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Comment digitaliser son recrutement en tant que PME ?

La digitalisation du recrutement est devenue essentielle pour les PME. Cet article vous explique comment : Offrir une expérience candidat fluide et mobile-first. Utiliser votre marque employeur comme levier d’attraction. Éviter les process éclatés grâce à une base centralisée. Automatiser les tâches répétitives pour gagner du temps. Diffuser efficacement vos offres d’emploi. Améliorer la collaboration interne autour du recrutement. Pourquoi digitaliser son recrutement ? Tout est devenu digital. On achète en quelques clics sur Amazon, on réserve ses vacances sur son smartphone… et les candidats s’attendent à la même simplicité quand ils postulent à un emploi. Le parallèle avec l’e-commerce est frappant : près de 3 acheteurs sur 5 abandonnent leur panier en ligne avant de finaliser. Dans le recrutement digital, c’est encore pire. Si le processus n’est pas fluide et pensé mobile, vous perdez vos talents avant même de les rencontrer. Un site carrière classique ne convertit que 0 à 2 % de ses visiteurs en candidats, alors qu’avec une expérience digitale optimisée (SEO, contenu marque employeur, mobile first), ce taux peut être multiplié par 10 et ainsi créer une véritable source d'acquisition des candidats. Digitaliser son recrutement est devenu un enjeu vital pour toute PME qui a besoin de talents. Digitaliser son recrutement avec un funnel de conversion candidat simple Comme en marketing, il faut penser funnel de conversion. Un candidat doit être guidé depuis l’endroit où il se trouve (Google Jobs, LinkedIn, réseaux sociaux, articles, jobboards spécialisés ...) jusqu’à l’acte de candidature. Les 3 étapes clés : Être présent là où se trouvent les candidats. Offrir une expérience sans friction, surtout sur mobile (plus de 90 % des candidatures se font sur smartphone). Permettre de postuler en un clic, via un CV ou un profil LinkedIn. Saviez-vous que 90 % des utilisateurs de LinkedIn en Belgique sont exclusivement sur mobile ? Utiliser sa marque employeur Pourquoi un candidat choisirait-il votre PME plutôt qu’une autre société avec un poste et un salaire équivalents ? La réponse tient à votre marque employeur. Celle-ci doit être authentique. On oublie le “bullshit” et les beaux discours marketing : il faut parler vrai. Questions à se poser : Quelle est votre culture de travail ? Quelles sont vos valeurs et votre vision ? Quels projets concrets mènent vos équipes ? Quelles opportunités d’évolution ou formations proposez-vous ? 84 % des candidats recherchent des informations sur la marque employeur avant de postuler, et ce chiffre grimpe encore pour les profils pénuriques. Un site carrière vide ou obsolète devient un frein majeur. Pensez aussi à adapter vos contenus selon vos profils cibles : un ouvrier, un ingénieur ou un IT n’auront pas les mêmes attentes ni le même langage. Éviter les process éclatés Trop de PME gèrent encore leurs recrutements via un mélange d’emails, d’Excel, de Dropbox ou Sharepoint. Résultat : des process éclatés et inefficaces. Exemples concrets : Un candidat déjà rencontré est recontacté par erreur. Un profil prometteur est perdu faute de base centralisée. Des retours candidats sont oubliés, ternissant l’image employeur Une base de données centralisée La clé de la digitalisation, c’est la centralisation des données. Avec un ATS (Applicant Tracking System), vous créez une base unique qui : Garde l’historique de chaque candidat, Partage les informations entre managers, Permet de constituer un vivier pour de futurs recrutements, Simplifie le rejet ou le suivi automatisé des candidatures. Ainsi, plus de pertes d’informations et un accès instantané à vos talents, même ceux rencontrés par le passé. Digitaliser son recrutement en automatisant les tâches chronophages Le but n’est pas de remplacer l’humain, mais de libérer du temps. L’automatisation réduit les tâches opérationnelles pour se concentrer sur ce qui compte : la rencontre humaine. Exemples d’automatisations utiles : Création automatique de fiches candidats (lecture CV, compétences, langues, etc.). Envoi de refus automatisés et personnalisés. Relances d’anciennes candidatures. Tri des CV avec extraction des compétences clés. Qualification via formulaires courts. Génération automatique d’annonces, traductions, et contenus pour réseaux sociaux. Diffusion multi-plateformes automatisée. Avec l’IA, ces étapes deviennent encore plus fluides et précises. La diffusion automatisée des offres d'emploi Publier sur LinkedIn, Indeed ou Google Jobs semble simple, mais c’est chronophage. Les candidats sont dispersés sur plusieurs canaux : il faut donc multidiffuser efficacement. Grâce à des outils de multidiffusion, une annonce peut être publiée en un clic sur tous les canaux pertinents. Avantages : Gain de temps considérable. Visibilité maximale auprès des bons candidats. Couverture complète du marché de l’emploi sans effort supplémentaire. Faciliter la communication interne Recruter ne se fait jamais seul. Dans une PME, plusieurs acteurs interviennent : dirigeants, managers, RH… Sans outil central, la communication devient éclatée. Les bénéfices d’un outil centralisé : Notes et évaluations directement sur la fiche candidat. Suivi en temps réel des recrutements. Décisions tracées et transparentes. Résultat : un processus plus collaboratif, rapide et clair — gage de professionnalisme auprès des candidats. Conclusion : digitaliser son recrutement, une nécessité pour les PME Ne pas digitaliser son recrutement, c’est perdre ses candidats avant même de les rencontrer. En résumé : Une expérience candidat mobile-first et fluide. Une marque employeur authentique et visible. Une base de données centralisée et intelligente. Des process automatisés pour se concentrer sur l’humain. Digitaliser son recrutement, c’est remettre l’humain au centre.

