−35% entry-level roles between 2023 and 2025.
Robots are not replacing juniors. Job descriptions are not getting published. Teams absorb the load instead of hiring.
Source. Revelio LabsWe follow early careers in communication, content, design and audiovisual.
Six months, from hiring through daily work.
One in three entry-level positions cut in two years. A million apprentices in France. Almost none arrive with an onboarding plan. The first work experience has become the most fragile.
Robots are not replacing juniors. Job descriptions are not getting published. Teams absorb the load instead of hiring.
Source. Revelio LabsMentorship stops at signature. Tutor training is optional, rarely done. Between contract and daily work, a dead zone where everything plays out.
Source. DARES 2025Behind every break, a person who started something and was not helped to finish it. A talent who walks away doubting their own value.
Source. DARES 2025La Dalle follows early careers in communication, content, design and audiovisual production. Internships, apprenticeships, first contracts. External mentorship anchored in real output. Intensive at the start, lighter later.
80% of the result plays out here. Culture, capacity, expectations on both sides. If the profile is already hired, we run a diagnostic. No alignment, no start.
The first fourteen days where everything plays out and nobody prepares anything. We set the ground on both sides before day one. We map the first weeks.
We read the production, not reports. We step in on technical and relational blocks before they settle. Feedback within 24-48h, regular check-ins by video.
We pull back the scaffolding gradually, until the profile no longer needs us. Written wrap-up, post-program plan, no empty reports.
Any work in progress. Design, video, edit, site, app, content plan. You receive the kind of feedback we give during the program. Not a grade, not an evaluation. Questions, step-by-step directions, a path to evolve what already exists.
Send a piece of workProtect the profiles, the teams, and the quality of what we deliver.
If the conditions don't allow for quality mentorship, we say so. We don't start for a check.
Alignment principleIf a team cycles through two interns or apprentices without converting any role, we don't take the third. A first job should lead somewhere.
Contractual commitmentIt's a performance decision. We work with profiles who don't carry all the codes, because that's exactly their value.
Selection ruleLa Dalle. 2026.
A program that takes everyone protects no one.
→ FieldOne in three roles gone in two years. We're not talking automation, we're talking removal.
→ Method94% of companies don't structure the first two weeks. Mentorship stops at signature.
→ MethodExpertise creates a blind spot. What seems obvious to you isn't.
→Two questionnaires depending on your profile. Five minutes. Your answers shape what we install.
The "dalle" is the base. What lets a structure hold. A first job without a frame is a step into the void. Our role is to lay the base, so the profile, the team and the company have something to start from.
A program that follows early careers in companies. Internship, apprenticeship, first contract. From hiring through daily work, on real output.
No. No classroom, no modules, no certification. It's mentorship anchored in real output. We look at what the profile produces, we observe how they operate inside their team, we step in on what's blocked.
Progress is measured in production, not in a quiz.
We assess the work. We guide growth in technical and relational skills. We read the dynamics between profile, tutor and manager. We translate what one cannot say to the other.
It's closer to a producer or creative director than a wellbeing coach.
Six months as a baseline. Mentorship starts intensive and tapers toward autonomy. The goal is for the profile to no longer need us.
Exchanges (email, instant messaging, video) and asynchronous follow-up of the production. The profile shares work in progress and questions in a dedicated space. Feedback comes within 24-48h. Regular video check-in with stakeholders. A call if there's an emergency. The rest of the time, the work moves and the feedback follows.
Communication, content, design, audiovisual. The creative fields where the tutor rarely has the technical expertise to guide growth. Where a manager from sales or operations can't assess the quality of a video edit, an art direction or a content plan.
The 80/20 law. 80% of the outcome lives in the matching. Culture, capacity, expectations on both sides. If the profile isn't aligned with the team, the mission and the real conditions, the best mentorship in the world won't change the result.
We run a diagnostic. Profile, team, mission, way of working, mutual expectations. If the diagnostic shows a structural mismatch, we decline the program. It's rare, but it happens. Better to say it on day one than find out in month four.
Yes. If the diagnostic shows quality mentorship isn't possible, we don't start. It's one of our commitments.
Yes. We believe in positive discrimination. Recruiting diverse profiles is not symbolic, it's a performance decision. Research in management science and organizational psychology has shown that diversity, in the broadest sense (origin, gender, background, neurodivergence, social class), improves a team's creative capacity and innovation. Different perspectives produce solutions that homogeneous groups don't find.
La Dalle believes in profiles who don't carry all the codes. That's precisely their value.
We refuse to coach the same team for more than two consecutive profiles if none has received a follow-up offer. A first job should lead somewhere. It's contractual.
An identified tutor. Access to the profile's output. Availability for a check-in every two weeks. No heavy reporting. The program fits inside the existing workflow.
