Employer Branding and HR Marketing: Meryame Benbya's Vision at Bouygues Construction IT

8 September 2025 Read by 2199 persons

 

 

In an increasingly complex and competitive job market, attracting and retaining top talent can no longer be limited to offering an attractive position or package. Companies must embody a culture, reveal an identity, and above all, create an experience that gives meaning to professional careers.

This is the conviction shared by Meryame Benbya, Deputy Head of Department at Bouygues Construction IT, clearly distinguishing employer branding from HR marketing, and placing the candidate and employee experience at the heart of the strategy.

Employer Branding vs. HR Marketing: A Clear Distinction

"Yes, I do make a difference between employer branding and HR marketing, especially in a competitive sector like IT.

For me, employer branding represents what we are as a company: our culture, our values, our daily environment. It is built daily through our projects, our teams, etc...

HR marketing is how we highlight this reality; for us, this involves:

  • Regular publications on LinkedIn to share our daily news,

  • Participation in job fairs like the one in Paris recently,

  • Internal initiatives that we promote externally.

These concrete actions make sense: recently, we were able to recruit Dutch-speaking IT profiles, a real challenge!"

Candidate and Employee Experience: A Strategic Lever

"In a market as tight as the IT market, candidate experience and employee experience have become strategic priorities for us, within the Bouygues Group.

For the candidate experience, we have opted for a fast recruitment process, with a minimum of interviews, to gain efficiency while promoting quality exchanges.

Regarding integration, we have implemented a real onboarding process, with a welcome day and site visits, even for IT profiles. This allows new recruits to better understand our main business and to give meaning to their role in the group.

We also pay particular attention to work-life balance, with a hybrid work mode and involved managers, concerned about the well-being and development of their teams.

Finally, with the Alumni strategy, we maintain contact with those who leave the company under good conditions. For us, it is a way of recognizing each career path and promoting a strong, human, and sustainable network."

Being a Good Employer: Concrete Actions and Rigorous Evaluation

"At Bouygues Construction IT, being a good employer translates into concrete actions and rigorous evaluation.

We conduct an annual evaluation campaign to gather feedback, complemented by a Group satisfaction survey that covers all our subsidiaries.

The hybrid work mode is a key lever for promoting work-life balance, supported by committed and attentive managers.

We value internal mobility and have implemented a structured talent management process to support skills development and career progression.

The "Your Values" workshops help to anchor our common culture and strengthen the coherence of our HR strategy throughout the Group.

These initiatives, combined with constant monitoring, allow us to build a rich, authentic, and evolving employee experience."

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