New study on the recruitment needs and practices of construction materials trading companies

Companies in the construction materials trading sector recruited 20.600 people in 2022 (2023 branch report from the Observatory). More than 75% of recruitments are on permanent contracts and around 85% concern one of the 6 benchmark jobs in the sector[1], primarily warehouse workers (26,5%) and sales advisors (23%). .

In a sector where there are many professions under pressure, the question of recruitment therefore deserves particular attention. This is why the Observatory of the construction materials trading sector has launched a study to better understand the recruitment needs of companies over the next 3 years, their practices but also the avenues of reflection to be implemented on this subject.

Through qualitative interviews, workshops and a survey of 300 companies in the sector, the study made it possible to:

• Measure and qualify the recruitment needs of construction materials trading companies;
• Analyze the recruitment practices of construction materials trading companies;
• Formalize recommendations in order to strengthen the recruitment practices of companies in the sector.

The main lessons of the study

• The main difficulties encountered by companies in the context of their recruitment projects are linked to a low volume of applications (50% of respondents) and/or a lack of experience or qualification of candidates (44%). The professions for which companies encounter the most difficulties are warehouse workers/forklift drivers (32%) and delivery drivers (26%).
• The main recruitment channels used by companies are the distribution of a job offer/an advertisement (63% of respondents), the use of an intermediary (48%) or the professional networks of respondents and employees of the company (41%). These networks and the distribution of an offer are considered the most effective channels by respondents (32% and 31% of them respectively).
• The main arguments put forward by employers in job offers are the quality of human relations in the company (59%) as well as the permanent contract or the prospect of a permanent contract with potential candidates (54%).
• Selection practices are poorly formalized:
  • More than half of companies (54,6%) evaluate knowledge and know-how during the trial period, once recruitment has been completed;
  • 3/4 of companies rely on feelings during recruitment interviews and 41,8% of employers evaluate interpersonal skills during the trial period, once recruitment has been completed.
• The practices for welcoming and integrating new employees into companies involve, for more than half of companies (51,6%), the organization of collective and convivial moments. When the reception and integration period is formalized, in 40% of cases this involves the appointment of a tutor and/or in a quarter of cases an interview during the trial period. .
• More than 80% of companies are satisfied with their recruitment and employee integration practices.
• More than half of respondents (55,3%) say they do not know the professions for which their workforce will increase over the next three years. For companies considering increases in staff numbers, this primarily concerns the professions of technical-sales representative (32,8%), warehouse worker or warehouse operator-forklift driver (30,6%) and salesperson. advice (23,9%).
• Nearly three quarters of the companies surveyed (73%) say they are ready to invest in “innovative” practices or solutions for their recruitment processes, starting with the identification and mobilization of bridges for employees recognized as unsuitable for the professions. construction techniques in favor of professions in the construction materials trading sector.

The main recommendations of the study

• Continue to promote professions and develop the diversity of sourcing practices (e.g. people undergoing retraining whose skills are all or part transferable to the sector, etc.);
• Continue to strengthen links with training organizations and develop the use of work-study programs (e.g. testimonials from employers in establishments, company visits by training organizations, etc.);
• Develop the use of training courses linked to recruitment (e.g. POEC);
• Develop the attractiveness of job offers (in particular the sales pitch);
• Secure selection, reception-integration, and loyalty practices (e.g.: develop company immersions for potential candidates);
• Strengthen the visibility and appropriation of tools already developed, and identify/promote good recruitment practices.

View the full study.

[1] Benchmark jobs: Agency or depot managers, Team managers, Technical sales associates, Sales advisors, Warehouse workers, Delivery drivers.

Illustrative image of the article via Depositphotos.com.