Comment digitaliser son recrutement en tant que PME ?

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.

Comment digitaliser son recrutement en tant que PME ?

Pourquoi digitaliser son recrutement ?

Les 3 étapes clés :

Utiliser sa marque employeur

Questions à se poser :

Éviter les process éclatés

Exemples concrets :

Une base de données centralisée

Digitaliser son recrutement en automatisant les tâches chronophages

Exemples d’automatisations utiles :

La diffusion automatisée des offres d'emploi

Avantages :

Faciliter la communication interne

Les bénéfices d’un outil centralisé :

Conclusion : digitaliser son recrutement, une nécessité pour les PME

En résumé :

The latest

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

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

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.

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

Amélie