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Month: March 2021

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Press releases Press

Press release January 2021

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Switch up, the collaborative platform that puts geographical mobility at the heart of employment!

  • Lauren
  • 4 minutes

Switch Up is positioned on the market for welcoming and integrating newcomers to a territory via a collaborative platform of services that connects the future new inhabitant with a local Ambassador trained in relation to this moment in life. The start-up is expanding its offer to meet the new employment challenges and is helping companies in difficulty to facilitate the return to employment of employees through geographical mobility.

A new Switch Up offer to support social plans

According to a report published by the DARES, the number of social plans is alarming. No fewer than 530 redundancy plans were initiated between
1 March and 11 October this year.

The health crisis that is affecting everyone is forcing companies to rethink their strategies to avoid closing their doors. Behind this figure, more than 72,500 employees are concerned and are being considered for redundancy (more than three times the number of last year). According to the Ministry of Labour, "the figures are at their highest", which is cause for alarm and the need to find new concrete solutions.

While a job protection plan is compulsory beyond 10 redundancies in a company with more than 50 employees, collective redundancies are also very present in SMEs. In companies with less than 10 employees, more than 3,000 people have been or are about to be made redundant.

Geographical mobility not taken into account in the return to employment.

The players in the field of professional transition are unanimous: training and skills assessments play an important role in the support measures, but geographical mobility is given little attention. However, there is real room for manoeuvre since, according to the latest Pôle Emploi study, "Finding a job in a territory close to home" is not a priority for nearly four out of five jobseekers. The lack of support for geographical mobility explains why it concerns on average only 5% of employees who accept mobility following a job loss in order to find a new job or resume training.

In addition to training," adds David Beaurepaire, Managing Director of HelloWork, "geographical mobility is also an obstacle to the proper functioning of the labour market. But this raises broader issues, particularly access to housing, which is a very long-term project.

Thus, allowing employees to benefit from support when they leave by facilitating their mobility would make it possible to reduce the unemployment rate in France by 2.5 points (estimated by INSEE at more than 2.7 million people in the 3rd quarter of 2020), as highlighted in the study on the geographical mobility of workers by the Inspection Générale des Finances.

*https://www.pole-emploi.org/files/live/sites/peorg/files/documents/Statistiques-etanalyses/E%26S/ES_51_mobilite_des_DE_freins_et_leviers.pdf

* https://www.la-croix.com/Economie/Social/Le-chomage-bas-2008-reste-points-noirs-2020-02-13-1201078134

* "Calculating mismatch indicators in a world of high unemployment", Etienne Wasmer, November 2015.
https://www.modernisation.gouv.fr/sites/default/files/epp/epp_mobilite-travailleurs_rapport.pdf

An offer for institutions, local authorities and local authorities and professional transition actors

Switch Up invests in supporting employees affected by these job-saving plans by facilitating their geographical mobility and thus encouraging their return to employment. To this end, Switch Up provides firms specialising in professional transitions, as well as companies, with its capacity
to implement a collaborative platform to assist their clients in geographical mobility.

The aim is to improve the support for their change of workplace. The employee and his/her family can then benefit from departure assistance in connection with the firm in charge of the professional transition but also from existing mobility aids at local, national or European level. Through the collaborative platform, the employee and his family can exchange with local Ambassadors trained and approved by Switch Up to discuss their future place of living and thus remove the obstacles, difficulties or anxieties that mobility can generate for the whole family.

When employment or training is found, he/she can benefit from personalised assistance covering each person in the family in the areas of housing, schooling, integration, administrative procedures and employment of the accompanying spouse.

This crisis situation reminds us that accompanying employees throughout their career (from their arrival to their departure) is essential and is an integral part of the image of the company but also of the territories. With this new solution, Switch Up is an innovative player in the relationship between Employment, Territory and Innovation!

The collaborative platform deployed by Switch Up creates added value for the selected local residents who join the community of ambassadors of the territory. They are then trained and paid to welcome future newcomers. They thus contribute to the attractiveness of their territory. The companies concerned by the PES respond in an innovative and human way to their obligation to revitalise the territory in conjunction with the institutions and local authorities.

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Categories
Press releases Press

Press release January 2020

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Switch up is in charge of welcoming newcomers to Tours Loire Valley

  • Lauren
  • 4 minutes

The Nantes-based start-up Switch Up offers a range of digital solutions for welcoming and integrating newcomers to an area through local "welcoming" ambassadors. This tool is aimed at companies to facilitate the integration of employees and also allows territories to strengthen their attractiveness. Today, Switch Up covers more than 40 cities and brings together more than 150 ambassadors in France*. The entire French territory will be covered by the end of 2020. At the beginning of this year, Switch Up announced that it has joined the Parisian incubator RHizome. In addition, it has just signed a partnership with the Tours Loire Valley region. The totally customised system facilitates the support of new arrivals thanks to a network of ambassadors who know their territory perfectly and know how to promote it.

