What if France's ETIs were an underestimated asset when it comes to influencing our society? Both creators of jobs - they employ 25% of the working population - and innovators in the field, they discreetly design and deploy solutions to the various challenges of professional integration and job retention in France. Thanks to their intermediate size, they have the financial strength to innovate and the agility to do so effectively. A capacity for impact that all players, and especially they themselves, must seize!
This is a key moment for the French social model. This model, and in particular the pension system, which is based on the principle of solidarity between generations, is only viable if the number of working people remains sufficient to finance the needs of those who have left working life. French companies therefore have a central role to play in creating value and jobs.
Human scale
In this context of the need for companies to assume their social responsibilities, ETIs (mid-sized companies) are a formidable vector for transformation. Their human-scale dimension allows a certain flexibility in organization, making them ideal places for experimenting with change management. Often deeply rooted in a given region - almost 80% of ETIs are located outside the Paris region - they are in direct contact with the dynamics and challenges of the local employment basin.
Against this backdrop, we ETIs can do better than ever. But this implies two things.
The central role we play as employers is one of the reasons why we can be committed agents of change.
Firstly, that we are given the importance and attention we deserve - particularly in the political and economic spheres. Secondly, that we take full advantage of the opportunities available to us to drive societal change. If we love our social model, we also know that it has a cost: let's take our responsibilities to preserve and grow this model in which we believe and which supports us.
The central role we play as employers is one of the reasons why we can be committed agents of change. Indeed, work is often experienced as a constraint; it's up to us to turn it into a source of enthusiasm, attractiveness and commitment. So let's take full advantage of the powers at our disposal: the power to offer a decent wage, fair remuneration and a fair model for the distribution of wealth. We also have the power to offer a fulfilling working environment and to give meaning to our employees' work. And finally, to rethink our relationship with work, and hence our French social model.
New career path
Since the working population is destined to have to work longer in order to support the retirement of their elders, we have the opportunity to support a new career pattern. At Eurogroup, we offer a recruitment scheme aimed at people over 45 who are no longer in employment but are keen to return to work. This initiative promotes a career "rebound" for senior citizens with a proven track record, as opposed to the more traditional approach of a linear professional activity.
The sometimes modest size of an ETI should not be a brake on change management. If we don't do it, who will? We have the agility and spectrum of action needed to move the lines; we have the autonomy, we have the levers. Let's make the most of our all-too-often underestimated qualities to become players in a sustainable social model and commit ourselves by believing in our values. It's up to us!
*Claudia Montero, President of Eurogroup Consulting
Opinion column published in Les Echos le 15/10/24
