Newsletter dedicated to the attractiveness of companies to young French people.

Employer Brand: Attractiveness of companies and their sectors to students and young graduates

This newsletter is largely dedicated to the subject of how companies attract young people. It is mainly the result of an annual study carried out from October to December 2024 in the field, analyzed in January and presented to the press for its general findings in February.

I'm referring to the Epoka-Occurrence 2025 barometer, whose press release can be accessed at the foot of this page.

Epoka is a communications agency with a strong focus on employer branding.
Occurrence is a research and consulting firm for communications departments.

The 2025 study sheds light on the expectations, perceptions and priorities of the younger generations in terms of employment and careers. The robust sample of 13,000 respondents from a wide range of educational backgrounds represents the aspirations of a diverse student population.

The attractiveness of 300 companies in France and their respective sectors is measured as well, enabling the identification of the attractiveness of each segment.

Key findings include

Sector attractiveness: Young people favor industries associated with innovation, sustainability and technology, with sectors such as technology (Google, Apple, Microsoft) and luxury (LVMH, Hermès) topping the charts. The appeal of these sectors lies in their ability to offer dynamic environments, career development opportunities and a prestigious image.
Company attractiveness criteria: The main criteria include remuneration, career opportunities, corporate culture, and societal commitments (particularly environmental). Young people value companies that meet their personal aspirations while offering concrete opportunities for growth.
Perception of the job market: Young people perceive a slight deterioration in job prospects compared to the previous year (-8 points on the feeling of ease of finding a job). This may reflect a more uncertain economic environment or increased competition on the job market.
Management characteristics: Expectations focus on participative management, fairness and support for personal development. These elements are seen as essential to ensure the lasting commitment of young talent.
Impact of technology and AI: The use of generative AI tools is growing strongly, with young people expressing clear expectations regarding their integration into professional practices. They expect companies to offer opportunities to train in these new technologies to increase their competitiveness.
Ecological commitment: Environmental responsibility is a major lever for attracting this generation. Young people value companies that integrate sustainable practices and adopt environmentally-friendly policies.

Global perspective: Employer branding and corporate attractiveness

Employer branding, at the heart of recruitment strategies, is key to aligning corporate values with the aspirations of young talent.

Aligning values with young people: Young people are attracted to companies that are authentic, transparent and committed. Leading sectors are adapting their discourse to highlight their social, environmental and ethical commitments. These companies show an understanding of the aspirations of the new generation, by creating inclusive and stimulating environments.
Visibility and awareness: Communication performance plays a key role. The top-ranked companies in the study use creative, impactful content on social networks to capture attention. Immersive videos, employee testimonials and online events are among the most effective tools.
Talent diversification: As companies open up to a wider range of profiles (e.g. young people with 2-year university degrees), they need to adapt their employer branding strategies to include inclusive initiatives. This allows them to better reflect the diversity of academic and professional backgrounds.

Examples and parallels with the press and rankings

Similar analyses and recent examples reinforce the study's conclusions:

Randstad Employer Brand Research (2024): Confirms that compensation, job security and a good work/life balance are universal priorities. This highlights the importance of these criteria in building a strong employer brand.
Glassdoor rankings: Highlight the importance of employee opinions in a company's attractiveness (top-ranked companies listen to and value their employees).
Forbes' Most Attractive Employers: confirms the dominance of technology and luxury companies, echoing the results of the study. These rankings illustrate the extent to which innovation and prestige play a decisive role in the choice of young talent.

Specific focus on young people and strategic recommendations

To better meet young people's expectations :

Adapt communication: Companies need to adopt a personalized approach to each channel (social networks, events, campuses). An authentic and engaging approach is essential to resonate with this connected and critical audience.
Reinforce societal commitments: Integrate sustainable initiatives into employer strategy (e.g. carbon neutrality, diversity and inclusion). These actions need to be measurable and clearly communicated to be convincing.
Enhance career opportunities: Offer clear, personalized career development paths. Training, mentoring and international mobility plans are particularly appreciated.
Support the use of technology: Train and include young people in innovation projects. Companies must be leaders in the adoption of AI tools and actively involve their young recruits in these transformations.

The study and associated insights show that a strong employer brand aligned with the expectations of younger generations is essential to attracting and retaining talent in a competitive job market. Investment in concrete, authentic actions, combined with strategic communication, guarantees lasting attractiveness.

I think it's worth expressing a certain astonishment at points 1 & 2, and one that resonates with me a great deal, based on the following slide:

It has been shown that young people have very high expectations of these two levers; but that they do not value the expression of corporate leaders.

For me, this is a perfect illustration of the lack of thought leadership expressed by managers via various channels (digital in particular).

This should serve as a springboard to illustrate the company's commitment not only via the leader, but also and of course via an employee advocacy approach.

What's needed is clearer, more explicit communication that reaches out to employees, rather than language that is often too corporate....

You will find below the Press Release with all rankings

https://www.occurrence.fr

https://www.epoka.fr