The ambassador, the soul of the Switch Up tool, knows his region, loves his city and speaks about it with passion. Switch Up allows him/her to earn additional income and to optimise his/her time.

A welcome kit to boost the territories

Today in France, about a hundred companies welcome newcomers locally. Switch Up is a range of centralised and innovative digital solutions available to client companies to enhance their employer brand, and to territories to improve their attractiveness. Switch Up is the only collaborative platform that allows people who are geographically mobile to be helped in their installation in their new place of life by selected and trained local residents.

A partnership signed with Tours Loire Valley

After launching its brand platform in conjunction with the firm CoManaging, Tours Loire Valley has signed a partnership with Switch Up with a view to promoting their assets to attract talent. In order to develop their territorial brand, institutions are showing a growing interest in Switch Up's potential through a platform, in their image, that is dedicated to them. The digital tool developed as a grey label offers territories optimised and professionalized support for their new inhabitants. In addition to welcoming newcomers, the solution creates links by placing the human element at the heart of the process by enhancing the value of local residents.

"A region that speaks about itself through its inhabitants and knows how to support its new arrivals is necessarily ahead of the game and this is no longer a luxury but a necessity. We have just signed a partnership with Tours Loire Valley, which trusts us to structure its welcome. Switch Up thus enables institutions to provide a concrete and pragmatic digital solution to their territorial ecosystem. We create the mechanism that makes the process fluid and simple by promoting it sincerely and with commitment, two undeniable criteria for the attractiveness of territories.

Gabrielle RODIER, founder.

Employer branding, the GRAAL for companies

For companies, knowing how to welcome and integrate employees is a challenge, yet it is what gives them a head start in a tight labour market.

"Companies need to make a difference in supporting their new employees because moving, settling into a new city and adapting to a new environment engages the whole family and should allow companies to differentiate themselves in their Onboarding strategy."

Gabrielle RODIER, founder.

For managers, the Switch Up customised management tool supports and accompanies their recruitment in a strong CSR approach.

Who are the Switch up ambassadors?

Marie, 41, joined Switch Up as an ambassador two years ago in Paris and Rennes. She was immediately won over by the values and the way the platform works.

"In my opinion, Switch Up contributes to improving the culture of inclusion. Being an ambassador allows me to expand my network, to evolve and to challenge myself. And working with Switch Up has opened doors for me, especially in the rental business.

Marie JUTHIER

Martine, Switch Up ambassador in Nantes, has often been asked to welcome and guide new residents in her city

"I know how difficult it is to arrive in a new city with peace of mind. Finding your bearings can take time. Switch Up's strength is that we have capitalised on all our experiences and overcome every difficulty.

Martine LURIOT

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Categories
Press releases Press

Press release September 2019

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Switch up raises funds to make France more welcoming

  • Lauren
  • 4 minutes

After 2 years of existence, the Switch Up platform created in Nantes, France, has reached an important milestone in its development with the raising of funds that will lead to the recruitment of new staff and allow the solution to spread nationally. Today, Switch Up is present in more than 40 cities in France and has more than a hundred ambassadors. The entire French territory will be connected by the end of 2020.

Digitalising mobility, a growth sector

Today in France, about a hundred companies exist in the "relocation" market segment, to accompany and facilitate geographical mobility for companies. According to CREDOC*, 70% of working people say that they would refuse a better job if it meant moving to a new location and increasing their housing costs.

The Switch Up platform, launched in 2017 in Nantes, aims to facilitate all the essential steps related to geographical mobility by combining its digital tool and the creation of local communities of ambassadors. For both the employee and the company, the service is a major comfort that simplifies and eases integration. Driven by a buoyant market and an original offer that has attracted interest, Switch Up has just obtained 300,000 euros in funding from three groups of investors, ABAB, LMSI, Patrick Gangneux and banking partners, including the BPI.

Its objective is to double its turnover, recruit a dozen sales representatives as well as independent ambassadors throughout France.

Research Centre for the Study and Observation of Living Conditions

The Switch Up ambassador, added value of the tool

Switch Up has set up a unique network of ambassadors. Newcomers choose their ambassadors according to various criteria. The ambassadors are people who love their city and their region and speak about it with passion. They know its strengths and weaknesses and have nothing to sell. This is what gives them credibility with the people they welcome and accompany. Thus, the matching of affinities between the two is a guarantee of success.

