His vision of recruitment in 2023
How to qualify the year 2022 for your practice?
Anthony Maldera: Challenging because we brought together two brands, Spring and Badenoch + Clark. And historical because the recruitment market has never been so dynamic and complex. 2022 is our best year ever.
And 2023? What developments do you expect?
AM: 2023 is both an uncertain year geopolitically and economically. However, we have some certainties. the interim management will continue to do well. Our executive recruitment activity as well. Ditto for the massive hiring campaigns, our assessment centers and headhunting.
Future businesses: IT and life science
Which sectors inspire you with confidence for recruitment in 2023?
AM: Without hesitation, IT and “life science”. We are all looking for CIOs, CISOs, developers…. And this, in all sectors of activity. In health, the pharmaceutical industry will need to staff up, particularly in terms of R&D. Analytics labs should also hire.
The candidates impose their law
How will candidate and company expectations evolve in 2023?
AM: Candidates want increasingly higher salaries, more flexibility in their working hours, telecommuting, working in project mode, and are closely scrutinizing employers’ CSR issues. We also have more and more questions about employee development policies: “How many hours are devoted to onboarding? What training path is possible internally? Will I have a mentor? A tutor ? After how long will I be able to evolve? Will my promotion come with a raise? “. Opposite, we have companies that are looking for reliable candidates because there are many withdrawals during the process. Candidates find better and more expensive elsewhere or are “bought out” by their employer who accepts their salary demands. There are also many departures after 6 months.
No salaries posted, fewer candidates
What notable changes in recruitment processes in 2023?
AM: The display of remuneration in job offers should become more systematic, otherwise candidates will not even apply. In our firm, we have 8 times more applications for offers that specify remuneration. Salary is discussed earlier and earlier in the recruitment process. From the pre-qualification interview, candidates now dare to ask for details on fixed, variable and peripherals.
The year of opening to seniors
More open to senior candidates?
AM: yes, it’s obvious, especially in shortage jobs and when seniors have in-depth expertise on a subject. The government is asking companies to boost the employment of seniors, so they will be obliged to do so. As with gender equality, mentalities will have to change.
The diploma remains the reference
More opportunities for executives who want to change sectors? By region?
AM: for geographical mobility, it is often the candidates who do not want to move and not the companies who are reluctant. Moving from one sector to another is always very difficult because in France, the diploma remains a benchmark. So if the candidates are not trained in one area, they will find it difficult to change sectors. I have lived in Canada and I have seen CFOs earning $120,000 start a career in another universe as chief accountants at $60,000 and then move up the ladder. In France, the only sector that allows this type of change are associations because they lack candidates.
Looking back, has the health crisis changed the skills required of executives?
AM: Managers are now expected to be less in control and more in support. They must have this ability to facilitate collaborative work, to create links and to embark teams in project mode, small or large for that matter.
The influence of business rating sites
What questions are candidates asking that they weren’t asking before?
AM: As we said above, salary and development plans are among the candidates’ priorities, so they ask us questions about these subjects from the outset. And above all, they learn about companies in advance by looking closely at reviews on sites like Glassdoor. If they find too many negative reviews, they don’t even apply anymore.
Career strategies to earn more
What better strategy to achieve a salary gap in 2023? To stay ? Leave ? To come back ? Form ?
AM: It all depends of course on the companies. Putting an external job offer on the table at +20% is an excellent way to be “bought out” at that price – or even more – by your current employer. Especially if you are in a penurious job. If the employee is in a less popular position, he can hope for a salary gap by participating in strategic projects for example. Changing boxes obviously allows for a real wage gap. And then returning to your former employer after two years can also pay off. Indeed, the employee will have taken at least + 10% when leaving his box and he can hope for at least + 10% when returning. While without moving, he would never have increased his salary by 20% after 2 years.
What will emerge best for your job as a recruitment intermediary?
AM: an increased advisory role with our customers. Indeed, sourcing will be facilitated by the development of AI and at the same time, we will have to find candidates for new professions for which there will not necessarily be any technical training yet. It is up to us to advise our clients as well as possible to find candidates with excellent emotional intelligence.
Women managers more in demand
Do you have more “yes” votes for the hiring of female managers? And to enter CAs?
AM: We actually have more requests for the recruitment of women, especially in functions that are not very feminized at the base, such as financial or industrial management. Laws in favor of gender equality, the shortage of talent and studies showing that the diversity of teams rhymes with economic performance are leading companies to change their demands. Mindsets are changing
LHH Recruitment Solutions in a few figures
- 4100 recruitments in 2022
- 357 consultants in 2022
- 2022 turnover (estimated): 102 million euros
