In a context of hiring challenges, mid-sized companies (ETIs) in the French agri-food sector face a dual challenge: attracting qualified candidates and, above all, retaining them over the long term. Outside major metropolitan areas, in employment zones that are sometimes little known, these structurally important companies are striving to create work environments where engagement is not just an expectation but a lived reality.
With nearly 19,000 companies and more than 460,000 employees, the agri-food sector is the leading industrial sector in France.
While large groups have the tools and resources to attract talent, ETIs—which make up the bulk of the industrial fabric in the regions—must demonstrate ingenuity to retain their employees.
“Today, retaining talent is as much about HR performance as it is about industrial competitiveness,” says Olivier Barachet, Practice Director at NAOS International. For these organizations, retention is not a luxury but a strategic necessity.
An attractiveness challenge for often overlooked territories
Many agri-food ETIs are located far from major urban centers. This territorial presence is both a strength—proximity to raw materials, local roots—and a potential obstacle to attractiveness.
Far from big cities, offering a job is no longer enough. One must offer quality of life, training opportunities, and a clear corporate vision. Some ETIs have understood this and are investing in relocation support, continuous training, and partnerships with local schools. These initiatives not only attract talent but, more importantly, encourage them to stay.
Engagement: between company culture and day-to-day management
Employee engagement cannot be imposed. It must be cultivated. In the agri-food industry, where quality, safety, and production requirements are high, feelings of purpose, recognition, and being heard take on particular importance.
The most advanced companies create structured recognition pathways, organize regular feedback, and involve operators in quality or continuous improvement processes. Collective intelligence becomes both a motivational tool and a performance driver.
A Gallup report published in 2024 indicated that companies with high levels of employee engagement were 23% more profitable and reduced turnover by half. This trend also holds true for agri-food ETIs—provided robust HR practices are in place.
“Engagement is built daily—through gestures of recognition, skill development, and the feeling of contributing to a collective mission,” reminds Olivier Barachet.
Training: A key lever for retention
The shortage of qualified labor is a well-known issue in the sector. But more than a lack of candidates, it is often a lack of clear career paths that hinders retention. Younger generations, especially Generation Z, expect more than just a job from their employers—they seek meaning, development opportunities, and skills.
This is where continuous training becomes a powerful tool. ETIs that offer multi-year skill development programs, enabling operators to become managers or technicians to lead cross-functional projects, strengthen employee loyalty.
Some companies go even further, creating internal academies or integrating sensory and experiential training modules—particularly around products. This nurtures not only technical skills but also a sense of pride in belonging.
When innovation culture becomes a driver of engagement
The agri-food sector is often seen as traditional. Yet innovations abound: blockchain traceability, automation, short supply chains, carbon footprint reduction, sustainable new packaging… These projects offer real opportunities to unite teams.
Involving employees in these strategic initiatives strengthens their sense of usefulness and gives them an active role in transforming their company. In some ETIs, employees participate in co-development workshops, collaborative innovation processes, or think tanks on environmental impact.
These initiatives help foster an agile and open corporate culture, where everyone can envision a medium-term future.
Toward a strong employer brand in agri-food
Too often, agri-food ETIs are little known to the general public. Yet they safeguard France’s food sovereignty, product quality, and local innovation. To retain talent, they must better communicate their mission, values, and successes.
Some do so by showcasing their employees through internal profiles, job videos, testimonials on professional social networks, or by attending specialized job fairs.
Others focus on their societal and environmental impact to attract purpose-driven profiles. Producing locally, reducing waste, engaging in community life—when effectively communicated, these actions enhance engagement.
Retention and engagement in agri-food ETIs are not just HR matters
They are pillars of performance, industrial stability, and differentiation. By investing in training, recognition, transparency, and innovation, these companies can build long-term relationships with their employees.
And above all, they can fully embrace their role: being agents of connection, quality, and transformation in an industry undergoing profound change.