A welcome pack to boost the territories

To develop their territorial brand, institutions are showing a growing interest in the potential of Switch Up through a personalised welcome pack that they can put in place. The platform, which can be deployed on a white label basis, offers territories the possibility of setting up optimised, professional and local support for their new arrivals.

"A territory that relies on its inhabitants to promote it and welcome newcomers is necessarily one step ahead. The speed of digital technology combined with the knowledge of the inhabitants positions the region in an approach that is both innovative and local: a necessity to reinforce its attractiveness! Moreover, we are currently in discussion with 2 large territories ".

Gabrielle RODIER, founder.

Switch Up is recruiting its future ambassadors

The ambassador, the soul of the Switch Up tool, knows his region, loves his city and speaks about it with passion. Switch Up allows him to supplement his income and to organise his time. Open-minded, curious, pragmatic and empathetic, he is one of the pillars of the Switch Up structure. With the development of the network, the platform will be stronger and will benefit from an undeniable major asset, which does not currently exist on the French market.

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Categories
Employer branding Corporate Solutions

How to measure the candidate's aptitude for geographical mobility?

How to measure the candidate's aptitude for geographical mobility?

  • Lauren Pinel

Geographical mobility, whether desired, proposed or imposed, is a real period of transition in the life of an individual and his/her family. You must therefore be able to assess the candidate's aptitude for professional mobility.

Being able to manage this imbalance does not depend solely on the will of the candidate. Nor does it depend on their motivation to join the company or their professional commitment.

In your discussions with candidates, you will probably get some indication of how they will cope with the stress of job mobility. Are there any socio-demographic blocking factors? What resources do they have to cope with them? For example, risk sensitivity, degree of professional awareness. What are the advantages and disadvantages of each of these resources?

In addition to the socio-demographic factors that may hinder or facilitate mobility, four other dimensions can be integrated into your analysis.

Three of these involve personality traits that will have a direct influence on the moving experience:

  • Risk sensitivity
  • Propensity to act,
  • Organisational skills
  • Perception of mobility (especially more specific)

These categories complete the first indices. Thus, thanks to these dimensions, you will be able to measure the candidate's aptitude for geographical mobility.

The candidate's aptitude for geographical mobility

♦ Perception of mobility

During your discussions, the objective is to understand the reactions of a candidate faced with the stressful event of moving. It is a question of evaluating the implicit perception that they have of the value of moving. This analysis should provide an initial view of their relationship to mobility and their degree of spontaneous support. Indeed, depending on his previous experiences, an individual will be more or less inclined to experience a mobility phase positively. The candidate's aptitude for mobility depends largely on the perception of mobility.

There is never a "perfect profile" but as a recruiter it can be important to know whether or not the candidate has a positive assessment of the concept of moving.

A positive perception could indicate a positive attitude towards mobility. The candidate may also feel a strong attraction for change. Also, he/she may aspire to experience new things while never having experienced mobility. At the extreme, a candidate who is extremely active on this topic could also indicate a desire for change at all costs.

♦ Risk sensitivity

Generally speaking, any change is perceived at first sight as a risk. It is the famous : "I know what I am losing, not what I am gaining".. We all react to risk in different ways. Each candidate perceives the pressures of everyday life in a different emotional way. They therefore have their own capacity to adapt. Where some people see mobility as an opportunity, others dwell on the negative elements. Beware, no profile is good or bad in itself. It should be put into perspective with the results of the whole interview:

High sensitivity to risk

It can be an obstacle to adaptation if it immobilises the individual. It then becomes disabling because it is a synonym for distress. On the other hand, an anxious state can also be a new challenge if it generates a potential for motivation for the individual. 

Low risk sensitivity

Means as much a serene mind capable of finding adequate solutions by controlling its emotions as an inconsistent, hasty, even "hotheaded" temperament.

In the context of geographical mobility, people with low risk sensitivity demonstrate their ability to adapt where others dwell on the difficulties of the situation. 

♦ Propensity to act

The assessment of the candidate's readiness to act measures his/her ability to implement effective strategies. In particular, to cope with the stress of change. In other words, their ability to implement strategies that are action-oriented rather than emotionally driven.

A Strong Propensity for Action

This can be an obstacle to adapting to stress if it is mobilised in contexts where it is an impossible response. It can also be disabling because it is synonymous with failure unless the context offers a high degree of freedom of action and autonomy to the future employee.

