We recruit and integrate first jobs in communication, content, design and audiovisual. Six months of follow-up inside your team, on real work.
Let's talkYou are hiring someone for a first position. Internship, apprenticeship, fixed-term or permanent, the contract does not matter. Your team has no time to supervise them, or no expertise to judge what they produce. We do it, from the inside, in your tools.
We look for the person who holds with your team, your mission and your real conditions. Culture, capabilities, expectations, on both sides. If the position is already filled, we start from there.
The first weeks are prepared before day one. A frame for the new hire, a frame for the person who supervises them on your side. What nobody prepares, we prepare.
We stay in the team for six months. Intensive at the start, lighter towards the end, until the new hire no longer needs us.
The diagnostic is free. We do not take on an engagement where we add nothing.
A call with the new hire. What is expected this week, in what order, which questions to ask and to whom.
The new hire shares what they produce. We read, we answer, we step in when something blocks, on the work or on the relationship.
A call on what was done. What holds, what is missing, what we pick up again on Monday.
A regular exchange with the person who supervises on your side. No reporting. What you need to know, when you need to know it.
AI absorbs the tasks through which people used to learn a trade. Sorting rushes, doing media monitoring, building a deck. Companies produce more with fewer first positions, and each position left carries more weight.
When it breaks, the employer talks about behaviour and the new hire talks about atmosphere. It is the same problem seen from two sides. Someone is missing to see both.
The follow-up is carried by professionals who have held the positions along the chain. Manager, senior in an agency, project lead, freelancer. People who are done doing the job for themselves and find meaning in passing it on.
We read what a new hire produces with a trade eye. An edit, an art direction, a content plan. Where the person supervising them cannot judge, we can. Each engagement gets the profile that fits the position and the team.
Leave an email. We write to you, or we call you, as you prefer. Twenty minutes are enough to know whether we can be useful.
Thank you. We get back to you in the next few days.
The recruitment and integration of a first job inside your team, with six months of follow-up on real work. Recruitment is optional. The diagnostic is free.
Internship, apprenticeship, fixed-term, permanent. What matters is that it is a first position, or one of the first.
Communication, content, design, audiovisual. The fields where the person supervising rarely has the expertise to judge what is produced. A manager who comes from sales or operations cannot assess an edit, an art direction or a content plan. We can.
No. No classroom, no modules, no certification. A follow-up inside your team, on what the new hire produces. Progress is measured in the work, not in a quiz.
A point of contact. Access to what the new hire produces. A regular exchange. No reporting. The follow-up settles into your tools and your way of working.
A monthly fee per new hire, set after the diagnostic according to the intensity of the follow-up. The diagnostic is free. Write to us, we answer with a number.
Professionals who have done the road. Manager, senior in an agency, project lead, freelancer. Each engagement gets the profile that fits the position and the team.
Yes. If the diagnostic shows that a quality follow-up is not possible, we do not start. Better to say it on day one than to see it in month four.
We also do not follow the same team on more than two consecutive new hires if none has received an offer to stay. A first job has to lead somewhere. It is written in the contract.
No. The programme is paid by the company. If the new hire stays with you afterwards, all the better, that is the goal. No placement fee.
In French, la dalle is the slab. The base that lets a building stand. A first job without a frame is a gesture placed on nothing. Our role is to lay the slab.
At launch. The first engagements are being set up as experiments, with companies that agree to build with us. We say where we are. We do not claim ten years of experience on a programme that is starting.
One position in three has disappeared in two years. Not automation, but the removal of a position before it could exist.
Revelio Labs measured the drop. 35% fewer entry-level positions between 2023 and 2025. Robots are not replacing beginners. Budget lines are disappearing. Job descriptions that never get published. Teams that absorb the load instead of hiring.
67% of companies plan to cut first-position hiring within three years. One in four already has. The signal is clear. The market is not shrinking by accident. It is closing by decision. For those who get through the door, what follows is not easier.
One million apprentices in France, and 94% arrive without an integration path. On day one, nobody is waiting for them. Not out of malice, but for lack of structure. 21% of contracts broken before nine months.
Behind each break, a person who started something and was not helped to finish it. A manager who concludes that young people do not want to work. A talent who leaves doubting their worth.
The problem is not generational. 81% of under-30s say work has a positive effect on their life. The differences observed are social, not tied to age. Believing it is a generation problem stops people from looking for the real causes.
The real causes are structural. No tutor training. No integration frame. No follow-up of progress. The company hires and hopes it holds.
