After analysing the applications, you will select a number of candidates for interviews. These candidates have a profile that is consistent with the position, but you may also have made a good impression during an initial telephone interview.

These interviews allow us to validate not only the professional skills of the candidates, but also their motivation, i.e. their interest in the position and the company. Here are three tips to avoid recruitment mistakes during the interview.

Onboarding refers to the process of integrating new employees so that they feel quickly integrated into the company. This promotes employee loyalty and commitment: in the long term, this creates many benefits. Lhe integration process is an essential stage in the process of ensuring that the future employee takes full ownership of his or her new environment.

These are beneficial because they promote motivation at work and productivity. 57% of employees who have made friends at work report that their work is more enjoyable, more productive and that their creativity has increased! 11% also say they have not befriended a colleague, but would like to.

Another indication of happiness at work is to work only in the dedicated time slots. Knowing how to disconnect is necessary for personal and professional balance. 

Therefore, companies have a vested interest in making your employees feel good at work. For an employee, working in a company where management is rewarding increases motivation, performance and long-term loyalty. Happiness in the workplace is a factor to be taken into account in your company's strategy!

According to a Harris Interactive survey, carried out for the communication agency Epoka, the ideal teleworking days would be 2.7 days per week on average for employees.

With the end of compulsory telework announced on 9 June 2021, there will be a shift to a chosen telework pattern. And employees (almost) all agree that it should be anchored in the working methods in the long term. 

Offering telework to employees helps to build loyalty and reduces turnover within companies. Indeed, this flexibility, often interpreted as a sign of recognition, allows employees to feel confident.

After an obvious settling-in and adaptation period, teleworkers can observe an improvement in their work and productivity.

Overall, 47% of respondents felt that their level of productivity was higher when working from home.

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.

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.

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.