Low propensity for action

It can reveal a lack of self-confidence or even a passive temperament. It conveys the image of someone who has difficulty initiating action but also a mindset that is adapted to change through the knowledge of its limitations.

♦ Organisational skills

The objective is to measure the candidate's ability to base his or her professional strategy on his or her awareness and personal effort. This ability reflects his or her capacity to invest effectively and rigorously in the case of a life change.

High conscientiousness can be an obstacle to adaptation because it reveals a rigid, even compulsive personality. On the other hand, it can also reveal a personality with the resources to carry the objectives of the company it integrates.

A low conscientiousness refers as much to a procrastinating and unreliable temperament as to a flexible and creative personality.

These profiles with an aptitude for organisation have the flexibility to find the right balance between distance and spontaneity. They are organised and persistent by nature and are reliable because they have a sense of duty adapted to the situations they encounter. These people are viewed positively by those around them. They are recognised as being hard-working and have a good propensity to prioritise actions. Moreover, they easily endorse the objectives of their company. Finally, they are often able to identify the different options available and make decisions efficiently. Competent, ethical, conventional yet flexible, they generally have the resources to deal with stressful situations. 

In the context of professional and geographical mobility, people with tempered organisational skills generally base their professional strategy on personal effort and surpassing themselves. They therefore have a high potential for adaptation. This is the case when they move to a new region and integrate into their new position. Nevertheless, their attachment to their team and their working environment could mean that they spontaneously favour internal social climbing rather than geographical mobility.

Do you want to know more about the suitability of candidates for mobility?

Let's discuss it together!
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Switch Up's advice on measuring candidates' suitability for mobility

During your discussions with candidates, it is important to talk about the position and its location. In the same way that you will allow the employee to imagine his or her potential future position, it is important that he or she be able to imagine his or her future place of living. As much as you will be able to talk about the position, it is sometimes difficult to talk about the geographical area that you do not necessarily know. During the recruitment process, it is interesting to offer the candidate an interview with a Switch Up Ambassador in order to discuss the future location. The objectives are multiple:

  • remove potential barriers to mobility
  • enable him to project himself into his new life
  • reassure them through support

An exchange with an ambassador of the candidate's choice increases the candidate's involvement during the recruitment process and during the integration period. This possibility also allows the personal parameters of the candidate to be taken into account while respecting his or her privacy. This way, you can measure the candidate's aptitude for mobility!

By calling on Switch Up, the company offers personalised support for setting up. For example, the search for accommodation, the administrative procedures, the organisation of childcare, etc. Finally, the employee can be integrated into his or her new living and working environment through a local network of Ambassadors. The new employee can thus devote himself or herself fully to taking up the position.

Categories
Employer branding Corporate Solutions

Recruitment: is salary still the most important criterion?

Recruitment: is salary still the most important criterion?

  • Lauren Pinel

The latest studies by Randstad (1) and Hays (2) look at the sources of attractiveness of companies and motivation of employees. In the recruitment process, is salary still the primary criterion?

Verdict = remuneration is neck and neck with the atmosphere at work... But it's social commitment that is the big winner! 

In a complex health context, companies in the regions have a real card to play. Parisian talent must be brought to the metropolises. More generally, we can talk about attracting urban people to medium-sized cities. In this process, is the question of salary really a barrier for candidates?

Recruitment process: the salary criterion

The annual Randstad survey (1) shows the changes taking place in the world of work. "Salary and benefits" classically remains at the top (62%) of the ranking. But it is important to note that this criterion has been declining almost constantly since 2014. The atmosphere at work (56%) and work-life balance (47%) have returned to their 2010 levels. 

In a context of stabilisation of unemployment (before the health crisis), the criterion of "job security" comes in fourth place. It will surely experience a significant rebound in the next survey. "Well-being is becoming an increasingly important concern for the French," concludes Randstad.

In the recruitment process, salary is no longer the primary criterion

Today, remuneration is no longer enough to motivate teams. Many factors must be taken into account: the working environment and atmosphere, the integration of newcomers, etc. But also the possibility of reconciling private and professional life, etc.

Tina Ling, Chief Executive Officer, Hays France & Benelux

The latest study conducted by Hays gives us some keys. 71% of executives say that they would accept a position with a lower salary if this new job combined the 3 motivational factors. So apart from salary, the 3 criteria that motivate executives are: the interest of the missions, the development of their skills and the quality of their work.So apart from salary, the three criteria that motivate P&MS are: the interest of the tasks, the development of skills and the atmosphere at work.

Indeed, the survey reveals that 51% of managers name the interest of the tasks as the first motivating factor. This is followed by career development (20%), the need to be active (16%), recognition (10%) and necessity (3%).

