The slide's title, "FIDÉLISER EN 2025 – Ce qui fait vraiment rester les collaborateurs," focuses on strategies for retaining employees in 2025, emphasizing what truly keeps collaborators engaged. Its subtitle describes it as "Le talk qui change la vision de la fidélisation en PME," positioning the presentation as a transformative discussion on employee loyalty in small and medium-sized enterprises.

🎤 FIDÉLISER EN 2025 – Ce qui fait vraiment rester les collaborateurs

Le talk qui change la vision de la fidélisation en PME

The slide, titled "Punchline d’ouverture," features a quote emphasizing that it's not the salary that keeps employees loyal, but rather the daily experiences and culture within the company. The quote is attributed to Alexandre Dupont, an expert in human resources and TEDx speaker.

Punchline d’ouverture

> Ce n’est pas le salaire qui fait rester. C’est ce que votre entreprise fait vivre, chaque jour, entre ses murs.

— Alexandre Dupont, Expert en Ressources Humaines et Conférencier TEDx

Source: Présentation TEDx: FIDÉLISER EN 2025 – Ce qui fait vraiment rester les collaborateurs

The slide "Pourquoi la fidélisation est stratégique ?" highlights key statistics on employee retention challenges, including that 24% of workers are considering leaving their jobs (YouGov 2023). It also notes that 45% resign due to lack of recognition (Apec 2024), and in SMEs, each departure equates to a 10% loss of human capital.

Pourquoi la fidélisation est stratégique ?

• 24%: Envisagent de partir

YouGov 2023

• 45%: Démission pour manque de reconnaissance

Apec 2024

• 1: Départ = 10% capital humain

en PME Source: YouGov 2023, Apec 2024

The modern definition of customer loyalty emphasizes inspiring a desire to stay through positive experiences and voluntary commitment, rather than imposing barriers or forced retention. It focuses on building emotional attachment and prioritizing daily fulfillment over merely preventing exits.

Définition moderne de la fidélisation

• Inspire desire to stay through positive experiences.
• Avoid barriers; focus on voluntary commitment.
• Build emotional attachment, not forced retention.
• Prioritize daily fulfillment over exit prevention.

This interactive question slide highlights key employee attrition factors through an image and bullet points. It reveals that lack of recognition prompts 45% to leave, poor ambiance impacts 42%, excessive workload causes 23%, and limited autonomy drives 21% to quit.

Question interactive

!Image

• Lack of recognition drives 45% to leave
• Poor ambiance affects 42% of departures
• Excessive workload causes 23% attrition
• Limited autonomy leads 21% to quit

Source: Wikipedia: Employee turnover

According to the Apec QVCT 2024 survey on the true reasons for employee departures, insufficient recognition tops the list at 45%, followed closely by a degraded work atmosphere at 42%. Other key factors include excessive workload in 23% of cases and a lack of autonomy in 21% of quits.

Les vraies raisons du départ (Apec QVCT 2024)

• ⭐ Reconnaissance insuffisante : 45 % des départs
• 🤝 Ambiance dégradée : 42 % des motivations
• ⚖️ Charge de travail excessive : 23 % des cas
• 🎯 Manque d'autonomie : 21 % des quits

Source: Apec QVCT 2024

The slide titled "L’effet domino" illustrates how a single departure can trigger a snowball effect, impacting the entire team's motivation and leading to rapid rumor propagation. It highlights the risk of chain departures as a result.

L’effet domino

!Image

• Un départ crée un effet boule de neige.
• Il impacte la motivation de l'équipe entière.
• Les rumeurs se propagent rapidement.
• Risque de départs en chaîne.

Source: Image from Wikipedia article "Domino effect"

The slide "Engagement: les 3 profils" contrasts two employee profiles in a two-column format. The "Engagés (vert)" on the left describes highly committed contributors who bring positive energy, innovate, motivate teams, boost productivity, and drive long-term company success, while the "Désengagés (rouge)" on the right highlights toxic profiles that drain energy through passivity or negativity, undermine morale, spread disengagement, and increase costs from turnover and performance losses.