Amélie Alleman invited on LN24: Jobloom at the heart of HR news

Amélie Alleman, founder of Jobloom and Betuned , was recently a guest on the news channel LN24 to discuss the challenges of recruiting in SMEs and how technology can transform the candidate and recruiter experience. During this interview, she reflects on her entrepreneurial journey, the origins of Jobloom, and the challenges that small and medium-sized enterprises face in attracting the right talent in a competitive market. She explains how Jobloom enables SMEs to create a dynamic career page, distribute their job offers with a single click, and manage applications easily thanks to artificial intelligence. A clear, concrete, and inspiring exchange on the future of digitalized recruitment.

Comment digitaliser son recrutement en tant que PME ?

La digitalisation du recrutement est devenue essentielle pour les PME. Cet article vous explique comment :Offrir une expérience candidat fluide et mobile-first.Utiliser votre marque employeur comme levier d’attraction.Éviter les process éclatés grâce à une base centralisée.Automatiser les tâches répétitives pour gagner du temps.Diffuser efficacement vos offres d’emploi.Améliorer la collaboration interne autour du recrutement.Pourquoi digitaliser son recrutement ?Tout est devenu digital. On achète en quelques clics sur Amazon, on réserve ses vacances sur son smartphone… et les candidats s’attendent à la même simplicité quand ils postulent à un emploi.Le parallèle avec l’e-commerce est frappant : près de 3 acheteurs sur 5 abandonnent leur panier en ligne avant de finaliser.Dans le recrutement digital, c’est encore pire. Si le processus n’est pas fluide et pensé mobile, vous perdez vos talents avant même de les rencontrer.Un site carrière classique ne convertit que 0 à 2 % de ses visiteurs en candidats, alors qu’avec une expérience digitale optimisée (SEO, contenu marque employeur, mobile first), ce taux peut être multiplié par 10 et ainsi créer une véritable source d'acquisition des candidats.Digitaliser son recrutement est devenu un enjeu vital pour toute PME qui a besoin de talents.Digitaliser son recrutement avec un funnel de conversion candidat simpleComme en marketing, il faut penser funnel de conversion. Un candidat doit être guidé depuis l’endroit où il se trouve (Google Jobs, LinkedIn, réseaux sociaux, articles, jobboards spécialisés ...) jusqu’à l’acte de candidature.Les 3 étapes clés :Être présent là où se trouvent les candidats.Offrir une expérience sans friction, surtout sur mobile (plus de 90 % des candidatures se font sur smartphone).Permettre de postuler en un clic, via un CV ou un profil LinkedIn.Saviez-vous que 90 % des utilisateurs de LinkedIn en Belgique sont exclusivement sur mobile ?Utiliser sa marque employeurPourquoi un candidat choisirait-il votre PME plutôt qu’une autre société avec un poste et un salaire équivalents ? La réponse tient à votre marque employeur.Celle-ci doit être authentique. On oublie le “bullshit” et les beaux discours marketing : il faut parler vrai.Questions à se poser :Quelle est votre culture de travail ?Quelles sont vos valeurs et votre vision ?Quels projets concrets mènent vos équipes ?Quelles opportunités d’évolution ou formations proposez-vous ?84 % des candidats recherchent des informations sur la marque employeur avant de postuler, et ce chiffre grimpe encore pour les profils pénuriques.Un site carrière vide ou obsolète devient un frein majeur.Pensez aussi à adapter vos contenus selon vos profils cibles : un ouvrier, un ingénieur ou un IT n’auront pas les mêmes attentes ni le même langage.