Leaving a large group for an SME
20 November 2009
Read by 1579 persons
Leaving a large group for an SME
Each year, a growing number of executives leave the prestige of large companies to join one of the 2.6 million French SMEs. Those who dare to work for a small business are rarely disappointed. All praise a motivating work environment, a pleasant atmosphere and greater proximity to their management and team. Skills are easily recognized and valued through rapid internal promotions. And, contrary to popular belief, salaries in small companies are on par with those in large groups. Purchasing power is even less stuck at the bottom. A study by APEC, published in October, confirms this: in 2005, salary increases for SME executives were higher than those granted in companies with more than 500 employees. Instructions for making the leap.
1 Check your motivations
What is sought when choosing to work in an SME? "A less political environment, a more flexible structure to regain a degree of autonomy, freedom and responsibility," replies Cécile Charbonnier, associate at Cera, a headhunting firm that works for small businesses. "In one way or another, SME candidates dream of being entrepreneurs." This recruitment manager knows what she's talking about. Eight years ago, she left the Arcelor tower in La Défense to join this six-person SME in Lyon: "I needed a stronger human dimension than in a large company, where career paths are clearly defined."
But, before taking the plunge, it is better to check that your need for autonomy is not an illusion. "Some people dream of being entrepreneurs and are not made for it! Beware of profiles that need security," warns Philippe Cirier, who heads the recruitment firm Opteaman. Because gaining autonomy also means being more exposed.
2 Highlight your experience
SMEs like experienced executives. The ideal profile? "Between 30 and 40 years old, with one or two experiences in a large company," says Alexandre Noto, president of Concerto, a human resources firm. Those who have honed their skills in large groups are in demand: "SMEs thus acquire an address book and proven work methods."
To check that you are right for each other, you can manage the change smoothly. A transfer from headquarters to a subsidiary of a large group is a good warm-up.
Another soft transition: using specific leave. Portfolio manager at Société Générale in Reims, Antoine Quinzin took a sabbatical leave before becoming the export director of Chez Colette: "The time to make sure that this new job suited me, and that the company was financially sound!"
3 Investigate your environment
Between too small and too large, you need to know how to aim. In a micro-enterprise, there is a risk of suffocation. "Finding yourself in a small office with the same faces can quickly dampen morale!" recalls Christophe de Becdelièvre, who, in 2003, left Business Objects to create Aralys, a small service company. Conversely, a large SME can recreate the cumbersome hierarchy you are fleeing. Erwan Roe, national client manager at Hénaff, avoided this pitfall: "From the outset, I eliminated structures that were too short," explains this former brand manager at Gillette who joined the Breton family SME with 200 employees, a well-known name, and a leading brand in its market.
Asking precise questions beforehand about your mission is all the more important because, as Christophe de Becdelièvre points out, "job descriptions are more vague in an SME". It is also better to check out the location. Because, if you are ready to leave Paris, finding yourself in the middle of nowhere in the Cantal may not suit you.
4 Get in touch with your employer
An SME is above all a matter of encounters. "For an SME boss, hiring an executive is a personal investment. If he makes a mistake, the consequences are more significant than in a group of 10,000 people," says Cécile Charbonnier. This is why recruitment in SMEs is less done via the internet than through networks, cooptation or agencies.
The boss is looking for a personality that often resembles him. Highlight what characterizes you. "At the interview, I saw that my attachment to the region and my desire to return there echoed the values of a boss who fought to keep the production unit in Pouldreuzic!" recalls Erwan Roe, a Breton by origin and proud of it.
5 Know how to protect your salary
In an SME, you are less well paid. False! "The remuneration structure is different, but I earned more in gross salary," says Antoine Quinzin. Of course, he had to switch to the health insurance, profit sharing, the employee savings plan and other benefits. But it doesn't matter. "I don't have stock options, and I don't miss them!" confirms Erwan Roe. He too has seen an increase in his purchasing power. "The variable component is often higher than in large companies and the salary is directly linked to results. An SME that makes poor results will freeze salaries for a year. Conversely, if it generates profits, the progression will be rapid," observes Cécile Charbonnier.
In the meantime, all those who have made the leap from large to small companies talk with delight about the joy of being more autonomous, that exquisite feeling of no longer being a pawn, that pleasure of seeing the direct impact of their actions... In their eyes, these satisfactions are priceless.