Engagement : les 3 profils

Disengagement costs companies an average of €14,310 annually per employee through direct and indirect losses, with replacement expenses equaling 1.5 times an employee's yearly salary and a 25% drop in productivity. For a small business with 10 employees, this results in over €100,000 in yearly impact due to low engagement levels.

Coût du désengagement

• 14 310 €: Annual Cost per Employee

Direct and indirect losses from disengagement

• 1.5x: Replacement Cost Multiplier

Equivalent to 1.5 times annual salary

• 25%: Productivity Reduction

Due to low employee engagement levels

• €100K+: Annual Company Impact

For a 10-employee SME with disengagement Source: APICIL 2023

In small and medium-sized enterprises (SMEs) with just 10 employees, the departure of a single staff member can significantly disrupt operations and create systemic risks that amplify the overall impact. This overload on remaining employees often triggers further exits, but proactive talent retention strategies can prevent such domino-effect crises.

Le risque en PME

!Image

• In 10-employee SMEs, one departure disrupts operations.
• Systemic risk from talent loss amplifies impact.
• Overload on remaining staff leads to further exits.
• Proactive retention prevents domino effect crises.

Source: Image from Wikipedia article "Weighing scale"

The slide titled "Les 4 piliers QVCT" outlines four key pillars for fostering a healthy work environment. These include promoting a positive and collaborative atmosphere, granting greater autonomy in responsibilities, recognizing individual efforts and contributions, and balancing workloads to prevent burnout.

Les 4 piliers QVCT

• 🤝 Ambiance : Favoriser un climat positif et collaboratif au quotidien.
• 🎯 Autonomie : Accorder plus de liberté dans les responsabilités.
• ⭐ Reconnaissance : Valoriser les efforts et contributions individuelles.
• ⚖️ Charge de travail : Équilibrer les tâches pour éviter l'épuisement.

This slide serves as a section header for Part 2 titled "AGIR," marking it as section 02 in the presentation. It features a subtitle emphasizing the implementation of strategies to sustainably retain employees in small and medium-sized enterprises (PMEs).

PARTIE 2 — AGIR

02

PARTIE 2 — AGIR

Mettre en œuvre les leviers pour fidéliser durablement les collaborateurs en PME

Source: TEDx Presentation on Employee Retention

The slide, titled "Le super-pouvoir des PME," features a quote from Dr. Émilie Laurent, an expert in PME management and retention. It states that the superpower of small and medium-sized enterprises lies in their proximity, direct access, and human attention, which build authentic connections and retain talent like no other.

Le super-pouvoir des PME

> Le super-pouvoir des PME réside dans la proximité, l’accès direct et l’attention humaine. C’est ce qui forge des liens authentiques et fidélise les talents comme nulle part ailleurs.

— Dr. Émilie Laurent, Experte en Management et Fidélisation des PME

Source: Présentation TEDx – FIDÉLISER EN 2025

The slide outlines the 10 Apec levers for enhancing employee motivation and engagement, divided into two columns. The left column covers levers 1-5, focusing on expressing thanks, fostering a positive ambiance, balancing workload, granting autonomy, and providing professional growth opportunities; the right column details levers 6-10, emphasizing task variety, employee participation in decisions, supplying necessary tools, fair remuneration, and aligning work with meaningful values.

Les 10 leviers Apec (version TEDx)

| 1. Dire merci : Reconnaître les efforts pour booster la motivation.

1. Ambiance : Créer un environnement positif et collaboratif.
2. Charge de travail : Équilibrer les tâches pour éviter l'épuisement.
3. Autonomie : Donner plus de liberté dans les responsabilités.
4. Évolution : Offrir des opportunités de croissance professionnelle. | 6. Variété : Diversifier les missions pour maintenir l'intérêt.
5. Participation : Impliquer dans les décisions de l'entreprise.
6. Outils : Fournir les ressources nécessaires pour bien travailler.
7. Rémunération : Assurer une compensation juste et motivante.
8. Sens : Aligner le travail sur des valeurs significatives. |

Source: Apec

Recognition significantly boosts employee morale, loyalty, and engagement while preventing up to 45% of voluntary departures through daily appreciation and personalized feedback. Leaders who effectively recognize efforts are key to retaining top talent and fostering long-term commitment.

