[Zoom] Interview with Fanny Lepick, Client Director & Gwenola Rolland, Strategy and Brand Content Manager at Yelloways

26 Mar

Les points à retenir

Et si on prenait (enfin) la communication interne au sérieux.

Un livre blanc pour comprendre les enjeux, les freins et les leviers concrets de la communication interne à l’ère de la transparence, du collectif et de la culture d’entreprise forte.

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What was your career path before joining Yelloways, and what led you to HR communication?

Fanny:

I started in the advertising sales department at Précom before joining Yelloways. My career has always revolved around marketing and media, with a lot of client support. Through various projects, I discovered HR communication and was immediately hooked: it's about people, daily life, what really happens inside a company. It's less theoretical, more tangible... and it really resonates with me. It's also very diverse in terms of sectors.

Gwenola:

For my part, I went through several global communication agencies — Australie.Gad, Imagecorp — with a fairly clear common thread: strategy and brand content. I love understanding how a brand thinks and tells its story. HR communication came almost naturally: it demands sincerity and consistency, which makes it a very stimulating playground. You touch both internal and external communication, and I really enjoy this dual perspective.

At Yelloways, you support very different companies in developing their employer brand. In your view, what makes an HR communication strategy strong today?

Gwenola:

For me, it all starts with a true, simple message that's aligned with what employees actually experience. If the company tells a story that doesn't match its daily reality, it shows immediately. Then, you need to give that message a form that stands out: an idea, a creative execution, an identity that's easily recognizable. People sometimes forget that the employer brand is also a brand... so it needs to stand out.

Fanny:

Once you have the right message and the right creative, it all comes down to distribution. Candidates aren't all actively scanning job listings: you have to reach them where they actually are, and that's where media becomes decisive. Companies can no longer just wait for applications; they need to proactively seek out the right profiles, and that's precisely what makes employer branding such a strategic lever. And you need consistency over time: an employer brand isn't built in two weeks.

You often talk about consistency between communication, employee experience, and company culture. Concretely, how can an organization build this connection on a daily basis?

Fanny:

It's indeed a daily effort. An HR promise is great, but it needs to be carried by managers, processes, and internal teams. It's in the concrete actions that consistency truly shows. A company culture isn't written on a document: it's demonstrated.

Gwenola:

And this alignment also involves internal communication. If teams understand what the company offers, they embody it more easily. You need to communicate internally first, gather feedback, adjust... the external comes after.

Employee expectations have profoundly evolved: search for meaning, transparency, engagement. What are, in your opinion, the new key challenges for companies regarding employer branding?

Fanny:

Employees want meaning, yes, but above all transparency. They want to know where the company is headed, how it's progressing, and what it's actually putting in place. The employer message needs to be simple and authentic.

Gwenola:

It's a matter of maturity. Companies are no longer expected to be flawless, but to be consistent and capable of speaking honestly about their progress. Talent is looking for an organization that can say "here's what we do well, and here's what we're working on improving."

And on a more personal note, what drives you in your work? What impact would you like to leave?

Fanny:

I love seeing concrete results: when an HR strategy eases tensions, or helps attract the right profiles and hits the KPIs set upfront. At that point, you feel like you've truly been useful. It's this performance side that motivates me.

Gwenola:

For my part, I want to contribute to strategies that are fairer, more creative, and more responsible. I love it when a company manages to tell its story as it is, without artifice, but with ambition. If I can help build clear and lasting narratives, I'll have done my part.