You are organizing an economic inclusion summit this Monday, November 29 in Bercy. What are we talking about ?
Saïd Hammouche: It is about the inclusion in the company of qualified people. The Mozaïk RH association, which has since been transformed into a foundation, was formed from the outset around the observation that, even with a diploma, young people from difficult neighborhoods had more difficulty than others in being hired. . It is a different population from that to which the State devotes the most resources, that of young people without qualifications, far from employment.
For the young people you take care of, do the barriers to hiring persist?
S. H. : Yes, although great progress has been made. With equal skills, a candidate from diversity will have to send four times as many CVs to get a job interview. We have seen it in recent months: unemployment has declined overall in France, but unemployment among young graduates from so-called “city policy” districts remains 2.5 times higher than the national average. The weight of stereotypes continues to generate cognitive biases that produce discrimination.
How to progress?
S. H. : First of all, the company must be aware of its dysfunctions in this area and that it wants to act. This implies setting an objective and adopting a strategy. From there, methods and tools exist: build up a pool of candidates, train the people responsible for recruitment, educate managers, etc. At the same time, applicants must be encouraged to approach companies that they do not necessarily know but which are recruiting.
What brakes do you identify?
S. H. : A lack of monitoring of the policies put in place, whether at the institutional level or at the company level. Managers change department, sector, company and we do not capitalize on know-how. It is a bit the same thing at the level of the public policies put in place, which can suffer from political alternations. There is but not necessarily a long-term follow-up.
In France, do we encounter extreme sensitivity around ethnic statistics?
S. H. : It should not be an obstacle. Our method, approved by the defender of rights, consists of sending a questionnaire to all the employees of a company, who will position themselves on a given criterion, anonymously. This makes it possible to take measurements over time and also to compare oneself with other companies.
Should we favor the diversity of recruitments at the bottom or at the top of the company?
S. H. : In recent years, the emphasis has been on recruiting junior staff, but the movement risks running out of steam if the inclusion strategy does not reach the top of organizations, both in the private sector and in the public service. .
Multinationals are communicating a lot at the moment about their “diversity” policy. How do you explain it?
S. H. : There is a combined pressure from investors, especially Anglo-Saxons, consumers but also future employees. In a context of tensions over recruitments, they tend to favor companies that resemble society, in all its diversity.