Co-option: many talk about it, few really know how to include it in a motivating program. This week, it is Karima GuffroyAccount Executive at Keycoopt System, who shares with us her secrets for success in this recruitment channel.
A fascinating exchange (but I'm probably biased), full of actionable advice. How to spread co-optation among all your employees? What indicators should be monitored? How to promote diversity through this method?
Enjoy your reading!
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Hi Karima! Let's start with the most important question. Can you briefly introduce me to Keycoopt System and the problem you solve?
Of course! Keycoopt System is a SaaS solution that facilitates co-option and internal mobility within companies, by digitizing these processes. We help employees to co-opt candidates and apply for internal mobility in a more fluid and efficient way. For 12 years, we have been a pioneer in the field of cooptation, which gives us a unique expertise in the recruitment market.
What is the impact for companies and employees?
For HR teams, our solution allows them to find qualified talent quickly. Co-optation speeds up recruitment compared to more traditional methods and also reduces their budget. A recruitment via our platforms costs on average 400 euros, while the cost of a recruitment in France is around 5,000 euros.
As for the employees, we offer them the possibility to invest differently in the development of their company, while being rewarded. In the end, everyone comes out ahead!
I immediately think of bonuses, but are there other types of rewards?
Absolutely! At Keycoopt, we talk about rewards in the broadest sense. Most of our clients reward their employees financially, but there are also companies that choose other forms of reward. Some offer gifts, vouchers or benefits, especially if they are in retail.
We also have some very creative reward clients, such as extra days off, lunches with senior management, or tickets to theme parks.
You currently have about 20 open positions. What is your "special touch" to attract candidates?
At Keycoopt, our employer brand is all about authenticity. We are serious people doing serious things... but without taking ourselves too seriously! Our work environment is relaxed and friendly, with a strong sense of family and collaboration.
👉To discover the offers of Keycoopt, it's here
Do you have an anecdote to tell us about the impact of cooptation in a business?
Of course we do! The story of our collaboration with the SNCF is a good example of how co-option can transform a company when it is well implemented.
About 4 years ago, we deployed Keycoopt System at our client SNCF. During the first two years, they were a bit reluctant to fully use our solution: they only published a few ads and did not value co-optation by rewarding employees.
As a result, the platform was struggling to take off. So we talked to our client and convinced them to fully commit to co-optation. They started publishing all of their ads and financially rewarding participants. And it worked!
Over the past two years, they have made more than 800 recruitments through our platform, with a success rate of 56%. This means that more than one in two positions at the SNCF is now filled through co-option. This is a considerable business impact and shows how co-option, when properly implemented, can be a performance lever for companies.
56% ! I was talking to Cleyrop, a great company in data, who was targeting 30% co-op hires, which is already great.
The example of Norauto is also interesting. They were experiencing difficulties in recruiting workshop staff, such as body repairers or mechanics, positions that are becoming increasingly rare. Together, we thought about the interest of a co-option program for these profiles, which are rather "blue collar" and not necessarily familiar with digital.
Norauto was afraid that these employees would not be receptive to co-option, as they do not have access to a computer on a daily basis and generally do not have a professional e-mail address. Despite these obstacles, we decided to try co-option by trying to mobilize them. We used physical media: posters, flyers...and even salary slips as media!
It was also crucial to involve management, who had to relay the existence of the co-optation program to their employees.
And in the end, it worked very well! Today, we are proud to have recruited more than 400 people on the Norauto cooptation/mobility platform.
I really like the creative approach you are taking to promote co-option. How do you work with your clients to help them with this?
Thank you! Creativity is indeed essential in our approach. We do not only rely on our platform, but also offer a complete support system. We have a CSM team that supports our clients throughout the co-opting process.
This team is supported by experts in marketing, communication, graphic design and content production. Together, they are at the service of the client to ensure the success of the platforms. At Keycoopt, our success is directly linked to that of our platforms. We are committed to making sure that they are successful and we invest all our energy to achieve this.
It is this combination of creativity, support and constant effort that makes our solution work so well today.
How do you measure the impact of co-option, beyond the number of positions filled?
Some of the key indicators we prioritize for analysis include:
- The number of people connected to the platform, as well as their frequency of connection. We identify employees who never or not regularly log in, and then we work on ways to stimulate them and make them adhere to the program.
- The number of referrals made, which is an important indicator of employee engagement.
- Reactivity, i.e. the number of referrals made immediately after an ad is published. We look at whether referrals are made primarily in the first few days, the first week, or the first two weeks, for example.
- The number of interviews conducted compared to the number of referrals sent. This allows us to measure the quality of the profiles submitted and to determine whether we need to raise awareness among employees about the importance of recommending people who match the profiles sought.
- These KPIs help us to identify areas for improvement and to adapt our approach to strengthen the effectiveness of co-optation within companies.
I imagine that you see a real retention of candidates recruited through this channel?
Exactly. Co-opters play a key role in this process, as they can provide valuable information about the company and the position. This allows the co-opted candidate to have a clear and realistic idea of what to expect, which promotes a successful integration.
In addition, the fact that the co-opted candidate is recommended by a current employee often shows a certain confidence in his or her skills and ability to integrate well into the team.
Finally, co-option also has a positive impact on the co-opters themselves, who feel involved and valued in the recruitment process. This involvement reinforces their commitment to the company and can lead to better retention of existing talent.
Overall, co-option promotes better mutual understanding, successful integration and long-term employee retention.
Do you have any good practices to share with us to encourage co-optation?
Clearly, rewards are a key factor in encouraging co-option. Whether it's in the form of financial or non-financial rewards, employees are more likely to participate if there is a benefit to be gained. They will challenge themselves and become more engaged.
Another important aspect is to promote the co-optation program regularly. If you don't communicate with employees often about the program, the initial interest may quickly fade. It is therefore essential to constantly remind people of the program, share relevant content and organize events around the co-option.
Occasionally, organizing co-optation challenges can add some excitement to the program. In addition, highlighting successes by interviewing co-opters and co-optees can show the effectiveness of the program and encourage other employees to co-opt their peers.
Of course, but how can we promote diversity in recruitment? Doesn't co-opting create "clones"?
This is indeed a barrier for some companies. However, I think that this fear is not justified.
Imagine a recruitment department and the diversity that is present. Now imagine that diversity multiplied by all the employees of the company, not only the permanent staff, but also the temporary staff, the interns and the work-study students, as well as their entire network.
Co-option is not limited to current employees; it can be extended to former employees, partners, contractors, and even retirees. By integrating these different profiles, a richly diverse talent community is created.
If you open up the referral program to the entire company and your network, and not just to hard-to-find positions such as sales and digital, you are promoting diversity. Co-opting can be likened to a tree, where each branch represents a unique and diverse talent.
Many thanks, Karima 🍵
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