Switch Up will help you welcome and integrate your future talents. Administrative procedures, finding accommodation, schools, discovering the area or integration, our ambassadors will be delighted to welcome your new employees. 

Categories
Professional mobility Preparing your mobility Cities

Seriously, you live in Ancenis?

Seriously, do you live in Ancenis?

  • Gabrielle Rodier

When you start a business, you have to present your project many, many times.

My name is Gabrielle, I created Switch Up and my start-up often leads me to talk about employment and the attractiveness of territories.
Originally from Lille, I often illustrate my remarks with examples from the Great North but also with examples from my territory today, since I live in Ancenis... and there... I often get the following answer:

"Living in Ancenis? Seriously?"

At Switch Up, we make outlying territories rhyme with Attractiveness, we put the spotlight on local people especially when they are welcoming and we love to highlight your rack selfies.

So, I claim it loud and clear: You can have been brought up on chicory gratins and love Breton Fest-Noz.
You can dance the Rigodon in February and love living in La Roche Sur Yon.
But also love Abbey beers and live in St Gilles Croix de Vie.
Also rhyme with Estaminet and Plage de Porcé.
And finally know the secret of the Ch'tis fricadelle and know how to appreciate Ancenis Malvoisie wine

Yes...You can be a "Digital Entrepreneur" and live among the flowers.

In short, you'll have understood: I love the Ch'tis and the Pays d'Ancenis!
So it's too good an opportunity to share with you this beautiful infographic on the Pays d'Ancenis
to make you want to come and live in Ancenis, work there and settle there...

Categories
Employer branding Job mobility

The tax and social treatment of mobility grants.

The tax and social treatment of mobility grants.

The tax and social treatment of mobility aid is not always easy to understand and is often little or poorly understood. This is particularly true for those who implement them, such as Human Resources staff. This point is nevertheless an effective tool for facilitating recruitment and internal transfers. It is important to know that the costs incurred by your employee in the context of professional mobility are considered to be specific expenses inherent to the job for the company.

Switch up offers you a video of Sébastien Laisney, our partner and expert on the subject. He explains the fiscal and social treatment of mobility aids.

What is mobility aid in fiscal and social terms?

What is mobility?

Job mobility involves a change in the employee's place of residence. It is often linked to a change in the employee's workstation at another workplace.

The employee is presumed to be in this situation when the distance between the old home and the new workplace is at least 50 km and the time taken to travel to or from the new workplace is at least 1.5 hours.

Where the distance criterion is not met, the outward journey criterion must be at least 1.5 hours. This applies regardless of the mode of transport.

This change may be the result of a transfer within the company. It may also be due to the group or to a temporary change of workplace, imposed by the employer or requested by the employee. Finally, it may follow an assignment abroad or in an overseas department...

Mobility costs

The mobility costs of newly hired employees are also covered.

Expenses resulting from employment under a fixed-term or open-ended contract may be qualified as professional expenses. This is the case when the change of residence is not the result of purely personal convenience but of circumstances linked either to the job or to family constraints.

Expenses incurred by the employee in connection with job mobility are considered to be special expenses inherent to the job. The employer may reimburse actual expenses upon presentation of proof. It may also use lump-sum allowances for two categories of expenses:

  • temporary accommodation,
  • of installation in the new home.

Flat rates are not applicable in the case of international mobility. In this case, only the exemption from reimbursement on the basis of supporting documents is possible

What the experts say

To take stock of the situation, Sébastien Laisney from Fidal shares with us his expertise on the fiscal and social aspects of the mobility subsidies that you can easily offer to your teams via Switch Up.

Categories
Brittany Professional mobility Rennes Territories

Moving to Brittany, between land and sea

moving to brittany
moving to brittany

Moving to Brittany, between land and sea

Rennes, Brest, Lannion, Quimper: cliffs and nature! Let's break the stereotypes of an ageing Brittany with no future. Discover the region from all angles (employment, quality of life, housing, income ...) Moving to Brittany means living between land and sea! Degemer mat (welcome) to Brittany!

Why Brittany?

Based on the OECD's public data on regional well-being, and supplemented by the feedback of newcomers supported by the platform, the "Well-being" tool offers numerical data on 11 previously defined criteria.According to the "Bien-Vivre" tool, BrittanyBrittany is an ideal region to settle down and work. Living in Brittany means reconciling your personal and professional life. It means having the chance to enjoy the proximity of the sea, greenery, fresh air and a dynamic employment area.

