Engagement Is Not Declared, It Is Built

Engagement is a key driver of both individual and collective performance.

As Chief Human Resources Officer for the Talan Group,my responsibility is to create the conditions that enable engagement to thrive across a fast-growing organization.

That means shaping an HR strategy that matches the ambitions of both our employees and those who aspire to join us. The qualities we expect from our people, curiosity, high standards, and a strong sense of collective purpose, are the very same standards we hold ourselves to. That sense of mutual commitment is what builds trust and enables everyone to find their place and see a long-term future within the Group.

This principle of reciprocity takes on particular importance in the context Talan is navigating today. Our sustained growth and recent acquisitions, including Micropole and Coexya in France, as well as 9FT and ThinkMax internationally, are leading us to align our practices, strenghten synergies, and scale our processes more effectively... while preserving what makes us unique: a strong entrepreneurial culture built on accountability, proximity, and the ability of every individual to contribute.

In this context, strengthening engagement is not a secondary goal, it is a fundamental condition for success. It lies at the heart of my mission and of the path we are shaping for Talan Group.

With this in mind, we are focusing on several key levers:

Empowering and supporting managerial leadership

Managers play a decisive role. They set the direction, translate strategy into clear objectives, and bring collective ambition to life in the day-to-day experience of teams. Their leadership posture matters just as much as their decisions: being approachable, lead by example, listen, bring people together, and helping them grow. From an HR standpoint, our role is to support them in that responsibility by providing the right reference points, tools, and framework. Giving feedback, clarifying expectations, and supporting team development: this is how collective performance is built.

Making the rules of the game clear

Engagement requires clarity. Where is the company heading? What is expected of me? How will I be assessed? These are legitimate questions, and younger generations in particular are highly attentive to them. Transparency builds trust. Clarifying expectations, making evaluation criteria visible and sharing the company’s strategic direction help everyone understand their role and the impact they can make.

Fostering a culture of feedback

The days of relying solely on the annual performance review are over. Performance is built over time through continuous dialogue. Throughout the year, we encourage regular conversations around objectives, progress, any necessary adjustments, and team priorities. This culture of feedback helps us recalibrate, recognize contributions, and support growth... creating an environment in which everyone can fully develop their potential.

Leadership, transparency, and ongoing dialogue: to me, these are the three essential levers for creating the conditions for engagement and supporting Talan’s growth.

Because it is our "Curious Minds" who, every day, drive the strength and lasting performance of our Group.