Obviously an attractive salary is no longer enough to convince candidates to join a company. “People want to understand what they’re doing and why they’re doing it, they’re looking for nonsense jobs”, says Nicolas Ducharme, CFO at Batch, a CRM platform known for its functionalities for creating and sending web and mobile notifications. “We also want a job that gives us a way to achieve our goals. It also requires support from our employer on our personal issues ”added Cécile Beaussant Le Gentil, Head of Customer Success at the same company.
If the start-up raises 20 million euros by the end of 2021, therefore not only to launch its new product or accelerate its international development, but mainly to invest in its corporate culture and its development of the skills of its employees. .
Ensuring the psychological safety of its employees at work is at the heart of Batch’s company strategy. Because a quiet employee at work is an employee who can devote himself fully to his tasks during his work time, without disturbing his mind with personal worries.
How is this investment reflected in corporate culture in concrete terms in Batch?
Strong steps to promote work-life balance
Since the health crisis began, personal life at work has come a long way: “We saw each other’s children, spouses or animals land on the camera field in the middle of a Zoom meeting. It made a difference! Now, the candidates don’t hesitate to ask us what time they are. can leave the office at night. A few years ago, that was unthinkable. “ compare Nicholas.
This question, Alice Hervet, formerly a tax specialist in large groups and now Finance Ops, dared to ask it during her job interview with Batch: “The culture of presenteeism does not speak to me. On the other hand, being very good at work to meet challenges, yes! That is what fascinates me most about Batch!»
The company has developed policies to prevent their employees from drowning in the long workday and sacrifice their rest and leisure time at their work: no email after 6 pm, possibility to leave earlier in the evening without required to report …
“Before arriving at Batch, sometimes I finished too laterecollection of Cécile. I liked my job but I realized that this rhythm is no longer rigid when I want to have a child. I thought I wouldn’t have a difficult position of responsibility and a harmonious family life, but I did. I regularly leave at 5:30 pm to pick up my son at daycare and be with him. One day, I found out my CSM team went back to work, the day before, after having a drink at 6 pm to finish their work. I canceled the entire agenda so we could settle this charge. »
Every night, Nicolas also leaves the office earlier to pick up his son: “And then I don’t work at home againhe says. This organization benefits everyone: some people take advantage of the opportunity to spend time with their children, but others want to finish early to drink beer, dance or ride a horse ”. The start-up also set up an extended one-month second parental leave in early 2020 and facilitated access to child care for young parents.
However, even though the company ensures work/personal life balance, it fully respects the privacy of its employees: “Our company is not our familysaid Nicholas. At Batch, our work allows us to have an enjoyable family life because we earn and because our company promotes balance in this work/personal life. More than a family, we are more of a high level sports team, having to train hard before matches, but also have full recovery stages. »
A transparent teleworking policy
Batch quickly formalizes teleworking rules: either you’re in “far away first” and you should be in the office 5 days a month, or you’re in the “office first” and you go to the site at least two days a week. “The policy is clear and clear enough so as not to create tension. As for the schedules, we benefit from a certain flexibility. Currently, half of my team is in our office in Lyon to work and attend Event sounds ”Cecile explained.
A clear definition of evaluation criteria and support in professional development projects
“We know that it is now very important for someone to know what exactly their employer expects of them: as a CSM, will I be evaluated on the number of sales or on my ability to conduct client meetings on my own? ? This is why we set up Career Passes, professional development grids, ” Nicholas is thriving.
For example, in her CSM division, Cécile brought to the attention of these groups this grid that displays standards for development in terms of seniority, goals to be achieved, development of specific expertise or and management skills: “It is on this grid that we base ourselves to discuss together possible evolutions (horizontal or transition to other teams: Key Account, Data, etc.) and what needs to be put in terms of training to support these routes. On the manager’s side, part of our goals is to make our teams shine, the recognition and appreciation of their work throughout the company. »
“Now, training my teams and securing my division is more important than making turnover. This support makes it feel like even juniors are valued and capable. Yesterday, a CSM told me that for the first time, he felt he was an expert in the eyes of the client, that is exactly what we wanted! », he continued.
Communication is another constituent element of Batch’s DNA, where basic information as well as the most unofficial passes through regular points, breakfasts where newcomers are also presented. “Here, you won’t miss half the news if you’re not going to a party or aperitif. We don’t have to be present in these festive moments on the network, to see well »appreciated Alice.
The company also encourages contacting a buddy before onboard. The prospective employee may contact this referent to ask him or her any questions about formal and informal terms within the company. “I was struck by very easy communication from the recruitment stageCécile remembered. I received an SMS from HR before my interview to wish me luck and then ask me how it happened. »
Convinced of the positive impact of this corporate culture on attracting and retaining talent, Nicolas is pleased that “This year celebrates the 10th anniversary of the box of four Batcheur, a relatively rare phenomenon in companies, and in start-ups in particular today. I never thought I would lose an employee overnight without him coming to tell me about his early departure. I hope that trusting each other will allow us to keep people in the long run ”.