The labour market, employment and income

Every year, Brittany attracts more and more people to work in the region. The region is experiencing a demographic boom that is notably higher than the national average. The sectors that recruit the most in the region are agriculture, industry and commerce. But tourism and high technology are also important sectors of activity in Brittany. The headquarters of Bigard, Yves Rocher, PSA and Ubisoft are located in the region.

With a score of 6.6/10 for employment *according toOECD data, Brittany ranks as the 3rd best region to work in France. The income is however lower than in regions such as Ile de France. However, the cost of living is significantly lower.

If we break down the region into its different departments: 

  1. Ille-et-Vilaine accounts for 35% of jobs in the Brittany region, making it the leading employment area. With Rennes in particular, the department boasts a low unemployment rate. The sectors that recruit the most in the department are construction, logistics and distribution.

    Rennes enjoys a dynamic reputation and is developing many young companies and start-ups.

  2. Morbihan offers a wide variety of jobs. The construction and public works sector, industry and the food industry are the most popular sectors. The establishment of factories has accelerated recruitment. 
  3. In Finistère, almost all jobs are generated by agriculture and fishing, trade and tourism.

    Brest excels in marine science and technology and marine renewable energy. It has been awarded the French Tech label and is also home to the digital, health and banking-insurance sectors.

  4. Finally, the Côtes-d'Armor recruits the most in the construction and public works sector, the food industry and distribution. It is also a very touristy department. A Lannion, you will find telecommunications companies such as Orange Labs.

Quality of life

The environment

Moving to Brittany means enjoying an incredible environment every day. Ranking 1st in France in terms of quality of life, the region offers breathtaking landscapes. On the land side, the forest of Brocéliande offers a much appreciated green setting. This is a place of legends and stories of Merlin the magician. On the sea side, Cap Fréhel, Ploumanac'h, or the Pink Granite Coast will be your favourite places for an escape in the fresh air.

Education and health

Brittany's top ranking is in education: there is no better region in France in terms of education. This is due to the fact that the academy of Rennes is very popular with post-baccalaureate students. Another important factor is the number of people in the working population who have continued their studies at least to baccalaureate level. Health is also well represented. Brittany has a density of health professionals comparable to or even higher than the national average.

The community

As for the Breton community, everyone knows it:they are generous and open their doors wide. They are proud of their land and happy to share their culture. It's a mentality that makes people who want to settle in Brittany optimistic. Our Breton ambassadors will be delighted to welcome you. Discover Delphine, Switch Up ambassador in Vannes....

Play Video

Services and security

Por the Bretons, service is sacred, especially when it comes to tasting a traditional traditionalKouign-amann at the local bakery. As far as security is concerned, you have nothing to worry about. Brittany is indeed the region where the inhabitants feel the safest in France. Take the example of Vannes: 93% of its inhabitants feel safe. Finally, Breizh is the second region in France in terms of satisfaction with daily life. And yes, we told you it was good to live in Brittany...

Housing

Here, despite the fact that the property market has become a little tense as a result of the confinements, property prices remain affordable and in line with the local market. In Brest, for example, the average price per square metre is three times lower than in Paris. The city of Rennes is very attractive, but medium-sized cities such as Lorient, Brest, or Vannes are not left out. Parisians and inhabitants of large cities now represent a significant proportion of property buyers and tenants in Brittany.

So you've decided? The Breton region has a lot to offer people on the move. Whether it is its environment, its employment area, but also its quality of life, Brittany is attractive! After the two French confinements, many people from the Paris region and from large French cities have decided to move to another region.

The 5 ker (cities) where it is good to live!

You have decided that your new home(city) is in Brittany. But in which towns can you settle? Here are 5 Breton towns where it is good to live, ideal for working but also for enjoying the magnificent environment offered by the Brittany coast.

Valves

Discover our City Focus on Vannes

A family town, Vannes is a perfect place to live in Brittany.

Every day, you have the chance to enjoy a town on a human scale located in the heart of the Gulf of Morbihan.

The inhabitants enjoy strolling through the historic centre, walking near the Gulf of Morbihan, drinking a coffee in town, shopping at the market and the Halles... 

The harbour square is pleasant, where you can enjoy an ice cream with your family. In addition, more than 10,000 jobs are located in the Vannes employment area.

Discover our City Focus on Vannes

Lorient

Discover our Focus City on Lorient

In the beautiful department of Morbihan, you can settle in Lorient. It is a city where the cost of living is lower than in other Breton cities such as Vannes or the coastal cities.

Life is quiet, and is perfectly positioned between Finistère and the Gulf of Morbihan. Finally, Lorient is a town on a human scale, with the sea and the countryside nearby.

