Start with profiles, not job descriptions

The development of Alan's work culture is 100% field-driven. Indeed, at the outset, they had no desire to work differently in order to do things differently from others. So why did they opt for this divisive work culture? 

The first question the co-founders asked themselves was "What universe do we want to create?". And their vision quickly became clear: the desire to create a company with an international dimension, which would scale rapidly and therefore have a large number of employees. From this point of arrival flowed a mode of collaboration and human resources capable of giving life to this vision. 

Alan wanted to attract strong, expert talent who didn't necessarily want to be managers. The company therefore needed to offer them a working environment that would enable them to be decision-makers on increasingly complex problems, i.e. an entrepreneurial framework and conditions for decision-makers. 

Then, to their desire to build an ambitious company, they added asynchronous working to be more productive and protect their concentration, and radicalized transparency to further empower everyone. 

Capitalizing on its experts 

For its part, Deezer has managed to turn its experts and knowledge transfer system into a real employer brand lever. The company has developed a real "companionship" DNA, particularly in the Tech professions, and has been able to identify and develop experts on given subjects within its teams, to train other employees so as to stay ahead of the game on all new technologies. Today, this is firmly anchored in the company's culture, and has even become almost institutionalized within the teams, as it is even part of their job description. 

This system of collaboration and transmission of knowledge between peers is now recognized outside the company, particularly within schools, which seek to train their students close to the company. This HR practice has had, and continues to have, a considerable impact on the employer brand in the job market. 

Tailor your employee value proposition to your business 

This is the approach adopted by Dailymotion: to create an adaptive synergy by emphasizing tailor-made solutions for each team. This approach is based on the establishment of a solid common foundation, on which a layer of flexibility and personalization is superimposed, and thus helps catalyze the attraction and retention of the best profiles, particularly in different professions. 

An illuminating example of this approach is hybrid operation, which goes beyond simple global guidelines to adapt to practically every department. Technical teams are in great demand of this flexibility, while sales functions are faced with increased competitiveness, particularly with monetization and the integration of advertising on streaming platforms. In this context, the imperative of physical proximity is proving to be a decisive factor. Indeed, physical presence fosters collective emulation, enabling inherently competitive profiles to stimulate each other and cultivate a spirit of cohesion and collaboration. This collective dynamic often proves more effective than working remotely, generating superior results.

There's no such thing as the ultimate collaboration mode 

In the final analysis, we quickly realize that the ultimate mode of collaboration is as evasive as it is subjective. There is no one-size-fits-all formula. On the contrary, finding the ideal way to collaborate depends largely on the work culture and communication methods specific to each company, as well as on individual personality, skills and talents. What may work perfectly for one team may prove ineffective for another. Some prefer a highly collaborative environment, where ideas flow freely and communication is constant, while others thrive in more structured, autonomous settings. Finding the right balance requires a certain amount of exploration and adaptation. So it's crucial for everyone to seek out and engage with companies whose culture and modes of collaboration match their own values, preferences and skills.

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