In recent years, work-study programs have really exploded in many companies, becoming a preferred means of integrating new talents. In an environment where the permanent contract is no longer the default choice and the fixed-term contract has its constraints, work-study offers appreciable flexibility allowing both to identify future juniors who could join the company and to have a collaborator for 1 or 2 years.

For several years, I have recruited between 1 and 2 work-study students each year and I have developed a certain number of good practices which have each time made the difference. Both in terms of the quality of recruitment and the candidate experience.

Here are 5 tested and approved tips to identify the best profiles and make interviews memorable.

1 — The unexpected interview

We often replace work-study students for a given position from one year to the next. In recent years, I have systematically offered my work-study students the opportunity to participate in the recruitment of their replacement.

How?
Simply by asking them to join me at the end of the interview to participate.

Why?
This simple idea has at least 3 advantages:

1 — The current apprentice feels valued, he is happy to be asked for his opinion and it is often the first time he has conducted an interview. This is therefore an opportunity to “get to the other side”.

2 — The candidate is always happy to be able to interact with the person who preceded him in the position. This is an opportunity to address certain points without tongue-in-cheek.

3 — This is proof of unstoppable transparency. We do ask candidates for their references, why not ask employers for theirs? (This is what explains the success of sites like Glassdoor).

Having him talk to another student shows that we have nothing to hide. It is also an opportunity for the candidate to interact with someone of their age, outside of corporate discourse. He can thus ask questions that he might not otherwise dare to ask (remuneration, hours, pace, real interest in the missions, atmosphere, etc.).

2 — The “side project”

A work-study student has by definition little experience. It is therefore more relevant to judge him on what he did alongside.

I therefore recruited as junior digital project manager a person whose main professional experience was as a cashier at Auchan.

Why? Because she had a strong online presence and had worked on several personal projects. These projects called on digital skills: setting up a blog, developing a community, producing content, etc.

These side projects show a sense of resourcefulness, curiosity and the ability to complete projects successfully. It’s also the perfect way to develop skills that we haven’t yet seen at school or in business.

Advice to aspiring work-study students: make plans and put your projects in your CV!

3 — The practical case

If the CV allows you to get an initial idea of a candidate's skills, the interview allows you to assess posture, listening and presentation skills. It is also an opportunity to convey an essential feeling (is this person compatible with the culture of the service?).

However, this is not enough…

To minimize risks, there is nothing better than putting the candidate to the test. A small practical case, which allows you to assess the ability to deal with a problem. Nothing too bad and no trick questions. We allow freedom of format and this makes it possible to evaluate essential elements: quality of the deliverable, compliance with deadlines, presentation, etc.

I have sometimes been amazed at the quality of the work produced by a candidate who had not impressed me during the interview. Without testing I would not have seen some of his skills, which are essential for what I am asking of him.

4 — Mutual learning (aka Reverse Mentoring)

We could limit ourselves to the desire to look for docile candidates who will absorb what they are taught in sponge mode... And execute.

But that would be missing out on a huge opportunity. Learn from work-study students and have a fresh eye and strength of proposal on our daily missions and our challenges.

We aim for mutual contribution and we must not hesitate during the interview phase to be perfectly clear about our expectations at this level.

5 — Post-interview feedback

We underestimate the impact of feedback following an application. At each interview I make a commitment to the candidates: selected or not, I will call them to explain my choice. And I give a deadline for response.

“You will be reminded if your profile is selected”

One of recruiters' favorite phrases is “we will call you back if your profile is selected” leaving candidates waiting and often in total ignorance regarding the reasons why they were not selected. Whereas as a candidate, it is precisely if I am not selected that I most need a call. To understand, adapt, improve, build myself. So that what may have blocked me this time does not block me during a future interview. Especially when I'm starting my professional life and I'm not used to interviews.

So yes, it would be simpler to do like so many recruiters, to play dead. Just contact the candidates on the short list and explain to them why they are wonderful. But by recalling those who failed we send two messages:

• A constructive message highlighting the reasons for the failure and why the profile did not do the trick. But also what interested us in the application.
• A positive message in terms of employer branding. In fact, the candidate will remember that one of the rare boxes to have called them back in the event of refusal to give them advice is yours.

In conclusion

Recruiting a work-study student has absolutely nothing to do with recruiting a fixed-term or permanent contract or an intern. We cannot focus only on professional experience. We have a radically different approach, where we must help the candidate grow – whether we retain them or not.

It’s a unique and stimulating challenge provided you have the right expectations and the right mindset.

And you, do you have any advice or good practices to share?