Éviter les process éclatésTrop de PME gèrent encore leurs recrutements via un mélange d’emails, d’Excel, de Dropbox ou Sharepoint. Résultat : des process éclatés et inefficaces.Exemples concrets :Un candidat déjà rencontré est recontacté par erreur.Un profil prometteur est perdu faute de base centralisée.Des retours candidats sont oubliés, ternissant l’image employeurUne base de données centraliséeLa clé de la digitalisation, c’est la centralisation des données.Avec un ATS (Applicant Tracking System), vous créez une base unique qui :Garde l’historique de chaque candidat,Partage les informations entre managers,Permet de constituer un vivier pour de futurs recrutements,Simplifie le rejet ou le suivi automatisé des candidatures.Ainsi, plus de pertes d’informations et un accès instantané à vos talents, même ceux rencontrés par le passé.Digitaliser son recrutement en automatisant les tâches chronophagesLe but n’est pas de remplacer l’humain, mais de libérer du temps.L’automatisation réduit les tâches opérationnelles pour se concentrer sur ce qui compte : la rencontre humaine.Exemples d’automatisations utiles :Création automatique de fiches candidats (lecture CV, compétences, langues, etc.).Envoi de refus automatisés et personnalisés.Relances d’anciennes candidatures.Tri des CV avec extraction des compétences clés.Qualification via formulaires courts.Génération automatique d’annonces, traductions, et contenus pour réseaux sociaux.Diffusion multi-plateformes automatisée.Avec l’IA, ces étapes deviennent encore plus fluides et précises.La diffusion automatisée des offres d'emploiPublier sur LinkedIn, Indeed ou Google Jobs semble simple, mais c’est chronophage.Les candidats sont dispersés sur plusieurs canaux : il faut donc multidiffuser efficacement.Grâce à des outils de multidiffusion, une annonce peut être publiée en un clic sur tous les canaux pertinents.Avantages :Gain de temps considérable.Visibilité maximale auprès des bons candidats.Couverture complète du marché de l’emploi sans effort supplémentaire.Faciliter la communication interneRecruter ne se fait jamais seul. Dans une PME, plusieurs acteurs interviennent : dirigeants, managers, RH…Sans outil central, la communication devient éclatée.Les bénéfices d’un outil centralisé :Notes et évaluations directement sur la fiche candidat.Suivi en temps réel des recrutements.Décisions tracées et transparentes.Résultat : un processus plus collaboratif, rapide et clair — gage de professionnalisme auprès des candidats.Conclusion : digitaliser son recrutement, une nécessité pour les PMENe pas digitaliser son recrutement, c’est perdre ses candidats avant même de les rencontrer.En résumé :Une expérience candidat mobile-first et fluide.Une marque employeur authentique et visible.Une base de données centralisée et intelligente.Des process automatisés pour se concentrer sur l’humain.Digitaliser son recrutement, c’est remettre l’humain au centre.

Je vois l’évolution d’un côté, le potentiel de l’autre. Et je savoure ! 

À gauche, Charlotte Courtat. Elle a commencé comme junior recruteuse chez Betuned. Aujourd’hui, elle est Product & Account Manager chez Jobloom. Trois ans à apprendre, tester, monter en puissance. Et franchement, quelle montée. Bravo Charlotte ! À droite, Romane Willemart. Elle a commencé cette semaine comme junior en communication digitale. Elle découvre tout, pose plein de questions, observe … et on sent déjà qu’elle ne va pas rester dans l’ombre bien longtemps. Welcome Romane ! Ce genre de photo, c’est plus qu’un cliché d’équipe. C’est un rappel que les talents, ça se révèle avec le temps, la confiance, et un peu d’espace pour oser. Et moi ? Je suis là, à regarder tout ça avec un mélange de fierté, d’admiration… et beaucoup d’enthousiasme pour la suite ! Let's Bloom !

Transforming is not reorganizing: The human survival guide for HR facing radical change. 

