The hidden messages behind your corporate values.
"Here, we're one big family."
"We don't count the hours; we're all deeply committed."
"We're looking for someone motivated, unafraid to step out of their comfort zone."
You may have said or heard these phrases in your company. Some can be reassuring. Others... create genuine discomfort.
Because what you consider to be values is something candidates mostly perceive through very concrete signals: how they're spoken to, the genuine listening to their expectations, the openness (or lack thereof) to taboo topics like working hours or salary, and those seemingly innocuous remarks... that are never truly trivial.
Today's candidates no longer just want "a good job." They're seeking an environment that's coherent, respectful, and aligned with their own values.
And they've learned to spot the green flags ✅(what inspires trust)... as well as the red flags 🚩 (what drives them away).
A recent Robert Half study (Ce que veulent les candidats, 2025) confirms this:
Behind these numbers lies a certainty: companies are judged by their actions, not their slogans.
So, how can you make a difference? Which attitudes and practices truly embody a healthy company culture, and which send negative signals?
Let's sort it out, candidly.
"Here, people are empowered from the start."
This kind of statement can inspire trust... provided it's followed by action.
In some companies, autonomy is more than just a word: it's evident in daily operations. This includes a clear scope of action, shared objectives, and real freedom in work methods. In other words, no micromanagement, but trust granted from the outset.
Employees have the right to try, to question, to make mistakes occasionally, without it undermining their legitimacy. And this freedom, when genuine, changes everything: it fosters engagement, boosts motivation, and encourages genuine investment.
"We understand you have a life outside of work."
But can one leave the office at 5PM without sideways glances? Is requesting a day off seen as a legitimate right or as a productivity hindrance?
It might seem obvious... but it's not universal. Candidates pay attention to these subtle signals that reveal a culture:
Conversely, companies that genuinely care about their teams' balance don't just talk about it: they demonstrate it. Through clear policies, genuine flexibility, and behaviors modeled from the top. In short, an environment that respects time - yours and others'.
Transparency isn't about "saying everything, all the time," but rather communicating what's important, at the right time and in the right context.
It's about openly discussing decisions that affect teams. Explaining why a strategy changes, why a project is paused, or sometimes, why certain decisions must be made, even if they're unpopular. It's not smooth, it's not easy, but it's necessary.
Transparency also means providing a space where feedback is not only allowed but encouraged. It's about fostering a culture where criticism is constructive and recognition is sincere. When exchanges are honest, they become simpler, more direct, and above all, more human. You know where you're headed, even when everything isn't perfect.
And this need for transparency isn't limited to strategic decisions. With the upcoming European legislation in 2026, salary transparency will soon be a legal requirement. But even before that, a company that proactively clarifies salaries and salary progression sends a strong signal of respect and coherence.
"We're allowed to make mistakes, as long as we learn from them."
Many say it. Few practice it. In companies that truly value learning, failure isn't seen as a flaw but as a step. The goal isn't to assign blame. It's to understand, learn, and grow.
When mistakes are viewed as opportunities rather than obstacles, it creates an environment of psychological safety. A place where people dare to take initiatives, where they're not afraid to engage in new projects even with uncertain outcomes. They know that if it doesn't work out, they'll analyze it and learn from it, rather than feeling judged or pushed into a corner.
Saying "you can be yourself here" isn't enough. Can everyone truly be themselves? Are atypical profiles, diverse backgrounds, introverted individuals, and talents that don't fit the mold genuinely valued?
An inclusive culture isn't summed up by a group photo on the careers page. It's evident in hiring decisions, promotions, and daily freedom of expression. It's a value that's either lived or meaningless.
"We take the time to develop our employees."
When progression is genuinely a value, it's manifested through concrete actions: regular check-ins, constructive feedback, and training that's not only offered but encouraged.
A good manager supports their team's development by outlining a clear path, not just to retain but to help them grow. They guide skills development by providing the means to progress.
Ambitious talents seek companies that offer a realistic growth plan and accessible training. These companies invest in their long-term potential, motivating employees to fully commit.
"We move forward together, not individually."
Candidates look for environments where team spirit is lived daily, not just presented in a PowerPoint.
This is felt through regular team rituals, like daily meetings, lunches, or peer feedback sessions, which strengthen bonds and collaboration.
Candidates also observe if the manager fosters a collective approach, emphasizing shared goals, not just individual ones. This spirit of mutual support and collaboration creates an environment where people can progress together, supporting each other to achieve common objectives.
"We're like a big family."
This phrase is common. It may seem warm... but it's often misleading. A family is an emotional structure, where unconditional loyalty is expected. A company is not that.
Behind this rhetoric often lies role confusion, subtle pressure to accept everything, and difficulty setting boundaries. Saying no becomes almost an act of betrayal. Conflicts are silenced in the name of harmony. In such contexts, the freedom to be oneself comes at a high cost.
"Here, we don't count the hours."
When such a phrase is proudly stated, it's rarely a good sign. Working extra hours occasionally happens to everyone. But making it a norm, an unspoken expectation, or even a recognition criterion is problematic.
It often indicates poor workload distribution, unclear priorities, and a culture where burnout is seen as commitment. This type of culture quickly becomes contagious: employees watch each other, waiting for someone to leave late before they do, until overwork becomes the norm. But an exhausted employee doesn't perform better. On the contrary, they disengage and eventually leave.
"Our values? Excellence. Innovation. Passion. Dynamism."
Fine. But what does that mean, concretely? How are these values reflected in practices, management, and daily life?
A company that can't illustrate its values with real examples likely chose them... to fit in.
When everything is vague, it's not always accidental. Sometimes, it's intentional. You're told about an "evolving" position, a "wide variety of tasks," a "dynamic context," but there's no clear explanation of what's expected, with whom, why, or how.
Lack of clarity about expectations, objectives, and responsibilities is often perceived as a lack of structure or vision. At a time when talents seek meaning, ambiguity drives them away.
Some job postings seek individuals who are "resilient," "ready to step out of their comfort zone," and capable of "adapting to a changing environment." In itself, that's not bad. But when presented as a permanent mode of operation, without support or reciprocity... it can raise concerns.
What’s sometimes called "agility" is just poorly managed chaos. And chaos, in the long run, wears people out and disengages them.
Today, talents no longer just ask, “Will this company choose me?”
They primarily ask: “Do I want to choose this company?”
Your words matter, but it's your actions, consistency, and transparency that make the difference. What you say, but more importantly, what you demonstrate: in your job offers, during interviews, and in the signals you send, intentionally or not.
An attractive company isn't one that promises everything, but one that knows who it is, stands by what it offers, and respects those it wants to bring on board.
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