Recruitment

Once your needs are evaluated, define the profile of the collaborator you require.
Ask yourself these first questions:

Then, ask yourself:

Take stock of your current team’s profiles, especially soft skills, and target the missing roles/profiles (see, e.g., the Belbin or “Arc-en-ciel” method).

→ Should I recruit myself and/or get support?

Eco-SME leaders often handle recruitment themselves (Study: HR and Management Needs 2018, PEXE/ADEME/DIRECCTE IDF). Many see risks in outsourcing—sector knowledge gaps, algorithmic tools, distrust of platforms/agencies…
However, support can be helpful, especially to manage candidate flows, identify unexpected profiles, and offer outside expertise.

Do not fully delegate your recruitment—stay engaged. Recruitment is a human interaction. Your process affects your employer brand; candidates may review you on social media.

→ Write and post a job ad

A job ad is not just a job description: make people want to apply. Share info about your company, projects, work environment, and benefits.
The ad should include job title, category, reporting line (which must remain unchanged after hiring).
The ad should highlight: knowledge, know-how, soft skills, role, mission, and challenges—rather than just tasks.
You must publish your ad on Pôle Emploi platforms. For executive roles, publish on APEC’s site (they verify legal compliance, especially anti-discrimination). Ads must be gender-neutral and state whether the role is accessible to people with disabilities. If not, you must justify it.
Share the ad internally and prioritize internal candidates. Support employee development.

Tips:
Posting on LinkedIn helps you reach a wide network and boosts your visibility. Also use clusters, competitiveness hubs, and networks to spread the word.

During the interview, complete an evaluation grid for each candidate and keep it. It shows that your decision is based on objective, non-discriminatory criteria.

Reminder: Discriminatory questions are prohibited in interviews (e.g., private life, beliefs…). When deciding, revisit the job need and profile. Prioritize skills over personal impressions. Recruiters often choose candidates who resemble them—but high-performing teams are made up of complementary profiles. Don’t focus only on technical skills—team dynamics and contribution matter too.

Challenge your assumptions! Some believe seniors “aren’t attracted to startups,” “can’t handle pressure,” or are “too expensive” or “inflexible.”
Others assume young people “aren’t committed long-term,” “don’t accept management.” Gender stereotypes also persist. Many hiring biases are unconscious—be aware and avoid them.

Consider a skills-based recruitment approach that evaluates candidates beyond degrees and experience.

Tips:
Take time to:
• Review all CVs, even those pre-screened out by an agency
• Respond to rejected candidates — it supports job seekers and improves your employer brand

→ Don’t neglect this step

Take time to properly welcome and onboard your new hire. Make them feel expected. At a minimum: let them know in advance what their first day will look like, who will greet them, inform the team, and prepare their tools.
Some companies offer a full onboarding path.

→ Retain them

Once hiring is complete, do everything you can to make the person want to stay.

Tips:
• Avoid false promises about missions or growth opportunities
• Offer a career path (see Practical Guide “Training”)
• Ensure a supportive work environment
• Practice cooperative management

MAINTAIN YOUR EMPLOYER BRAND

• Treat all candidates and employees (including interns) well, regardless of their status
• Maintain your online reputation—be visible and share your successes