70% of transformations fail due to the human factor. Discover the HR guide inspired by the RTBF case to successfully drive change and leave no one behind.I'm going to be honest with you. The word "transformation" tires me. It's heard everywhere, in every executive committee, on every PowerPoint slide. The problem? It's been emptied of its meaning. It's been reduced to org charts, processes, and tools. We've forgotten that transforming a company is, above all, about supporting human beings who are losing their bearings.When I spoke with Christine Thiran, HR Director of RTBF, I realized that I was dealing with a leader who had not forgotten. She steered one of the most profound transformations of the Belgian media landscape, not from an ivory tower, but from the trenches, staying close to her teams.His testimony is a powerful antidote to the dehumanization of change. Forget the consultants and complex diagrams. Here are the human lessons of a radical transformation.The initial shock: Accepting and naming the griefImagine the scene. You gather your top 200 executives. People who have built their careers, their professional identity, within an organization they know inside out. And then, you announce the news to them.Christine tells it bluntly: "They announced to all these executives that a large part would have to... they were going to revoke their mandate."The word is out: "withdraw". It's not a "career evolution", it's a loss. A loss of status, of benchmarks, of work relationships built over years. It is precisely at this moment, by denying the emotional impact, that most transformation plans sow the seeds of their own failure.What Christine and her team were smart to do was to name things. Her words are powerful and still resonate with me: "We have done a lot of support programs, grief management because cutting, breaking up teams like that... there is a mourning. It must be acknowledged, even if my boss was annoyed that I talked about it."Talking about "grief" in a corporate setting might seem excessive. Yet, it's exactly what the famous Elisabeth Kübler-Ross Change Curve models. Originally applied to the stages of grief, it perfectly describes the emotional stages an employee goes through when faced with a major change: shock, denial, anger, bargaining, sadness, and finally, acceptance. Ignoring these stages guarantees that resistance will take hold permanently.‍The Change Curve: Understanding the emotional phases of a transformation.‍The cardinal philosophy: "Leave no one behind"In the face of this emotional chaos, a single compass guided the actions of RTBF's HR director. A simple phrase, but one that changes everything."It was just essential not to leave anyone behind. [...] The worst thing is to leave people on the side. They won't understand and they will start to have thoughts that are not positive."This sentence is not just wishful thinking. It's a strategy. It's the belief that the energy spent on supporting each individual is an investment, not a cost. What does that actually mean? Christine explains having "motivated her teams to go out and find people", to understand why an executive hadn't applied for a new position, to ensure that everyone had an exit door or a clear transition path.This approach is the polar opposite of the traditional method that involves announcing the plan and letting people fend for themselves. The result? This figure is not a hunch, but a harsh reality. A seminal study by the Harvard Business Review ("The Hard Side of Change Management") confirms that nearly 70% of transformation initiatives fail.The main reason? Companies focus on the technical aspects (structure, process) and overlook the human element, the "soft side," which is actually the hardest to manage. By not leaving anyone behind, RTBF has not only shown humanity; it has defused the main time bomb of its project.(Source: "The Hard Side of Change Management", Harold L. Sirkin, Perry Keenan, and Alan Jackson, Harvard Business Review, October 2005. URL: https://hbr.org/2005/10/the-hard-side-of-change-management)The Mechanics of Success: Combining Purpose and StructureHaving a philosophy is good. Having a method to apply it is better. The famous John Kotter's 8-step change model provides a perfect framework for understanding the success of RTBF. Even if the company didn't consciously tick each box, the spirit of these key steps is evident in its approach.Here are the 8 steps of Kotter's model:Create a sense of urgency.Form a powerful leading coalition.Develop a vision and a strategy.Communicate the vision for change.Empower employees to take action.Generate short-term wins.Consolidate achievements and generate even more change.Anchor new approaches in the corporate culture.In her testimony, Christine particularly emphasizes the steps 1, 4, and 6. The urgency (the media's survival against new practices), the communication of the vision ("We spent a lot of time explaining the meaning, the why. [...] Having a storytelling that made sense.") and the short-term victories (the promise of internal mobility, initially met with skepticism but proven by the numbers: 146 out of 154 positions filled internally) were the visible pillars of their success.What I take away, as a leader...RTBF's journey is not just a simple reorganization. It's a masterclass on leadership in times of crisis. It reminds us that our role, as HR leaders, is not to draw boxes, but to hold hands. To acknowledge the pain, to set a clear direction, and to never, ever, consider people as a variable to be adjusted.True transformation is not measured by the beauty of the new organizational chart, but by the resilience and trust of the teams that have gone through it.And you, in your transformations, how do you ensure that no one is left behind?Want to go further?This question leads to another, equally crucial one: once the new structure is in place, how can we ensure that the new roles are clear, motivating, and truly aligned with the vision? Because there is a great risk of falling back into old habits with job descriptions that do not reflect the change.Changing roles on paper is one thing. Bringing them to life is another. It's a challenge I face every day. That's why we organize sessions d'introduction à Jobloom, short and interactive. The goal? To show you concretely how to rethink your mission descriptions to turn them into real management and motivation tools.To discover a method and concrete examples, join one of our upcoming sessions. Inspiration is guaranteed.‍

