💡Shipup works with more than 400 brands in Europe and North America, including some of the best success stories in e-commerce (Cheerz, Blissim, Withings, Feed., Le Petit Ballon, Respire, Aime, Na-Kd, Ssense, Ysé, A.P.C. ...) as well as more traditional key accounts (Leclerc, Carrefour, Intermarché, Go Sport, Yves Rocher...).
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Hello Romain! Shipup, kézako?
Hello Skeelz, thank you for welcoming me! Shipup is a SaaS technology startup. We provide software to e-tailers to help them improve their post-purchase experience and track their orders after purchase. In e-commerce, a customer who has a bad post-purchase experience is often a customer who won't come back. Our product therefore helps e-tailers create their own post-purchase experience using their branding and wording, and enables them to keep their customers informed at every stage of delivery.
What's more, our software offers a tracking page where customers can find much more than just information about their parcel. And for e-tailers, we've set up real-time alerts for customer service in the event of a problem. The aim is to help e-tailers increase customer satisfaction, boost their repurchase rate and reduce the number of contacts with customer service.
If you were to describe your corporate culture in a few words?
When we founded Shipup, it was essential for us to create a working environment in which we would like to be recruited. One aspect that stands out strongly with us is caring. We want our employees to be happy to come to work every day, to feel comfortable asking questions and finding support, even in difficult personal times.
We are also committed to diversity. As an international company, we have employees all over Europe and North America. What's more, we're proud to have a high percentage of women in our company, with 56% women at Shipup, including 50% women on our executive committee.
Finally, we invest a lot of time and financial resources in the well-being of our employees. And I think this is reflected in our Glassdoor page where, to my knowledge, we've only received ratings of 5 out of 5, with the exception of one rating of 4 out of 5.
You mentioned rapid growth, with nearly 80 employees expected by the end of the year. How have you managed this growth?
That's an excellent question. When we started recruiting seriously three years ago, we hired two recruiters. We were told at the time that this was a lot for a startup of our size, but we've always valued quality of recruitment over quantity. Our recruitment processes are notoriously demanding and time-consuming, but we believe it's worth investing the time to find the right talent.
In addition to our recruitment efforts, we have also invested in the infrastructure needed to support our growth. We have hired a full-time person to manage our office and another to manage human resources. We are also in the process of recruiting a personnel manager. By the end of the year, we'll have a team of five people dedicated simply to HR matters, which is pretty substantial for a company of 80 people.
And of course, as well as recruiting the right people, we've also equipped ourselves to manage the arrival and integration of new employees, as well as their development and career progression.
Could you explain how your company is equipped, and how you manage this process and tooling aspect from an HR and Recruitment point of view?
Ah, the question of HR recruitment, a vast subject! Of course, we use tools like Welcome to the Jungle, Teamtailor in ATS, Payfit and Alan. For recruitment in Europe, we use Deal, and in the United States, we have an equivalent to Payfit. All in all, we're pretty well equipped.
But it's not just the tools we use that are essential, it's the time we devote to them.
Once we have these tools, it's important to have human resources to spend time on recruiting and integrating new employees. On several occasions, I've received messages on LinkedIn from people who have been canvassed by our recruiters. These messages are often highly personalized, and that's what makes the difference. It's not the tool that does it, but the attention we pay to detail and the way we address talent.
Finally, after recruitment, integration is essential. We've had someone on board who's been in charge of this for four years. She started out as an office manager and is now in charge of HR. She is very attached to the company, has seen it grow, and does her utmost to ensure the well-being of our employees.
Could you share with us a ritual or best practice in terms of employee integration or commitment?
Of course we do! We have a whole integration process, which imposes a certain standard of welcome on our managers for new recruits. This enables the person responsible for people issues to know that a new recruit will be welcomed in any department.
We've also set up a buddy system, where we try to make the best possible alliances between new recruits and our existing staff. We also organize regular events for our teams, even for those who are working remotely in Europe. It's important to us that everyone has a chance to get to know the different departments from the very first days.
Recruitment challenges ahead?
We recruit in all departments, and we're very demanding. There isn't a single position that's easy to fill. Right now, we're in the process of recruiting our People Director and VP Sales, which are very important positions. Finding the right person for such a position is a crucial issue for us. Sometimes, product-related positions are also difficult to fill.
A final word?
I always recommend that people interested in our company check out our Glassdoor page. It's the best indicator of the experience we offer our employees. It's much more reliable than what a CEO might say. There's often a gap between what top management thinks is the employee experience and what people actually experience on the ground.
Many thanks, Romain!
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