A future with no room for those arriving, we do not believe in it. That is why La Dalle exists. From recruitment to the everyday, inside the company, on real work. At their side until they stand on their own.
We refuse to follow the same team on more than two consecutive new hires if none has received an offer to stay. A first job has to lead somewhere. It is a contractual commitment.
What happens in the first fourteen days when nobody planned for them.
For apprentices, integration does not exist in almost every hire. This is not a statistic about bad practice. It is an observation. Mentoring stops at the signature. Tutor training is optional and rarely done. What remains is a dead space between the contract and the everyday, between expectations and reality.
What happens during that void is simple. The new hire starts too big or far too small. Often too small. They are given a project without a brief. A week passes. The energy of day one runs out. The new hire begins to doubt. And the team begins to conclude.
Companies know it. Four in five do not feel ready on arrival day. Not a lack of goodwill. A lack of structure. A tutor has received no specification. A manager does not know how to read the dynamic settling in. The team does not know it is expected to bring someone in.
And there is a systematic gap. Most new hires notice a gap between what was described to them and what they find. It is not dishonesty. Nobody had the conversation. The recruiter described one role. The team makes it another. The new hire arrives and sees the difference on day one.
What happens during those fourteen days decides almost everything.
Tutors come out worn. They had to invent a programme with no resources. They did not get the signal that the manager cared about this arrival. They doubt too.
Managers come out with a hasty conclusion. One or two awkward interactions on day one and they already have an opinion. It will be hard to change.
And the new hire who leaves doubting their worth. That doubt will not go away in six months. They carry it into their next application. They explain it to their parents. They question their choice of field.
A broken contract is a number. A talent who leaves doubting their worth is a damaged trajectory.
The solution is simple, prepare to integrate the person properly into the company. Which is done nowhere. Which makes the difference.
A follow-up programme that accepts everyone protects no one.
La Dalle recruits and integrates first jobs in creative and communication roles.
For the follow-up to work, there has to be a frame. A point of contact. Access to what the new hire produces. A real will to integrate them. When that frame does not exist, the best follow-up in the world changes nothing.
Before each engagement, we run a diagnostic. The new hire, the team, the mission, the expectations on each side. If it reveals a structural incompatibility, we talk it through with the company. Without a solution, we turn down the engagement.
The most frequent case, the company that wants a pair of hands, not a person to train. The position is defined by the tasks nobody wants to do. The new hire is there to fill a gap, not to learn a trade. The follow-up has nothing to work on.
The diagnostic will show a fundamental conflict. The gap between the new hire's expectations and the reality of the team is too wide. Integration will fail. Better to say it on day one than to see it in month four.
These refusals are rare, but they exist. And they are the condition for everything else. The companies that work with us know that when we say yes, we can deliver.
Expertise creates a blind spot. What seems obvious to you is not.
The most competent manager in the team is not necessarily the best tutor. Quite the opposite.
Expertise creates a blind spot. When you have mastered a subject for years, you have forgotten what it is like not to understand it. What seems obvious to you is not obvious. What you explain in thirty seconds takes three hours to absorb. The gap between your speed and the new hire's produces impatience. Not pedagogy.
A manager who performs in their role is not necessarily inclined to pass things on. Technical competence and supervising competence are two different things. Confusing them is the source of most tutoring failures in companies.
Most employers point to "behaviour" as the cause of a break. Apprentices point to "the work atmosphere". It is not a contradiction. It is the same problem seen from two opposite positions.
The manager sees a new hire who does not adapt. The new hire lives in a frame where nobody explains the codes. The manager judges a deliverable having barely detailed the brief. The new hire delivers into a void without knowing what is expected.
And nobody says anything. The manager has no time to set the frame. The new hire does not dare ask. Silence settles. After three months, the manager concludes. "Not up to the level." The new hire concludes. "This is not for me."
Both are wrong. The frame was missing.
Three minutes. Anonymous if you want. Your answers help build the programme.
Thank you.
What you just described, hundreds of thousands of people live it every year. Naming it is already something.
If you know other people in a first job in communication, content, design or audiovisual, share this link.
Three minutes. Your answers help build the programme.
Thank you.
What you describe, others live it. The programme is built from these realities.
If you said you were available, we get back to you in the next few days.
In your tools. Slack, Teams, Notion, email, whatever your team already uses. Nothing to install, nothing to learn.
Before we start. A diagnostic, free of charge. The new hire, the team, the mission, the expectations on each side. If it shows the follow-up cannot work, we say so and we do not start.
At the end. A written review. What was learned, what remains to build, and how the team carries on without us.