Quand j’ai accouché, on m’a dit : « Il faut tout un village pour élever un enfant. » Aujourd’hui, je peux vous dire qu’il en faut deux pour faire grandir une start-up. 

Parce qu'entreprendre, ce n’est pas juste « kiffer sa liberté » et « disrupter des marchés ». C’est se lever avec 1000 idées et se coucher avec 1000 doutes. (Quand on a le luxe de dormir, évidemment). 🙃 Et dans tout ce chaos, on a besoin d'alliés. Des vrais. Nos investisseurs en font partie. Mais je ne parle pas ici d’un chèque et d’un pouce levé en visio chaque trimestre. Je parle de gens qui s'impliquent, qui s'exposent, qui prennent des risques avec toi. Je parle de gens qui : 👉 décryptent tes silences. 👉 te disent ce que tu n’as pas envie d’entendre. 👉 t’aident à transformer une intuition floue en plan d’action clair. Parce que oui, les boards, c’est bien. Mais c’est souvent trop espacé, trop superficiel, trop poli, trop verni. Trop loin du réel. Alors chezJobloom, j'ai voulu faire autrement. On a organisé notre tout premier Investor Day avec des ateliers de réflexion. Et on a travaillé, ensemble. Et franchement ? Cela m'a fait beaucoup de me sentir soutenue et entourée. C’est ça, la smart money pour moi. 😊 Pas juste du cash mais de l’écoute, du cerveau, du temps offert. Le plus dur maintenant ? Faire durer ça. En faire une habitude. Un réflexe collectif. Et amplifier encore la dynamique. À tous ceux qui investissent avec le cœur, la tête et le temps : merci. 🙏 Vous ne financez pas juste des boîtes. Vous aidez à rendre l’impossible… un peu plus possible. Et pour nous, fondateurs… ça change tout. Vraiment.

Employer branding: stop selling dreams, let your employees tell the real story.

Is your employer brand lacking authenticity? Stop selling dreams and find out how to turn your employees into your best ambassadors.There's a scene I see all too often. A company spends a fortune on a beautiful recruitment campaign. Sleek visuals, inspiring slogans, promises of fulfillment... on paper, it's perfect. But internally, employees roll their eyes. Sometimes they laugh. Sometimes they're just cynical.This discrepancy, this wide gap between the storefront and the back office, is the silent cancer of the employer brand.During my recent conversation with Anne-Sophie Noël, whom I had the pleasure of interviewing in episode 32 of the HR Stay Tuned podcast, she pointed out a painful truth with a candor that struck me: "If there's a discrepancy between what a company says about itself in external communication, its ambassadors, meaning its employees, will very quickly say: 'No, no, no, that's bullshit, it's not exactly like that.'""Bullshit". There, I said it. And it's accurate.In an era where trust is such a rare currency, it's time to stop this corporate charade. Let's stop selling dreams. Let's start sharing reality.The credibility crisis: why no one believes in your stock photos anymoreThe problem is not new. In fact, it's the topic I covered in my final thesis: the alignment between internal and external communication. Even back then, it was blatantly obvious to me. And today, the phenomenon is amplified by a radical transparency imposed by the digital world.Your candidates are not naive. Even before applying, they have already conducted their research on social media, or by contacting former employees. They know. And the numbers confirm it. According to a study by LinkedIn Talent Solutions, candidates trust employees of a company three times more than the company itself to get credible information about the work environment.Three times.Revisit this statistic. It marks the death certificate of top-down and sanitized corporate communication. The career site with actors smiling around a coffee machine? No one believes it. The CEO's polished speech on "values"? It is immediately contrasted with the stories, good or bad, that the teams share on the ground.As Anne-Sophie aptly puts it, your true ambassadors are not your PR agencies. " The employees of a company are its first ambassadors. " They are your only source of truth. Ignoring them, or worse, contradicting them, is not just a mistake. It's brand suicide.The authenticity revolution: co-creating your story, not making it upSo, what do we do? Do we give up?On the contrary. We are radically changing paradigms. The solution is disarmingly simple, but it requires courage: we must make authenticity a strategy.Anne-Sophie summed it up perfectly: "A good employer branding campaign, to me, is one that is done with the employees."This goes well beyond a few scripted video testimonials. It's about co-creating your story. This is called "Employee Advocacy", but let's get rid of the jargon. Simply put, it's about creating an environment where your teams are not only heard, but also feel proud and safe to share their actual experiences.How do we do it, practically speaking?Listen before you speak: What do your colleagues REALLY like about you? What excites them? What frustrates them? Conduct surveys, focus groups, informal conversations. Look for the raw material, not the polish.Identify your true storytellers: Give a voice to everyone. Not just to managers or the "star pupils". Highlight the technician who solves complex problems, the accountant who loves the atmosphere of her team, the young talent who has been well integrated. Their experiences are a thousand times more powerful than any slogan.Provide them with a stage, not a script: Your career site should be their platform. Your LinkedIn account should showcase their achievements. Companies like Patagonia or Decathlon don't burden themselves with corporate speak; they show their employees in action, living the passion for sports or the outdoors that is the brand's DNA. According to a report by MSLGroup, messages shared by employees have a reach 561% greater than the same messages shared through the brand's official channels. It's a monumental marketing and HR lever, based on trust.My struggle: to make authenticity accessibleI have held this belief for years. It's what recently drove me to launch Jobloom, my new venture. I've seen too many companies wanting to be authentic, but facing a lack of time or budget to create quality content.My obsession is to make this authenticity 'sexy' and accessible. As I was explaining to Anne-Sophie, we integrate the creation of this lively and embodied content directly into the design of career websites. We help companies interview their talents, turn these gems into captivating stories, so that their employer brand can finally be a true and attractive reflection of their culture.Because in the end, the best employer brand isn't the one that promises the moon. It's the one that tells you: "This is who we are, with our strengths, our challenges, and the incredible people who keep things running. If that speaks to you, join us."It's an invitation, not an advertisement. And that's the whole difference.

