Staffmatch is certified Great Place to Work again!
31 October 2022 · 5 min reading time
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See job offersCreated in 1992, the Great Place To Work label is the benchmark for quality of life at work. Its mission is to create a better society by helping organizations become "Great Places to Work" for everyone.
In our constant desire for transparency, let's discover together the results of our Group for the year 2022.
More than a label, a true thermometer of QWLCT (Quality of Work Life and Working Conditions)
Since our creation, our ambition has always been to have a warm and family-like work atmosphere for all our teams. Quality of Work Life and Working Conditions have always been at the heart of our HR strategy. If we take the 2013 definition given by ANACT (French National Agency for the Improvement of Working Conditions), QWLCT is defined as "actions that make it possible to reconcile both the improvement of working conditions and overall performance".
Our objective is that each of our employees can feel comfortable, fulfilled, and progress at the same time as the company grows. But how do we measure our employees' perception of their daily life within the Staffmatch Group?
In addition to implementing tools like Zestmeup, which allows everyone to give their daily mood and enables us to gauge the motivation drivers of our employees, we decided to directly survey our employees through the Great Place to Work questionnaire for the second consecutive year.
The survey was administered by email over 2 weeks, and each person responded anonymously and freely. This method guarantees real transparency from the respondents and therefore represents a true barometer of employee satisfaction.
Happy Employees to Go Further
If we take the last question asked by Great Place to Work: "Overall, I can say that this is a company where it is really good to work", we reach a positive feedback rate of 93%, and across the entire questionnaire, the Trust Index of our company is 87% (The Trust Index is the average of the positive response rate across all questions related to the Great Place To Work model).
These two indicators are perfectly in line with the Group's ambition: to become one of the leaders in temporary work in France and Europe.
Without fulfilled employees, we could not envision becoming a reference in our field, and our financial results would not follow.
But How Did We Achieve This Result?
To achieve a level of overall performance like the one we currently have, it is necessary to consider different factors and implement precise and recurring rituals.
Recruit and Integrate
First of all, you need to know how to recruit and welcome your employees. For the past 2 years, we have integrated a "shadow" ritual into the interview phase. In a nutshell, during the recruitment process, each candidate spends a few hours immersed with the team they are applying to. This allows them to get a feel for the reality of the job and the atmosphere of the team they will potentially join.
Since the beginning of the year, we have also introduced personality tests that give us a better understanding of the candidate's mindset and their vision of the company.
Once the candidate is recruited, we onboard them and welcome them with a comprehensive two-day program at our head office. In addition to presenting our company and our values, operational training is provided so that the start of the job and the understanding of our internal tools take place in the best possible conditions.
Moreover, our head office, as well as each of our agencies, are designed to be convivial places where sharing and exchange are inherent to our vision of the company.
Innovate and Undertake
The second milestone of the corporate culture we have implemented is inspiration and the desire to undertake.
Following the example of our co-founders Brice Cournut and Vincent Rech, everyone can have an idea for improvement or development of the company and is encouraged by our management teams to set up their own intrapreneurial project.
Temporary work is a sector in which human relations are central to exchanges. Based on this observation, we adapt our operation so that digital is not the core of our DNA and that exchanges between our teams, our temporary workers, and our clients remain the basis of our foundations: we never confuse digitalization and dehumanization!
Communicate
Being transparent and having clear communication with our teams is also one of the strengths of our organization. Each employee knows their objectives, those of their team, and also those of the company.
Our leaders regularly communicate our short-term and long-term objectives to all employees so that everyone has a vision of their role in the organization.
In addition to this communication, we have created our own internal broadcast: Staffnews. A short 15-minute format presenting the latest tech advancements, new processes implemented, and all the events of our company life.
Listening and Accessibility
Well-being at work is therefore an essential quality for Staffmatch.
The company is convinced that attracting and retaining the best talent can only be done through their involvement in the company's strategy. Thus, each employee is valued at their true worth.
Thanks to an HR policy focused on the employee journey, we listen to and support each of our employees throughout their professional life at Staffmatch.
The company also provides a training catalog accessible to those who wish to use it. Today, more than 70% of employees have had access to internal training.
We have also implemented local management to be attentive to everyone. Finally, thanks to the daily "Zestmeup" survey, we know everyone's mood. If an employee expresses a feeling of unease, we approach them to understand and provide solutions, no matter the reason.
Evolve
Throughout our development, our Group has always sought to build a community of talents by prioritizing internal promotion over external recruitment.
Each manager's mission is to support their team on a daily basis and build lasting relationships to develop everyone's skills, always keeping in mind the rule of the three Cs: Cohesion, Communication, and Confidence.
Celebrate and Share
Since 2017, the end-of-year seminar has become an essential tradition for the well-being and cohesion of all teams.
These seminars allow us to celebrate past successes together and look forward to future goals.
It is also the time for us all to get together, because with around thirty agencies across the country (soon forty), opportunities to celebrate together are rare.
These sharing weekends are also an opportunity to present the Staffawards, which individually and collectively reward the company's top performers.
It is by gradually establishing all these levers as we grow that QWLCT has taken an important place in our company philosophy and remains one of the foundations of the Staffmatch Group.
If you want to join a fast-growing company and develop your potential, don't hesitate any longer; all our job offers are available on our website.
That's Good, But What's Next?
Being certified "Great Place to Work" for the 2nd consecutive year rewards the efforts and actions undertaken by Staffmatch.
Our objective is clear: to offer a positive experience to all our employees, regardless of their role or place of work.
In this, we aim for the "Best Place to Work" certification, which recognizes companies where it is good to work. This label of excellence allows us to raise our standards and be even more attentive to the well-being of our employees.
At Staffmatch, we take on the challenge of growth while preserving our values.
It's a certainty, it's good to work at our company!
All our offers on: https://staffmatch.com/en/careers/
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