How to recruit number 10s for your corporate team in the midst of a war for talent.

In a context of profound upheaval in the world of work, recruiting and retaining the best talent over the long term has become a real challenge for HR departments. The executive job market is tight in all sectors, particularly in digital professions.

This shortage is creating fierce competition among companies. It's now up to HR to deploy its best tactics to attract "number 10s" to the team.

Why talk about number 10s here? The parallel with sport—and more specifically, football—is not insignificant. Mbappé, Zidane, Maradona, Pelé, Neymar… These legendary figures embody creativity, strategic vision, the ability to influence and lead the team to victory. In business, the best talents play a similar role: they energize, unite, and embody positive change.

Therefore, several questions arise for HR:

• How to attract, recruit and retain these number 10s?

• How can we detect their potential even before they enter the market?

• How can we create the environment conducive to their sustainable performance?

1- The manager, teammate and leader of number 10.

The manager, talent detector.

Operational, he knows the skills required for the position. He is the recruiter's key ally for:

• Concretely define the need (benchmark, market, length of time in position, etc.).

• Identify the essential business and HR criteria.

• Design a suitable and relevant practical test.

  
  

The manager, ambassador of the company.

They play a vital role in the selection process. Their ability to convince, embody the company's vision, and establish a sincere relationship with the candidate can make all the difference. Seamless HR/management collaboration can speed up deadlines (by up to 20%) and improve the quality of interviews.

The manager, talent coach.

On a daily basis, they are mentors, reference points, and the company's primary point of contact. Their role is to motivate, monitor employee development, and anticipate their renewal needs. They must identify weak signals before they turn into costly departures. According to Hays, well-supported internal mobility is favored by 60% of employees.

2- Innovation and proactivity, drivers of attraction.

Diversify sourcing channels.

The strategy can no longer rely on the CV/cover letter duo. We must multiply the points of contact with talent:

• Employer Branding (8 Touchpoints Before Taking Action – Forrester)

• Specialized communities and networks

• Co-optation, recruiter network, talent pools

Exploiting digital opportunities.

Digital is transforming recruitment practices:

• 1 in 3 companies uses a pre-selection robot.

• 27% of companies with over 50 employees use an ATS.

• 79% of candidates under 35 use social networks.

Recruit differently.

For a strategic need, an independent or atypical profile can bring real value. External experts, often highly committed, help energize internal teams. Innovation also means taking care of their integration and offering them an experience aligned with the company's values.

3 - Internal HR marketing, a pillar of talent retention.

Develop a strong employer brand.

Inbound recruiting involves attracting talent through quality content and highlighting the company's DNA. This differentiating lever has a dual effect:

• Externally, it attracts good profiles.

• Internally, it reinforces the sense of belonging and the pride of collaborating on a meaningful project.

Offer a differentiating employee experience.

In a world where employees rate their company (like a restaurant), every moment of the journey counts:

• Onboarding : take care of the first few weeks to secure commitment.

• Corporate life : training, team building, access to strategy, etc.

• Communication : campaigns around values, CSR involvement, events.

According to Link Humans:

• 83% of hiring starts with an online search.

• A strong employer brand increases qualified applications by 50%.

• 84% of employees consider leaving their company for a better reputation.

Conclusion :

Recruiting and retaining a number 10 requires method, collaboration, agility, and, above all, true consistency between employer promises and the reality on the ground. HR and managers must move forward together, with shared objectives: structuring onboarding, making daily life stimulating, and actively preparing the next steps in the employee journey.

A real challenge... but also an opportunity to build high-performing, committed, and forward-looking teams.