L’art (oublié) de célébrer les petites grandes victoires ! 

Ce midi, on a fait un break. Pas pour faire un point produit. Pas pour réfléchir à notre roadmap ou nos futurs clients. Mais pour célébrer. Autour de la table, presque toute l’équipe. Il manquait Louise, Phil et Stéphanie. À l’honneur : la naissance officielle de Jobloom et notre levée de fonds, synonyme de confiance et de croissance. Ce n’était qu'un lunch. Mais en réalité, c’était beaucoup plus. Un moment pour souffler. Pour regarder le chemin parcouru. Pour se dire “on l’a fait”. Ensemble. Dans l’univers startup, on célèbre trop peu. On fonce, on enchaîne, on planifie. Et pourtant… Ces moments-là sont essentiels. Ils nourrissent la cohésion, renforcent la vision et rappellent pourquoi on se lève chaque matin.Jobloom, c’est une nouvelle étape. Un projet né de l’expérience Betuned, de nos apprentissages, de notre passion pour transformer le recrutement en une solution innovante et efficace. On vous racontera tout ça très bientôt. Mais aujourd’hui, on voulait juste partager une chose : n’oublions pas de fêter. Ces “petites grandes victoires” sont le ciment de l’aventure ! Let's Bloom !

Amélie Alleman invited on LN24: Jobloom at the heart of HR news

Amélie Alleman, founder of Jobloom and Betuned, was recently a guest on the news channel LN24 to discuss the challenges of recruiting in SMEs and how technology can transform the candidate and recruiter experience.During this interview, she reflects on her entrepreneurial journey, the origins of Jobloom, and the challenges that small and medium-sized enterprises face in attracting the right talent in a competitive market. She explains how Jobloom enables SMEs to create a dynamic career page, distribute their job offers with a single click, and manage applications easily thanks to artificial intelligence.A clear, concrete, and inspiring exchange on the future of digitalized recruitment.

What if your employees became your best allies for the future? 

