The recruitment policy of Michelin

Extract

[...] The company may thus lose some good candidates. Similarly, if the assignment given to a new employee does not match him or her, he or she will be asked to change positions, which can cause problems of internal mobility, which can be a source of demotivation among others. • The fact that recruitment is done entirely by working executives in the company and thus no professional HR intervenes in the process can be dangerous in the sense that certain aspects of the candidate will not be considered for recruitment. [...]

[...] Recruitment takes place more as a process directed to selection: Its purpose of acquiring resources is not only to provide the best possible vacancy but to bring in a person who has the necessary qualifications and then find him an assignment that enables him to do his best and through this helps the company. Integration of human resources The integration of human resources is the guarantee of social cohesion and thus the smooth running of the company. It can be realized in four dimensions, non-exclusive from each other. • Functional integration: it incorporates only person in his position. This is not the case at all here. • Temporal integration: We choose to integrate people into the long or the short term. [...]

[...] The recruitment policy does not give us more details on the allocation of human resources. Performance of human resources Human resources are here seen as a direct source of business performance, and not as a cost. The company focuses on the skills of the candidates, their development potential within the organization, their motivations, their personality and their values. The company considers the recruitment process as an "act of management" i.e. fundamental. It is therefore forbidden to be subcontracted and the leaders do not accept it ("Recruiters must be protected from pressure from line managers"). [...]

[...] Even the rejected candidate must keep a positive image of the company and gain something from their interaction with it ("receive frank explanations so that it takes advantage of the experience"). Only candidates who already have values ​​corresponding to those of the company would be hired, since in the selection of candidates, the "ethical criteria" (values ​​and behavior) take precedence over technical skills. Therefore it is within the company a real search for cultural identity, through which the leaders want to integrate employees. Allocation of human resources The assignment of the candidate is performed once his or her recruitment in the company is finalized. [...]

[...] • Identity integration: It is about creating a psychological link between the individual and the collective to create a sense of belonging and that every employee shares the same ideas, beliefs and practices. The company is recruiting a "personality" as a priority. It is clear that leaders seek to create a strong social identity within the company. They refuse to use outsourcing for recruitment: The candidate must be in immediate contact with the company. Recruiters are professionals with experience in performing their duties within the company and not recruitment specialists. [...]