How tech companies are adapting to attract and retain talent

The number of new tech jobs that offer telecommuting has increased as employers expand their search for talent. According to a recent CompTIA report, this development reflects a “significant shift in thinking about the workplace.”

Tech companies are involved with these reflections. In order to attract and retain their talent, they must adapt to this new hybrid standard of work that has been introduced, risking the loss of a good profile and the departure of employees.

How are VMWare and Kyndryl redefining, in their own way, the contours of the desktop world in a post-Covid world?

Flexibility and mobility

Kyndryl has yet to blow out its first candle – the IBM spin-off will go independent in November 2021 – but is looking to recruit with a vengeance this year to ramp up its activity. Its reputation should have grown since the company was spun off from Big Blue. The lack of reputation is also strong, says Christophe Malapert, director of human resources at Kyndryl France. The company, which currently has nearly 1,200 employees, wants to adopt a more “start-up” image, with a “construction approach” that many recruits are embracing, HRD points out.

ESN, which already has a well-established clientele, is struggling in a changing sector with “new workloads emerging in the cloud,” points out Christophe Malaperty. It is therefore necessary to integrate a whole range of new skills, with “different profiles” in sales, but also in consulting and IT production. For his part, Christophe Malapert observes a “relatively low, below 5%” attrition rate, in contrast to other ESNs that experienced sharper turnover at the end of the crisis.

Advertisement Your content continues below

The real challenge, according to HRD, is recruiting talent “in a market that’s really under pressure.” To increase its visibility, Kyndryl France, with 50% of its workforce in Île-de-France, recently joined the Defense Cyber ​​Campus, where cybersecurity players gather to share their expertise, including defense services. Government, research institutes such as Inria and a number of private companies in various sectors.

Adaptation of the workplace

Almost a year after its creation, Kyndryl is also working on the development of a remote work charter with social partners. Christophe Malaperty advocates “more flexibility for employees and new hires”.

For him, the challenge of hybridization is to ask more broadly “why do employees return to the site” when productivity at home is so good. Based on this reflection, the company implemented projects in its offices to create an on-site organization that would be more conducive to exchanges and meetings.

To retain talent, Kindril also wants to be committed on a variety of fronts. The company wants to “build bridges between trades” and offers training courses to employees, in particular by creating an internal Kyndryl Academy. “Today we know very well that to be attractive, you have to be inventive. We have the heritage of our past, but we create our identity by arranging things in a plane,” says Christophe Malaperty.

Balance between professional and personal life

VMware, a company that specializes in virtualization and multi-cloud, is also trying to find a more open model. Olivier Savornin, vice president and general manager of VMware France, defines the company as “a representative office that hosts a number of employees who help customers implement our technologies.” Because the cloud is “not that simple,” it requires “a lot of skills that are hard to find in the market,” according to the general manager.

Advertisement Your content continues below

The company, which has more than 400 employees in France, prides itself on taking “a number of actions” to help its employees “find meaning at work.” To find out what employees want, VMware France shared surveys, including on work-life balance.

VMware has also adopted a fairly flexible telecommuting policy. “We give employees the freedom to come back if necessary, if they want. Everyone will decide as he sees fit, according to their productivity and their goals,” Olivier Savornin points out, specifying that this is not only from post-Covid. politics.

Thus, VMware offers three different types of contract: a fixed format (ie at least four days a week in the office), a “remote” format (left vaguely voluntary) and finally a hybrid format, chosen by the vast majority. employees”, Olivier Savornin shows. He specifies that “these contracts are always subject to change, they have no fixed term or minimum limit”.

Promotion of meeting places

However, the employees did not leave their offices. With these new forms of work, Olivier Savornin observes “highly variable desires”. Faced with this observation, “we offer maximum flexibility to our employees. Instead of setting rules, we have conversations between employees and managers to find out what makes more sense to maintain employee productivity and motivation,” he summarizes.

In addition, the sense of belonging to the company remains a “fundamental thing”, admits Olivier Savornin. The French subsidiary also launched “a dozen initiatives” to “move the organization forward on critical issues.” VMware also revised the architecture of its offices to allow employees to meet. “You don’t go back to the office just to deal with your email. the post office, for which you had to increase the number of collaborative spaces”, says the general manager. For example, in the meeting rooms in the hybrid format, “a lot of effort was put into the sound part.”

VMware doesn’t shy away from innovation to attract young talent. The company particularly relies on partnerships with schools to attract engineers to join the group. Together with ESILV, the Pôle Léonard de Vinci engineering school in Paris, VMware participated in the creation of the “Cloud Computing and Cyber ​​Security” specialization. The company also benefits from a “Master’s” program in Barcelona to integrate students directly from the school into its various departments. “We teach them to trade for one, two or three years, then gradually integrate them into the company’s sales teams.” The elective course, taught in English, is open to European students.

This is, above all, a strategy of testing and learning, says Olivier Savornin: “The situation is very dynamic, we start initiatives without knowing what will happen. Some will strengthen, others will stop. We have very little to retreat from the situation. The future is still to be written.”

Advertisement Your content continues below

Leave a Comment

Your email address will not be published.