First job: what to choose?
28 July 2008
Read by 1914 persons
A business card in a large group or diversified responsibilities in an SME: the choice is difficult for many young graduates. Some advice.
In the battle for talent, large companies and SMEs are engaged in a close match. To the advantage of the groups, well-defined professional paths. "My first job at Danone consisted in participating in the construction of a factory in Bangladesh," explains this engineer by training, aged 25. They then offered me a position in marketing, in Paris, to learn the trade. I know that I will be able to return to work internationally one day, with this double competence." But these nice packages sometimes look like gilded traps. In a large structure, often anonymous, the competition is fierce, between beginners as between experienced people.
Conversely, careers in smaller companies are less organized, even if some are beginning to meet the challenge (see box). "They are increasingly concerned with managing the careers of their employees," says Stéphane Amiot, director of Taleo France, which offers IT solutions to HR departments.
So, is professional fulfillment found in an SME or in a large group? In reality, "the choice must be made according to what one expects in terms of learning and objectives," explains Isabelle Bastide, general manager of Page Personnel, a subsidiary of the recruitment firm Michael Page. Someone who is full of ideas, who wants to start their own business one day or touch everything will flourish more in an SME. In a large group, it is career progression, support or international opportunities that attract. In both cases, the accomplishment is very different," she summarizes. Everyone must identify their desires
Olivier Desprez, fully-fledged project manager
Professional fulfillment goes through a very small company. This is in any case the point of view of Olivier Desprez, 25, an employee of Visuol, a ten-person company based in Metz. After a DUT and a professional master's degree, his first internship in a large group, PSA, left him a little unsatisfied. "My mission was limited to carrying out tests on measurement equipment. It was perfect for discovering the professional world, but it remained very technical." After a second internship in a pharmaceutical laboratory of 500 people, he landed a first job at Visuol. Originally, he was hired to adapt a new instrument for controlling the appearance quality of surfaces designed by an academic to the industry. Little by little, he took charge of the commercialization of this technology, then the monitoring of the entire process, from order to delivery, including the management of supplies or the coordination of teams spread between Metz and Saint-Etienne. Until becoming a fully-fledged project manager. "In a large group, a young engineer is easily confined to one subject, it is difficult to deviate from it," he judges. Currently, at Visuol, I can touch on commerce, accounting, and management. I am learning a lot." And the effects of his work are tangible. "Here, the stakes are clear: if we don't sell, the company doesn't survive. This gives meaning to what I do," he adds. Olivier is now giving himself a few years to improve his skills in these different areas, which will certainly open up new horizons for him A. G.
Small but strong
Here is an SME that intends to compete with large groups on the recruitment front. The company PCM has 400 employees who manufacture and sell industrial pumps. It hires a small ten engineers each year from the same pool of schools as large companies. In a context of talent shortage, this large SME must know how to make itself attractive to candidates. "We don't sell a package or a well-defined career path," explains Frédéric Garde, administrative and financial director in charge of human relations. Here, we invest in the person's know-how, we focus on training, autonomy and the opportunities offered by our activity, particularly internationally." In ten years of presence at PCM, an engineer who started as an intern was able to become director of the Asia-Pacific region at only 35 years old. Another example, a young recruit who joined as a sales representative was able to take the direction of a region, then create an entity in Russia for three years before returning as market director in France. A career completed in ten years. "Our salaries are not always correlated with those of large groups," admits Frédéric Garde. But our employees can have responsibilities that they would not obtain elsewhere." With an average age of less than 40, PCM's ultimate goal is to retain its young recruits. Most of the promotion opportunities are thus filled internally A. G.
Questions to Pierre-Yves Poulain, general delegate of the National Association of Human Resources Directors (ANDRH)
Le Point: How do you explain the particular attraction of young graduates for large groups?
Pierre-Yves Poulain: There are of course career prospects and salaries, which are often more attractive. But, beyond these well-known parameters, young graduates of the new generation know that they will no longer do the same job in the same company all their lives. They are aware that they will have to bounce back every four or five years into a new job, or even a new company. Hence the tendency of many of them to multiply "buffer" experiences, those which are valuable on the CV through the name of the company and its notoriety.
Is this strategy effective?
To a certain extent, yes. These are sometimes stepping stones to a permanent contract. Some groups have a support policy in order to retain their young recruits. But this trend is beginning to change. Young graduates are paying more and more attention to what they will learn during a first job and to the quality of their work environment.
How can SMEs make themselves attractive?
The employer attracts a little less than before by its brand, or its name, than by its offer to candidates. More and more SMEs know how to develop arguments that seduce young people, in terms of autonomy and responsibilities. They are also using HR communication agencies more than before.
What other factors should be taken into account when choosing between SMEs and large groups?
The reality of the job market, of course! Large companies are relatively few in number in certain regions. Some activities such as biochemistry or communication are almost exclusively carried out in small entities. But, above all, working relationships are not the same depending on the size of the structure. A candidate must know in which environment he or she feels comfortable.
Is working in a large group more dehumanizing?