Fanny Guinochet
Posted online July 28, 2008
Each year, a growing number of executives leave the prestige of large companies to join one of the 2.6 million French SMEs. Those who dare to work for a small business are rarely disappointed. All praise a motivating work environment, a pleasant atmosphere and greater proximity to their management and team. Skills are easily recognized and valued through rapid internal promotions. And, contrary to popular belief, salaries in small companies are on par with those in large groups. Purchasing power is even less stuck at the bottom. A study by APEC, published in October, confirms this: in 2005, salary increases for SME executives were higher than those granted in companies with more than 500 employees. Instructions for making the leap.
1 Check your motivations
What is sought when choosing to work in an SME? "A less political environment, a more flexible structure to regain a degree of autonomy, freedom and responsibility," replies Cécile Charbonnier, associate at Cera, a headhunting firm that works for small businesses. "In one way or another, SME candidates dream of being entrepreneurs." This recruitment manager knows what she's talking about. Eight years ago, she left the Arcelor tower in La Défense to join this six-person SME in Lyon: "I needed a stronger human dimension than in a large company, where career paths are clearly defined."
But, before taking the plunge, it is better to check that your need for autonomy is not an illusion. "Some people dream of being entrepreneurs and are not made for it! Beware of profiles that need security," warns Philippe Cirier, who heads the recruitment firm Opteaman. Because gaining autonomy also means being more exposed.
2 Highlight your experience
SMEs like experienced executives. The ideal profile? "Between 30 and 40 years old, with one or two experiences in a large company," says Alexandre Noto, president of Concerto, a human resources firm. Those who have honed their skills in large groups are in demand: "SMEs thus acquire an address book and proven work methods."
To check that you are right for each other, you can manage the change smoothly. A transfer from headquarters to a subsidiary of a large group is a good warm-up.
Another soft transition: using specific leave. Portfolio manager at Société Générale in Reims, Antoine Quinzin took a sabbatical leave before becoming the export director of Chez Colette: "The time to make sure that this new job suited me, and that the company was financially sound!"
3 Investigate your environment
Between too small and too large, you need to know how to aim. In a micro-enterprise, there is a risk of suffocation. "Finding yourself in a small office with the same faces can quickly dampen morale!" recalls Christophe de Becdelièvre, who, in 2003, left Business Objects to create Aralys, a small service company. Conversely, a large SME can recreate the cumbersome hierarchy you are fleeing. Erwan Roe, national client manager at Hénaff, avoided this pitfall: "From the outset, I eliminated structures that were too short," explains this former brand manager at Gillette who joined the Breton family SME with 200 employees, a well-known name, and a leading brand in its market.
Asking precise questions beforehand about your mission is all the more important because, as Christophe de Becdelièvre points out, "job descriptions are more vague in an SME". It is also better to check out the location. Because, if you are ready to leave Paris, finding yourself in the middle of nowhere in the Cantal may not suit you.
4 Get in touch with your employer
An SME is above all a matter of encounters. "For an SME boss, hiring an executive is a personal investment. If he makes a mistake, the consequences are more significant than in a group of 10,000 people," says Cécile Charbonnier. This is why recruitment in SMEs is less done via the internet than through networks, cooptation or agencies.
The boss is looking for a personality that often resembles him. Highlight what characterizes you. "At the interview, I saw that my attachment to the region and my desire to return there echoed the values of a boss who fought to keep the production unit in Pouldreuzic!" recalls Erwan Roe, a Breton by origin and proud of it.
5 Know how to protect your salary
In an SME, you are less well paid. False! "The remuneration structure is different, but I earned more in gross salary," says Antoine Quinzin. Of course, he had to switch to the health insurance, profit sharing, the employee savings plan and other benefits. But it doesn't matter. "I don't have stock options, and I don't miss them!" confirms Erwan Roe. He too has seen an increase in his purchasing power. "The variable component is often higher than in large companies and the salary is directly linked to results. An SME that makes poor results will freeze salaries for a year. Conversely, if it generates profits, the progression will be rapid," observes Cécile Charbonnier.
In the meantime, all those who have made the leap from large to small companies talk with delight about the joy of being more autonomous, that exquisite feeling of no longer being a pawn, that pleasure of seeing the direct impact of their actions... In their eyes, these satisfactions are priceless.
Fanny Guinochet
Posted online July 28, 2008
