring manager satisfaction Time to fill 2014 2015 70% 0% Quality of hire keeps the top spot Quality of hire continues to be the most valuable performance KPI, and most companies measure it through feedback methodologies, such as hiring manager satisfaction and new hire performance evaluation. 57% 46% 35% measure quality of hire through hiring manager satisfaction measure quality of hire through new hire performance evaluation measure quality of hire through turnover or retention statistics Measuring quality of hire Quality of hire Hiring manager satisfaction Time to fill
  • 9. * In general how well does your organization measure quality of hire? Read more on the blog 9 Leaders who think their companies measure quality of hire "best in class" or "very well" United Kingdom Benelux United States France Spain Germany 33% 0% 50% 100% Global average 23% 24% 32% 34% 41% 42% 71% Globally, only 33% feel that they measure quality of hire effectively, and an even smaller 5% feel “best in class.” France is on par with the global average. To strive for excellence, leaders might want to consider adjusting their current measurement methods. But leaders lack confidence in measuring quality How well organizations feel they measure quality of hire High = We are best in class / Very well Low = Somewhat well / Not too well / Not at all / Don’t know United Kingdom United States Benelux France Spain Germany
  • 10. About LinkedIn Recruiter 10 Opportunities to source with social networks say utilizing social professional networks is an essential and long-lasting trend40% say online professional networks are the most effective tool for employer branding66% Sources of quality hires * Over the past 12 months, how significant were the following as a source of white collar professional hires for your organization? Opportunities for social professional networks Internet job boards Social professional networks Internal hires 20122011 2013 2014 2015 41% 46% 30% 0% 25% 50% Internet job boards Internal hires Social professional networks French organizations still heavily rely on internet job boards and internal hires. However, social professional networks continue to steadily trending up. Social networks are not only a long-term trend, they are also an effective employer brand channel because it builds relationships with potential candidates.
  • 12. 2012 2013 2014 2015 66% 77% 43% 0% 50% 100% Social media (e.g. Facebook, Twitter) Online professional networks (e.g. LinkedIn) Company website 2012 2013 2014 2015 33% 66% 54% 0% 50% 100% Employer brand is a top priority for our organization We have a proactive employer brand strategy Those responsible for employer brand have enough resources 75% * Please indicate the extent to which you agree with the following as they relate to your company’s employer brand. * Which channels or tools have you found most effective in spreading your employer brand? The push for employer brand is paying off How organizations value employer brand Most effective employer branding tools After a dip last year, employer brand re-emerges as a top priority, and as a result, organizations are creating more proactive strategies. Talent acquisition is increasingly seeing online professional networks as a powerful tool to promote employer brand. Company website Online professional networks (e.g. LinkedIn) Social media (e.g. Facebook, Twitter) Employer brand is a top priority for our organization We have a proactive employer brand strategy Those responsible for employer brand have enough resources Download the graphs 12
  • 13. 75% * To what extent is the talent acquisition function at your company responsible for managing your company’s employer brand? Talent acquisition shares or contributes to managing employer brand Talent acquisition owns employer brand 2012 2013 2014 2015 31% 30% 0% 50% 100% Employer brand ownership Employer branding is a shared responsibility As organizations grow their employer brand, it becomes a bigger responsibility. There is a pretty even split between talent acquisition owing employer branding, and sharing it with cross-functional teams. Those who share employer branding usually partner with communications or marketing departments. say they share or contribute to employer branding with communications45% say they share or contribute to employer branding with marketing20% Talent acquisition shares or contributes to managing employer brand Talent acquisition owns employer brand Boost your talent brand 13
  • 15. 29% 47% 22% Very much so To some extent Not much/Not at all Don’t know 0% 100% 40% 35% 24% 1% *Figures may not add to 100% due to rounding. Recruiting highly-skilled talent Improving sourcing techniques Internal hiring & transfers 46% 28% 29% Get the graphs 15 While recruiting talent and sourcing skills are still top of mind for recruiting teams, there is a strong focus on internal hiring. As a result, organizations are putting more programs in place. 40% of survey respondents consider internal hiring as a central piece to their recruiting strategy. * Over the next 12 months, which would you consider to be the most important priorities for your organization? * To what extent does your company recruit the internal candidates? Internal hiring emerges as a top priority Recruiting internal candidatesTop priorities Figures may not add to 100% due to rounding   Recruiting highly-skilled talent Improving sourcing techniques Internal hiring & transfers Very much so To some extent   Not much/Not at all Don’t know  
  • 16. 75% Share these stats 16 France excels in internal hiring Since internal hiring is such a big focus, programs in France are much more well-defined than others across the globe. Lateral transfer programs could be another opportunity to grow internal mobility. * Which of the following statements best describes your company's internal hiring / internal transfer efforts? We have a well-defined program that provides employees opportunities for advancement We have an ad hoc process that varies case by case We don't have an internal hiring program France Global 24% 43% 21% 25% 10% 31% 44% 12% Ad-hoc internal hiring process A well-defined program for advancement opportunities No internal hiring program France Global A well-defined program for lateral opportunities 11% 6%
  • 17. 17 “ ” Omar Scotto Di Carlo Human Resources Business Partner ATR Human resources leaders dream about building a company where you have the perfect candidate on each position. Hiring internally is a way to pursue that dream. Internal hiring is a key program that allows companies to develop their people, develop their individual competencies, and strengthen the company overall.
