Charles Miglietti (Toucan Toco): “Tech start-ups often compete for candidates, who are too few”

by bold-lichterman

The start-up Toucan Toco, specialized in data visualization, has chosen to dispense with an HR profile to supervise its recruitments. In 2016, the team managed to hire 26 new profiles. For 2017, the goal is to recruit around fifteen people: project managers, developers and even sales people.

Charles Miglietti, co-founder of Toucan Toco, details for Frenchweb, on the occasion of the week dedicated to digital employment, the problems encountered by Toucan Toco during these different recruitments.

Frenchweb: You have been slowed down in your recruitments, today is this slowdown tending to be confirmed?

Charles-Miglietti-toucan-toco-2016Charles Miglietti, co-founder: Toucan Toco is a growing company. We have been self-financed and profitable since the first month. This stability is an asset today. It allows us to attract more and more profiles who want to work in a start-up, without jeopardizing their job security.

The size of the team matters a lot. We have more and more applications thanks to word of mouth and cooptation. However, I estimate that the slowdown will last for the next 6 months.

As such, recruitment is our main priority. We have the cash to take on a team of 50 people on a long-term basis. However, competition is fierce and tech start-ups often compete for candidates, who are too few in number.

What tools do you have in place to overcome these problems?

We are present on many job sites which represent the majority of our recruitments. I recommend them to any company wishing to develop its employer brand. We also work with specialized service providers but have not yet had decisive results.

Internally we have set up a system of cooptation. It worked well, we had the idea to open it to other people. Today anyone can co-opt a friend or acquaintance and win a dinner for two in a starred restaurant.

Besides, I think that the corporate culture can attract a lot of profiles. Our values ​​revolve around humility, caring and learning.

What advice would you give to start-ups that like you may encounter this kind of problem?

Unfortunately, we still haven’t cracked this problem, but if I have to give one piece of advice, it’s about creating a healthy working environment, communicating about its values ​​and the company’s mission.

I highlight the importance of communicating about the company’s mission. Its reason for being is essential in the recruitment process. This is a clear message to send to candidates who express the ambition and culture of a company.

We drew a lot from a T ed Talk by Simon Sinek That can be summed up in one sentence: “People don’t buy what you do, but why you do it.” The reaction is similar among the candidates.

We focused on the happiness and development of the team. The management is flat, we have meditation classes and each person has shares in the company. We therefore communicate on these elements.

On the other hand, a happy associate will naturally tell people they meet about their business and sell it better than any advertising campaign.

What measures do you think should be put in place to resolve these problems?

My feeling is that digital professions are too little known because of their novelty. Schools and universities have just opened specializations big data and digital. Senior profiles are therefore rare.

I think it takes a little while before these professions become more democratic. We also need more responsiveness from education organizations which have a key role to play in this democratization.

Read also: Data storytelling: decision-making becomes emotional

FrenchWeb is mobilizing and organizing the sixth digital employment week (# SEN6) all week (portraits, interviews, job offers, round tables, etc.). The #SENFW operation, intended to promote employment opportunities in this sector, takes place every 6 months.

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