Your talents of tomorrow are already with you. Discover how internal mobility transforms your talent management, boosts engagement, and secures your future.In a world where there is constant talk of a talent war, the search for meaning at work, and more humane governance, one question deserves to be asked: what if your employees became your best allies in building the future of your company?I explored this topic in an exciting episode of my podcast HR Stay Tuned, alongside Sabine Colson, Investment Manager at Wallonie Entreprendre, an expert in management buyouts and employee share ownership. Together, we discussed strategy, HR, business transfer, emotions... and above all, a different way of doing business.Why talk about management buyout and employee share ownership in 2025?Because the context demands it.The aging of SME leaders makes business succession a critical economic issue.Today's talents (and even more so those of tomorrow) no longer just want to “work”. They want to participate, build, influence.Commitment becomes a strategic factor, not just HR.In this context, the mechanisms of management buyout (MBO) or employee share ownership allow for an internal, gradual, aligned transition. They create continuity, strengthen the local roots and stimulate performance.MBO vs Employee Shareholding: What's the Difference?Two approaches, one same philosophy.➤ A management buyout is when one or more executives or managers acquire all or part of the company.E.g.: A CEO and their committee take over the company from a founder who is retiring.➤ Employee share ownership is when the capital is opened up to a broader segment of the workforce.For example: All employees can invest in their company, often through a collective investment vehicle.What these two models have in common: ✅ A desire to sustain the business project. ✅ A strategic involvement of the teams strengthened. ✅ A more shared governance and more humane.When the human becomes strategicWhat Sabine Colson brilliantly highlights is that these structures are not just economic. They are emotional, human, deeply connected to the corporate culture.“At Technord or I-care, you can see that employees no longer say 'I work for', but 'I am part of'. It changes everything.” – Sabine ColsonEmployee shareholding creates pride, accountability, but also a new form of shared leadership.Practically speaking, how does one go about it?No need to have an immediate resale project. Here are some concrete ideas to start a strategic reflection:Map your internal talents: who might be ready to take over? to get more involved?Organize open discussion times on the company's long-term vision.Train your teams in governance, finance, risk: commitment comes through understanding.Contact an organization like Wallonie Entreprendre, which can support these transitions, even from the very early stages.And above all: dare to ask the question, even if everything is not ready.My personal feedbackWhen I raised funds for Jobbloom, I also asked myself: what kind of governance do I want? What role for my team in this project?These are topics that deeply challenge our stance as leaders. It's not just about capital or strategy. It's a vision of the company. Of its mission. Of its future.Conclusion: the company as a collective adventureLe management buyout et l’actionnariat salarié ne sont pas des solutions miracles. Mais ce sont des outils puissants pour réconcilier performance, pérennité et engagement.And what if, instead of looking for an external buyer, we looked around us?What if, instead of looking for solutions to resignations, demotivation, the war for talent... we opened the door to the talents we already have?Thanks to Sabine Colson for her valuable insights.‍To listen to the full episode, go here:

Discover Jobloom in La Libre Echo.

La Libre Echo features Amélie Alleman, founder of Jobloom, in an inspiring portrait of her entrepreneurial journey and the creation of a recruitment solution designed for SMEs. An article that looks back at the birth of Jobloom, its innovative positioning, and its mission: to simplify recruitment through technology.Amélie Alleman honored in La Libre Echo: a look back at the genesis of JobloomWe are pleased to share a great article published in the weekend edition of La Libre Echo (April 26-27, 2025), which devotes an entire page to Amélie Alleman, founder of Jobloom and Betuned.In this portrait, journalist Pierre-François Lovens reflects on Amélie's entrepreneurial journey and how her two projects – complementary and decidedly focused on innovation – are reinventing recruitment in SMEs.The article highlights the origin of Betuned, a specialized agency in employer branding through video, and then the natural evolution towards Jobloom, an all-in-one SaaS platform designed to digitize, automate, and simplify the entire recruitment process.Amélie shares transparently her transition from the service sector to tech, her pragmatic approach to AI applied to HR, as well as the vision behind Jobloom: to make recruitment simpler, more human, and more efficient for companies that don't have the time or resources of a large group.‍‍