  • 19. 75% * What do you consider to be the three most essential and long-lasting trends in recruiting for professional roles? Get the graphs 19 Employer branding Utilizing social and professional networks Internal hiring/transfers Finding better ways to source passive candidates Employee referral programs 49% 40% 29% 18% 17% Recruiting trends to keep in mind Looking ahead, there are certain areas that will continue to be dominant, like employer branding and internal hiring. However, there are emerging trends beyond 2016, like using social professional networks and employee referrals. The common thread amongst all these is the power of relationships. The relationships you have with your potential candidates, internal partners, and employees will pave the path to talent acquisition success. Utilizing social and professional networks Employer branding Internal hiring and transfers Employee referral programs Finding better ways to source passive talent
  • 20. Put these insights into action 75% 20 1 2 3 Download the global report. Visit our website to download the global report and see what’s trending worldwide. Share the data. Present this report, or download all the graphs here to share these insights with your boss, CFO, team and direct reports. Continue learning. Dig into certain topics by download ebooks and tipsheets on talent brand measurement, strategic sourcing, and more. Now that you have the data, use it to plan for the future. Set yourself up for success by incorporating these trends and insights into your strategies. Start planning for next year, get buy-in from leadership and your team, and show off your strengths by using the data today:
  • 22. About this report We surveyed 3,894 talent acquisition decision makers who work in a corporate HR department and have some authority in their company’s recruitment solutions budget. These individuals focus exclusively on recruiting, manage a recruiting team, or are HR generalists. These survey respondents are LinkedIn members who opted to participate in research studies. They were selected based on information in their LinkedIn profile and contacted via email. We also compared historical Global Recruiting Trends research taken from 2011 – 2014, which had similar sampling criteria and methodology. 22 Survey fielded August – September 4,125 global respondents2014 Survey fielded August – September 3,379 global respondents2013 Survey fielded May – July 3,028 global respondents2012 Survey fielded April – June 3,263 global respondents2011 See what’s trending worldwide. Download the reports
  • 23. 23 US: 400 Canada: 305 Mexico: 150 South East Asia: 300 Brazil: 231 China: 200 Australia / New Zealand: 300 South Africa: 123 India: 298 Nordics: 87 Italy: 199 MENA: 180 UK: 405 Spain: 180 Germany: 200France: 200 Benelux: 225
  • 24. About LinkedIn Talent Solutions LinkedIn Talent Solutions offers a full range of recruiting solutions to help organizations of all sizes find, engage, and attract the best talent. Founded in 2003, LinkedIn connects the world’s professionals to make them more productive and successful. With over 350 million members worldwide, including executives from every Fortune 500 company, LinkedIn is the world’s largest professional network. Subscribe to our Blog Talent.linkedin.com/blog Check out our Slideshare slideshare.net/linkedin-talent-solutions Follow us on twitter @hireonlinkedin See our videos on YouTube youtube.com/user/LITalentSolutions Additional insights talent.linkedin.com Connect with us on LinkedIn www.linkedin.com/company/1337 24
  • 25. Researchers Sam Gager Team Lead, Research LinkedIn 25 Erin Stites Research Consultant LinkedIn Kate Hastings Global Insights Director LinkedIn Nathan Gordon Research Associate LinkedIn Authors   Stephanie Bevegni Marketing Manager LinkedIn Lydia Abbot Marketing Associate LinkedIn Afrodisia Cuevas Research Associate LinkedIn