According to the Tissot and Payfit HR Barometer 2024, recruiting and retaining employees remain the top HR priorities. In 2023, 69% of HR respondents put recruiting talent at the top of their list of priorities and 67% expected to step up their efforts to retain existing employees, 11 points more than in 2022. In 2024, 64.5% of respondents expect retention to overtake recruitment as the top HR priority.

At Happy Men & Women Share More, we're convinced that gender diversity is a key to meeting the challenge of retaining talent within companies, and that managers are on the front line, with a renewed vision of their mission. This podcast aims to shed some light on this subject in 3 stages:

· First we'll look at the why: what is the link between gender diversity and talent retention, and why the manager's role is so central.

· Then we'll look at the how: what levers can managers use to help their teams' talent flourish on a daily basis?

· Finally, we will see that this inclusive challenge creates new managerial demands for which managers are not always prepared. Indeed, a radical change in attitude is expected of them, both from their leaders and from their teams.

D’après le Baromètre RH 2024 Tissot et Payfit, le recrutement et la fidélisation des salariés restent les sujets phares des RH. En 2023, 69 % des RH plaçaient le recrutement des talents en tête de leurs priorités et 67 % anticipaient d’intensifier leurs actions pour fidéliser les salariés en place, soit 11 points de plus qu’en 2022. En 2024, 64,5 % des répondants s’attendent à ce que la fidélisation détrône le recrutement au sommet des missions prioritaires des RH.

Chez Happy Men & Women Share More, nous sommes convaincus que la mixité femmes-hommes est une clé pour relever ce défi de la fidélisation des talents en entreprise et que les managers sont en première ligne, dans une vision renouvelée de leur mission. Ce podcast veut éclairer ce propos en 3 étapes :

· Nous verrons d’abord le pourquoi : quel est le lien entre mixité et fidélisation des talents, et pourquoi le rôle du manager est si central.

· Nous verrons ensuite le comment : quels sont les leviers d’action du manager pour contribuer au quotidien à l’épanouissement des talents de son équipe.

· Nous verrons enfin que ce défi inclusif crée des exigences managériales nouvelles auxquelles les managers ne sont pas toujours préparés. En effet, c’est un changement radical de posture qui est attendu d’eux, tant de la part de leurs dirigeants que de leurs équipes.

Imitation plays a fundamental role in the formation of the human person. It is one of the earliest modes of learning. From the very first days and throughout their development, children acquire a certain number of motor and cognitive abilities, and then relational abilities, through the experience of intersubjectivity. Through imitation, the individual gradually forges his or her identity: he or she assimilates an aspect, a property or an attribute of the other and transforms himself or herself wholly or partially on the model of the other. The personality is formed and differentiated by a series of identifications. This process takes place in a specific social and cultural context. It is in itself a process of cultural transmission.

Like any human society, companies also produce their own dynamics of imitation and identification. These are deep-rooted cultural processes which, often unconsciously, standardise types of behaviour and practices, as well as models of success and discriminatory processes.

Because they have a decisive impact on motivating men and women to project themselves in a certain professional direction, Happy Men & Women Share More is now looking at companies’ role models, i.e. its models of success and the way in which they are embodied.

● First, we will look at how traditional role models are being disowned by a growing number of employees, particularly women.

● We will then discuss the need to diversify success models in order to inspire more people.

● Finally, we will put forward ideas for concrete action to showcase diversified modes of success within companies.