Rennes

Discover our City Focus on Rennes

The Breton capital is one of France's great cities where people live happily as a family.

It is economically prosperous and offers a wide range of cultural activities. A student town, Rennes is known for its employment pool and its very low unemployment rate à 6,0 %. It is also a cosmopolitan and transgenerational city. Students, young professionals, families and retirees, there is something for everyone. The city centre of Rennes is also very attractive and dynamic, lined with green spaces. Discover the testimony of Marie, our super ambassador from Renneswho moved from Paris to Rennes a few years ago. Marie explains her decision to move to another city, and her choice for Rennes.

Discover our City Focus on Rennes

Are you moving to Brittany?

Be accompanied by Switch Up during your installation on the Breton territory.
Let's go!

Brest

Discover our City Focus on Brest

Brest is a city where people like to live and work: the employment prospects are numerous and attractive. The city's dynamism and low cost of living make it attractive to newcomers. Public transport and bicycles are the preferred means of transport. For several years now, the Breton city has been adopting a genuine environmental approach. Finally, according to the APEC study in 2019, Brest is the second city in Brittany where executive jobs are concentrated after Rennes, and accounts for 16% of the executive job market.

Quimper

Discover our City Focus on Quimper

Not far from Brest, and an important city in Finistère, Quimper is a major centre of Breton Breton culture. The beaches of Bénodet, Fouesnant and Concarneau are only 25 minutes away by car. The city is also known for its green setting, with its many natural areas and parks. Labelled as a "city of art and history", but also as an important employment area in Brittany, the companies based in Quimper are recruiting and looking to integrate new talents. As far as mobility is concerned, the LGV line makes it possible to reach Paris in 3h30 and Rennes in 2h.

Discover our City Focus on Quimper

Switch Upwill help you to settle in Brittany thanks to our local network of Ambassadors. Administrative procedures, finding accommodation, schools, discovering the area or integrating, our Breton ambassadors will be delighted to welcome you. So, kenavo (goodbye) and happy settling in our beautiful region of Brittany!

Categories
Employer branding Corporate Solutions

Welcoming a new employee: the challenge of a successful Onboarding

Welcoming a new employee: the challenge of a successful Onboarding

  • Gabrielle Rodier

What is a successful integration in a company? More complex than it seems, this question has long remained the poor relation of human resources. Indeed, most studies focus on recruitment (upstream) rather than on the integration and retention of new recruits over the long term (downstream). The challenge is therefore simple: welcome a new employee through a well thought-out Onboarding strategy.

However, between 20 and 30% of new recruits resign within a month of recruitment. Between 3 and 6% of new recruits resign even on the first day. This turnover is the source of significant costs for the company. Especially at a time when the expectations of the new generations have greatly evolved and when loyalty is more than ever a major issue. It also makes it possible to welcome the new employee in the best possible way, and therefore to succeed in the onboarding strategy.

Why not Onboarding?

Allow the employee to be welcomed

Onboarding is defined as "organisational socialisation". Onboarding is therefore "the process by which an individual learns the ropes of an organisational role and acquires the social knowledge (as well as) the skills necessary to take on a role in an organisation".1 In other words, it is the ability of the organisation to attract and then retain high value-added talent.

"The success of a recruitment is not limited to the upstream process. It is 50% in the needs detection, sourcing, pre-selection and evaluation phases and 50% downstream during the integration period."

Lacaze, D. & Perrot, M.

Specialists in the field all agree that it is essential for companies to have a standardised induction strategy. Whatever its size, it must also have a strategy for integrating and retaining new recruits. Such an onboarding strategy includes around fifty procedures. These procedures guarantee a successful and lasting integration. To build this strategy, which is the responsibility of Human Resources, it is necessary to combine the specificities of the company's culture with good onboarding practices.

Good practices for successful onboarding

The software publisher Lucca offers a complete onboarding module in its Poplee solution. Guillaume Alain, HRM product manager at Lucca shares with us the best practices for onboarding a new employee in a company:

Anticipating the arrival of the new employee

It should be possible to complete all the administrative formalities before the first day in the company. Ideally, via a dedicated digital portal. It is recommended that existing teams be informed of the arrival of a new recruit and that they be prepared to welcome him/her. Successful onboarding depends above all on the quality of the relationship established between all employees from day one.

Assign a mentor

According to a study conducted by the Aberdeen Group in 2015, "organisations that have appointed a mentor or coach are 2.5 times more effective than others". The mentor can be a member of the team where the new recruit is integrated or an external referent. It is recommended that mentoring is continued for six to twelve months after taking up the post. This leads to better results.