Corporate Culture: The Secret to an Irresistible Employer Brand 

Forget foosball. A strong employer brand isn't what you promise, but what you are. Discover how to make your company culture your greatest asset.In a job market where attracting and retaining talent has become an art, corporate culture is no longer a mere "nice-to-have" option. It's the foundation, the DNA upon which an employer brand that is authentic and, dare we say, irresistible is built. But how do we move from nice words on a poster to a reality that is lived and embodied by every employee?To decipher this fascinating topic, we had the pleasure of discussing with Barbara Vandermaesen, co-founder of the consulting firm Humind, in our latest podcast. With her experience as a consultant and HR director, she provided us with valuable insights on how to build a culture that not only attracts but also makes people want to stay.Let's discover together the secrets to making your culture the most powerful of your assets.What is Corporate Culture, Concretely?Forget the academic definitions. Barbara offers us a much more evocative metaphor: imagine entering a house. Before even seeing the details, you feel an atmosphere. It's the smell, the warmth, the soul of the place. The corporate culture, that's exactly what it is."It's that soul, that smell, that atmosphere that is created within the organization. [...] It's something that you feel." - Barbara VandermaesenA strong culture is not one where everyone thinks the same. It's a consistent culture. It's when the experience you have, whether as a candidate, employee, or customer, is the same at every touchpoint. From the wallpaper on Teams to the onboarding, including the way successes are celebrated.The 4 Pillars of a Living and High-Performing CultureSo, how do we build this consistency? According to Humind, it all rests on a pragmatic four-dimensional model. To omit any one of them is to risk seeing your beautiful cultural edifice collapse.1. The Expression: Communicating Your DNAThis is the most visible part. It's about defining and clearly communicating who you are.Define your values: What do they actually mean to you?Create a manifesto: Share your story, your "why".Deploy a communication plan: Use all channels (intranet, posters, meetings) to ensure the message is heard.But beware, this is only the beginning. A culture that remains at the stage of expression is an empty shell.2. Modeling: Embodying BehaviorsA value like "innovation" is good. But what does it mean in everyday life?Translate values into observable behaviors: Does "Innovate" mean "having the right to make mistakes"? "Suggesting ideas outside of one's scope"?Leading by example: Managers and executives must be the first to embody these behaviors. If you advocate for collaboration, but the leaders work in silos, the message gets mixed.Train and support: Help your teams understand and adopt these new habits.3. Anchoring: Aligning Your HR ProcessesThis is where the magic happens (or not!). Your culture should permeate all of your organizational processes, especially your HR levers.Recruitment: Does your hiring process reflect your values? Are the interview questions aligned?Onboarding : Welcoming new members is a crucial moment to convey the culture.Performance Management: Do you assess and reward the behaviors you want to promote?Internal communication: Your intranet, newsletters, events... everything should reflect your culture.4. Empathy: Taking the Pulse of Your OrganizationOne can only improve what one measures. To know if your culture truly lives, one must listen.Quantitative surveys: Regular polls to measure adherence to values and the social climate.Qualitative approach: Interviews, focus groups, workshops to understand the nuances.Observation: Pay attention to the weak signals, the informal rituals, and what is said around the coffee machine.By working on these four dimensions in a balanced way, you create a virtuous circle where the culture is continuously strengthened.From Culture to Recruitment: Culture Fit or Culture Add?This is a strategic question that every human resources professional should ask themselves. Should we recruit people who are like us (Culture Fit) or people who complement us (Culture Add)?Culture Fit: It's the path of comfort. We recruit "clones" who integrate easily. The risk? Groupthink, stagnation, and reduced adaptability.The Culture Add: It's the path to evolution. We hire diverse profiles that bring new perspectives and challenge the status quo. It's essential for innovation, but it requires a greater integration effort to ensure the individual doesn't feel like an "alien".The right answer depends on your maturity and your HR strategy. What's important is to consciously make this choice: are we looking to strengthen our current culture or to evolve it?Showcasing Your Culture: Employer Branding in ActionOnce your culture is defined, embodied, and established, it's time to make it shine to attract the talents that match you.Authenticity above all: Your employer brand should be a true reflection of your internal reality. False promises create disappointments that are costly in terms of turnover and reputation.Internal-External Coherence: The message conveyed on your career site, in your videos, or on Glassdoor must be aligned with the employee experience. Any discrepancy is quickly noticed and harms your credibility.Les Ambassadeurs, vos meilleurs alliés : Le leadership est le premier ambassadeur. Mais ne vous arrêtez pas là ! Identifiez des collaborateurs à tous les niveaux qui incarnent votre culture et donnez-leur les moyens de la partager. Comme le suggère Barbara, pourquoi ne pas les impliquer dans l'onboarding des nouveaux arrivants ? C'est une manière incroyablement puissante de transmettre l'ADN de l'entreprise dès le premier jour.In ConclusionBuilding a strong corporate culture and an irresistible employer brand is not a sprint, but a marathon. It requires strategy, consistency, listening, and unwavering commitment from leadership.True success is when culture is no longer an "HR project" but everyone's business. It's when every interaction, every process, every communication reinforces who you are. That's how you will not only create a competitive edge to attract the best, but also a work environment where well-being and commitment lead to sustained performance.And you, where are you in building your culture? What are your biggest challenges? Share your experience in the comments!‍