Renault Presents its HR Communication
26 March 2014
Read by 2902 persons
HR communication or "HR Marketing" is a new concept that is starting to take a prominent place in large Moroccan companies. This practice, inspired by classic marketing strategies and applied to Human Resources, consists of building a coherent but above all global employer image resulting from upstream strategic reflection involving the CEO, the communication department, and the HR department.
However, the employer brand is often associated with recruitment communication; this approach seems limited and positions the employer brand at an inadequate level, because recruitment is certainly an important part of the HR process, but not the whole function. HR staff dedicated to recruitment rarely exceed 20% of HR department staff.
HR Communication within Renault is the employer's voice, carries the company's identity and its social vocation; it is multidisciplinary and has three aspects: attract, recruit, and retain. It primarily targets HR management, current employees, and future candidates.
We pay particular attention to developing the employer brand and have considered this topic as major for several years. We have adopted a proactive attitude towards our reputation as an employer by going and communicating where the talent is, without waiting for them to come to us. With the rise of virtual channels, our group positioned itself on these channels as soon as they began to emerge.
Our external communication actions are perfectly linked to internal ones to guarantee the consistency and reliability of our employer image. Our promises and commitments are not necessarily exceptional, but they are kept to avoid any counterproductive communication distortion. What the employer brand does internally is visible externally; to do this, we dedicate as many resources to retaining our employees as to attracting new talent.
We have initiated some HR marketing actions (internal and external), and we will continue on this path to develop them further in the coming years. I can mention, among others:
Creation of a job board, which consists of sharing job openings within the company with employees so that everyone, according to their profile and orientation, can express their interest and apply for the offer that best matches the position/profile.
Creation of a monthly internal HR newsletter, allowing us to communicate on our recruitment, internal mobility, performance indicators of each HR process, events celebrated by our employees, HR news, and a spotlight on an HR department activity.
Implementation of breakfast meetings between the HR director and Renault Commerce Maroc employees to present and discuss HR news and current topics.
Creation of an HR cell dedicated to school relations to establish better communication between the Group and various schools and universities in Morocco and abroad.
Use of job boards, which remain our main recruitment tool and have allowed us to recruit more than 70% of our external candidates for years.
Use of social networks, with somewhat limited efficiency in terms of recruitment, but allowing us to find very good candidates from time to time.
Very successful participation in Rekrute.com's virtual job fair since its creation 3 years ago (the last two years as the event's main partner). Our virtual space was an opportunity for us to highlight what differentiates the Renault Group as an employer from its competitors and included a presentation of our structure, products and services, HR policy, values, management framework, and testimonials from our employees.
Creation of a mini HR website on Rekrute.com, a career website specific to the group, in addition to participating in HR chats.
Participation in job fairs and forums in Morocco and abroad and organization of internal recruitment days including presentations of our group and an assessment center.
The results of our actions can be seen in our group's position in various rankings of favorite employers (generally in the Top 3). However, this is just one indicator among others, and we attach importance to all the information we can gather on the ground from our employees, recruiters, partners, or candidates.
SOUHAIL HOUMAINI
Director of Human Resources
Renault Commerce Maroc & RCI-Finance Maroc
However, the employer brand is often associated with recruitment communication; this approach seems limited and positions the employer brand at an inadequate level, because recruitment is certainly an important part of the HR process, but not the whole function. HR staff dedicated to recruitment rarely exceed 20% of HR department staff.
HR Communication within Renault is the employer's voice, carries the company's identity and its social vocation; it is multidisciplinary and has three aspects: attract, recruit, and retain. It primarily targets HR management, current employees, and future candidates.
We pay particular attention to developing the employer brand and have considered this topic as major for several years. We have adopted a proactive attitude towards our reputation as an employer by going and communicating where the talent is, without waiting for them to come to us. With the rise of virtual channels, our group positioned itself on these channels as soon as they began to emerge.
Our external communication actions are perfectly linked to internal ones to guarantee the consistency and reliability of our employer image. Our promises and commitments are not necessarily exceptional, but they are kept to avoid any counterproductive communication distortion. What the employer brand does internally is visible externally; to do this, we dedicate as many resources to retaining our employees as to attracting new talent.
We have initiated some HR marketing actions (internal and external), and we will continue on this path to develop them further in the coming years. I can mention, among others:
Creation of a job board, which consists of sharing job openings within the company with employees so that everyone, according to their profile and orientation, can express their interest and apply for the offer that best matches the position/profile.
Creation of a monthly internal HR newsletter, allowing us to communicate on our recruitment, internal mobility, performance indicators of each HR process, events celebrated by our employees, HR news, and a spotlight on an HR department activity.
Implementation of breakfast meetings between the HR director and Renault Commerce Maroc employees to present and discuss HR news and current topics.
Creation of an HR cell dedicated to school relations to establish better communication between the Group and various schools and universities in Morocco and abroad.
Use of job boards, which remain our main recruitment tool and have allowed us to recruit more than 70% of our external candidates for years.
Use of social networks, with somewhat limited efficiency in terms of recruitment, but allowing us to find very good candidates from time to time.
Very successful participation in Rekrute.com's virtual job fair since its creation 3 years ago (the last two years as the event's main partner). Our virtual space was an opportunity for us to highlight what differentiates the Renault Group as an employer from its competitors and included a presentation of our structure, products and services, HR policy, values, management framework, and testimonials from our employees.
Creation of a mini HR website on Rekrute.com, a career website specific to the group, in addition to participating in HR chats.
Participation in job fairs and forums in Morocco and abroad and organization of internal recruitment days including presentations of our group and an assessment center.
The results of our actions can be seen in our group's position in various rankings of favorite employers (generally in the Top 3). However, this is just one indicator among others, and we attach importance to all the information we can gather on the ground from our employees, recruiters, partners, or candidates.
SOUHAIL HOUMAINI
Director of Human Resources
Renault Commerce Maroc & RCI-Finance Maroc