Setting up an astonishment report

The astonishment report enables the new recruit to carry out a diagnosis of the company's organisation. This includes its operating modes, procedures and communication modes. This tool allows the new recruit to get a fresh look at the internal workings of the company and also to give feedback.

Would you like to know more about how to welcome a new employee and successfully implement an onboarding strategy? Here is Guillaume Allain's video, with his various tips. 

Companies are increasingly recruiting outside their own employment area. It is therefore essential for them to improve their attractiveness by taking into account the constraints linked to the installation of the new recruit (and his family). The ideal way to build employee loyalty is therefore to implement Onboarding. This strategy also makes it possible to welcome the new employee in the best possible way.

By calling on Switch Up, the company offers personalised support for setting up. For example, the search for accommodation, the administrative procedures, the organisation of childcare, etc. Finally, the employee can be integrated into his or her new living and working environment through a local network of Ambassadors. The new employee can thus devote himself or herself fully to taking up the position.

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Employer branding Corporate Solutions

Onboarding to build employee loyalty

Onboarding to build employee loyalty.

  • Lauren Pinel

Onboarding, or how to retain new employees over the long term. What if you reduced your turnover by integrating Onboarding into your recruitment process? We explain! Enjoy your reading!  

Employee retention is the key to success

Why not Onboarding?

Retaining employees through onboarding? A question that makes almost all HR teams blush. Indeed, they prioritise recruitment rather than theintegration and retention of new recruits over the long term.

However, the evidence is clear! Between 20 and 30% of new recruits resign within a month of recruitment. Between 3 and 6% leave the company on the first day! This turnover is costly for companies and tends to scare off the new generations.

 

What is Onboarding?

Simply put, onboarding is a word that comes from the United States. It defines the process of integrating new employees into a company. In other words, it is the company's ability to attract and then retain high value-added talent.

This practice is tending to develop in all the trades listed . Initially, it was mainly targeted at the integration of managers .

The benefits of implementing this process

  1. Reduce apprehension about the experience of newcomers to the company.
  2. Help them to make sense of their working environment.
  3. Provide them with material and immaterial resources (training, network, values etc.). This will enable them to be quickly operational and to invest their function with motivation.

It is easy to recruit a thousand soldiers, but it is difficult to find a general.

Chinese proverb

Specialists in the field all agree that it is essential for a company to have a strategy for welcoming, integrating and retaining for welcoming, integrating and retaining new recruits. And this, whatever its size! Such a strategy ofonboarding strategy strategy includes around fifty procedures. They combine corporate culture and best practices, guaranteeing a successful and sustainable integration.

It took several years before the issue of Onboarding spread across the Atlantic and raised the awareness of HR departments in French companies. The evolution of the labour market and the expectations of new young workers have confronted employers of all types of companies with unprecedented pitfalls: 

  • the scarcity of certain key skills, 
  • the relative "passivity" of job applicants,
  • the volatility of employees who are increasingly demanding in terms of experience.

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How to optimise the costs generated by the recruitment process?

The costs associated with turnover are prompting employers to improve their employee integration and retention strategies. Job vacancy is also a problem. However, it is clear that the processes used, which are often traditional, deserve to be improved. In particular, through appropriate formalisation and digitalisation efforts.

The arrival of new generations of workers on the labour market has brought new aspirations. But also, a different vision of the business world, which has led to a change in the relationship between employees.

The recruitment of new employees is one of the main areas where this reality is expressed. In a recent survey, Bpifrance Le Lab revealed that 6/10 of French SMEs and SMIs lack talent and attribute this shortage to major recruitment difficulties.

How to make a difference and attract new employees?

The solution is simple.

The first step is to make the friendliness and welcome they receive within the company and the region more attractive. According to several recent surveys, young workers are looking for personal fulfilment and rapid professional development. They want to be part of a collective project. They are particularly attentive and sensitive to the reputation of their recruiters. Indeed, 69% of potential candidates would simply not accept to apply for an offer if the company's reputation was poor.

Companies are increasingly recruiting outside their own employment area. It is therefore essential for them to improve their attractiveness by taking into account the constraints linked to the installation of the new recruit (and his family). The ideal way to build employee loyalty is therefore to implement Onboarding.

By calling on Switch Up, the company offers personalised support for setting up. For example, the search for accommodation, the administrative procedures, the organisation of childcare, etc. Finally, the employee can be integrated into his or her new living and working environment through a local network of Ambassadors. The new employee can thus devote himself or herself fully to taking up the position.

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