In a way. An SME offers more proximity: you know who you are working for, you have direct recognition from your superior. In a large company, satisfaction rests more on the ability to achieve objectives and career prospects. These are two different logics. But there is no point in forcing yourself. You should especially learn to know yourself. Working in a motivating environment is the best possible stress reliever. Interview by Aurore Gorius
Aurore Gorius
Posted online on July 28
lepoint.fr
In the battle for talent, large companies and SMEs are engaged in a close match. To the advantage of the groups, well-defined professional paths. "My first job at Danone consisted in participating in the construction of a factory in Bangladesh," explains this engineer by training, aged 25. They then offered me a position in marketing, in Paris, to learn the trade. I know that I will be able to return to work internationally one day, with this double competence." But these nice packages sometimes look like gilded traps. In a large structure, often anonymous, the competition is fierce, between beginners as between experienced people.
Conversely, careers in smaller companies are less organized, even if some are beginning to meet the challenge (see box). "They are increasingly concerned with managing the careers of their employees," says Stéphane Amiot, director of Taleo France, which offers IT solutions to HR departments.
So, is professional fulfillment found in an SME or in a large group? In reality, "the choice must be made according to what one expects in terms of learning and objectives," explains Isabelle Bastide, general manager of Page Personnel, a subsidiary of the recruitment firm Michael Page. Someone who is full of ideas, who wants to start their own business one day or touch everything will flourish more in an SME. In a large group, it is career progression, support or international opportunities that attract. In both cases, the accomplishment is very different," she summarizes. Everyone must identify their desires
Olivier Desprez, fully-fledged project manager
Professional fulfillment goes through a very small company. This is in any case the point of view of Olivier Desprez, 25, an employee of Visuol, a ten-person company based in Metz. After a DUT and a professional master's degree, his first internship in a large group, PSA, left him a little unsatisfied. "My mission was limited to carrying out tests on measurement equipment. It was perfect for discovering the professional world, but it remained very technical." After a second internship in a pharmaceutical laboratory of 500 people, he landed a first job at Visuol. Originally, he was hired to adapt a new instrument for controlling the appearance quality of surfaces designed by an academic to the industry. Little by little, he took charge of the commercialization of this technology, then the monitoring of the entire process, from order to delivery, including the management of supplies or the coordination of teams spread between Metz and Saint-Etienne. Until becoming a fully-fledged project manager. "In a large group, a young engineer is easily confined to one subject, it is difficult to deviate from it," he judges. Currently, at Visuol, I can touch on commerce, accounting, and management. I am learning a lot." And the effects of his work are tangible. "Here, the stakes are clear: if we don't sell, the company doesn't survive. This gives meaning to what I do," he adds. Olivier is now giving himself a few years to improve his skills in these different areas, which will certainly open up new horizons for him A. G.
Small but strong
Here is an SME that intends to compete with large groups on the recruitment front. The company PCM has 400 employees who manufacture and sell industrial pumps. It hires a small ten engineers each year from the same pool of schools as large companies. In a context of talent shortage, this large SME must know how to make itself attractive to candidates. "We don't sell a package or a well-defined career path," explains Frédéric Garde, administrative and financial director in charge of human relations. Here, we invest in the person's know-how, we focus on training, autonomy and the opportunities offered by our activity, particularly internationally." In ten years of presence at PCM, an engineer who started as an intern was able to become director of the Asia-Pacific region at only 35 years old. Another example, a young recruit who joined as a sales representative was able to take the direction of a region, then create an entity in Russia for three years before returning as market director in France. A career completed in ten years. "Our salaries are not always correlated with those of large groups," admits Frédéric Garde. But our employees can have responsibilities that they would not obtain elsewhere." With an average age of less than 40, PCM's ultimate goal is to retain its young recruits. Most of the promotion opportunities are thus filled internally A. G.
Questions to Pierre-Yves Poulain, general delegate of the National Association of Human Resources Directors (ANDRH)
Le Point: How do you explain the particular attraction of young graduates for large groups?
Pierre-Yves Poulain: There are of course career prospects and salaries, which are often more attractive. But, beyond these well-known parameters, young graduates of the new generation know that they will no longer do the same job in the same company all their lives. They are aware that they will have to bounce back every four or five years into a new job, or even a new company. Hence the tendency of many of them to multiply "buffer" experiences, those which are valuable on the CV through the name of the company and its notoriety.
Is this strategy effective?
To a certain extent, yes. These are sometimes stepping stones to a permanent contract. Some groups have a support policy in order to retain their young recruits. But this trend is beginning to change. Young graduates are paying more and more attention to what they will learn during a first job and to the quality of their work environment.
How can SMEs make themselves attractive?
The employer attracts a little less than before by its brand, or its name, than by its offer to candidates. More and more SMEs know how to develop arguments that seduce young people, in terms of autonomy and responsibilities. They are also using HR communication agencies more than before.
What other factors should be taken into account when choosing between SMEs and large groups?
The reality of the job market, of course! Large companies are relatively few in number in certain regions. Some activities such as biochemistry or communication are almost exclusively carried out in small entities. But, above all, working relationships are not the same depending on the size of the structure. A candidate must know in which environment he or she feels comfortable.
Is working in a large group more dehumanizing?
In a way. An SME offers more proximity: you know who you are working for, you have direct recognition from your superior. In a large company, satisfaction rests more on the ability to achieve objectives and career prospects. These are two different logics. But there is no point in forcing yourself. You should especially learn to know yourself. Working in a motivating environment is the best possible stress reliever. Interview by Aurore Gorius
Aurore Gorius
Posted online on July 28
lepoint.fr