Focus Reconnaissance

• Recognition boosts employee morale and loyalty significantly.
• Daily appreciation prevents up to 45% of voluntary departures.
• Personalized feedback enhances engagement and long-term commitment.
• Leaders who recognize efforts retain top talent effectively.

Source: Apec 2024 Survey

The slide, titled "Focus Ambiance," features a quote from Dr. Élise Laurent, an expert in QVCT from Apec, emphasizing that working with people one enjoys is not a luxury but the second essential lever for employee retention. It highlights how a positive ambiance strengthens bonds, boosts motivation, and sustains team engagement.

Focus Ambiance

> Travailler avec des personnes que l'on apprécie n'est pas un luxe, c'est le deuxième levier essentiel de fidélisation. Une ambiance positive renforce les liens, booste la motivation et fait perdurer l'engagement au sein de l'équipe.

— Dr. Élise Laurent, Experte en QVCT, Apec

Source: Apec QVCT 2024

Work overload leads to employee burnout and prompts top talent to leave due to excessive pressure. Balancing workloads and managing tasks effectively helps retain teams and prevent unwanted departures.

Focus Charge de travail

!Image

• Surcharge de travail cause burnout
• Meilleurs talents quittent sous pression
• Équilibrer charge pour retenir équipes
• Prévenir départs par gestion tâches

Source: Apec QVCT 2024

The slide "Focus Autonomie" highlights key statistics on workplace autonomy, showing that 96% of employees report improved well-being from greater independence, while 21% of departures stem from its lack. It also notes a 75% productivity boost and 85% link to higher retention when autonomy is present.

Focus Autonomie

• 96%: Autonomy Improves Well-being

Employees report enhanced personal well-being

• 21%: Departures Due to Lack

Of autonomy in workplace

• 75%: Productivity Boost from Autonomy

Workers more efficient with freedom

• 85%: Retention Linked to Autonomy

Higher autonomy reduces turnover intent Source: Apec QVCT 2024

Managers play a pivotal role in employee engagement, driving 70% of it according to Gallup, by building trust through daily recognition and feedback while fostering a positive ambiance to enhance team loyalty. They also balance workloads to prevent burnout and turnover, and empower autonomy to boost satisfaction and performance.

Le rôle du manager

• Managers drive 70% of employee engagement (Gallup).
• Build trust through daily recognition and feedback.
• Foster positive ambiance to boost team loyalty.
• Balance workloads to prevent burnout and turnover.
• Empower autonomy for higher satisfaction and performance.

Source: Gallup

The 30-day action plan for SMEs outlines a timeline to improve employee engagement and morale. In days 1-7, conduct individual interviews to gather feedback and identify pain points; days 8-14 focus on evaluating and redistributing tasks to reduce workload; days 15-21 involve regular recognitions and rewards to boost motivation; and days 22-30 emphasize setting shared goals and career plans to foster commitment.

Plan d’action 30 jours (PME)

Jours 1-7: Écouter les collaborateurs Organisez des entretiens individuels pour recueillir les retours et identifier les points de douleur. Jours 8-14: Alléger la charge de travail Évaluez les tâches et redistribuez pour réduire la surcharge et améliorer l'équilibre. Jours 15-21: Reconnaître les efforts Mettez en place des remerciements réguliers et des récompenses pour booster la motivation. Jours 22-30: Projeter l'avenir ensemble Définissez des objectifs communs et des plans de carrière pour inspirer l'engagement.

The slide, titled "Conclusion TEDx," presents a key takeaway in French: "On ne fidélise pas avec des avantages. On fidélise avec de l’attention," which translates to "You don't retain with benefits. You retain with attention." This emphasizes that true customer loyalty stems from genuine care rather than mere perks.

Conclusion TEDx

On ne fidélise pas avec des avantages. On fidélise avec de l’attention.

Source: Inspired by Apec QVCT 2024 insights