The tutor isn't alone anymore. They have a relay. Someone reading the profile's work with a technical eye, identifying relational blocks, translating both sides' frustrations before they settle. The feedback we get from tutors is that they learn as much as the profile.
No. The program is funded by the company. The profile pays nothing.
An outside view on the work with concrete recommendations, step by step, to improve their output and their skills.
81% of people under 30 say work has a positive effect on their life. The differences observed are social, not generational. Believing it's a generational problem keeps you from looking at the real causes.
Please, yes. That's the goal. No hiring commission.
In build and launch phase. We collect data, we talk to companies and to profiles. The forms on this site are part of the research process. The first clients are being qualified. We say where we are. We don't claim ten years of experience on a program just starting.
One in three roles is gone in two years. We're not talking automation, we're talking removal of a position before it can exist.
Revelio Labs has measured the drop. 35% fewer entry-level roles between 2023 and 2025. Robots are not replacing juniors. Budget lines are disappearing. Job descriptions are not getting published. Teams absorb the load instead of hiring.
67% of companies plan to reduce junior hiring within three years. One in four already has. The signal is clear. The market is not contracting by accident. It's closing by decision. For those who do get through the door, what comes next isn't simpler.
A million apprentices in France and 94% arrive with no onboarding plan. On day one, no one is waiting for them. Not out of bad intent, out of absence of structure. 21% of contracts broken before nine months.
Behind every break, a person who started something and was not helped to finish it. A manager who concludes that young people don't want to work. A talent who walks away doubting their own value.
The problem is not generational. 81% of people under 30 say work has a positive effect on their life. The differences observed are social, not age-related. Believing it's a generational problem keeps you from looking at the real causes.
The real causes are structural. No tutor training. No onboarding frame. No tracking of progress. The company hires and hopes it holds.
A future with no place for those arriving. We don't believe in it. That's why La Dalle exists. From hiring through daily work, inside the company, on the real work. By their side until they're autonomous.
We refuse to coach the same team across more than two consecutive profiles if none has received a follow-up offer. An internship or apprenticeship should lead somewhere. It's a contractual commitment.
What happens in the first fourteen days when no one has planned for them.
For apprentices, onboarding does not exist in nearly all hires. This isn't a statistic on bad practice. It's an observation. Mentorship stops at signature. Tutor training is optional and rarely done. What's left is a dead zone between contract and daily work, between expectations and reality.
What happens during this gap is simple. The profile starts too big or way too small. Often too small. They get a project without a brief. A week passes. The energy of day one runs out. The profile starts to doubt. And the team starts to conclude.
Companies know it. Four out of five don't feel ready on the day someone arrives. Not for lack of goodwill. For lack of structure. A tutor never received a brief. A manager doesn't know how to read the dynamic taking shape. The team doesn't know that bringing someone in is now part of their job.
And there's a systematic gap. Most profiles notice a gap between what was described and what they find. It's not dishonesty. It's that no one had the conversation. The recruiter described a role. The team is doing another. The profile arrives and sees the difference on day one.
What happens during these fourteen days determines almost everything.
Tutors come out worn down. They had to invent a program with no resource. They got no signal that the manager actually cared about this hire. They doubt themselves too.
Managers come out with a quick conclusion. One or two awkward exchanges on day one and they already have an opinion. It will be hard to shift.
And the profile leaves doubting their own value. That doubt won't fade in six months. It travels in their next application. They explain it to their parents. They start questioning their choice of field.
A broken contract is a number. A talent who leaves doubting their own value is a damaged trajectory.
The solution is simple, prepare to integrate the talent properly into the company. What no one is doing. What makes the difference.
A mentorship program that takes everyone protects no one.
La Dalle accompanies interns, apprentices and first contracts in creative fields and communication.
For mentorship to work, you need a frame. An identified tutor. Access to output. A real intent to integrate the profile. When that frame doesn't exist, the best coach in the world won't change a thing.
Before every engagement, we run a full alignment analysis. The profile, the team, the mission, the expectations on each side. If the analysis shows a structural mismatch, we say so to the company. Without a fix, we decline.
The most common case, a company that wants an executor, not a talent to grow. The role is defined by the tasks no one else wants to do. The profile is there to fill a gap, not to learn a craft. There's nothing for mentorship to work on.
The diagnostic will show a baseline conflict. The gap between the profile's expectations and the team's reality is too wide. Onboarding will fail. Better to say it on day one than find out 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 isn't.
The most competent manager in the team isn't necessarily the best tutor. Often the opposite.
Expertise creates a blind spot. When you've mastered a topic for years, you've forgotten what it feels like not to understand it. What seems obvious isn't. What you explain in thirty seconds takes three hours to absorb. The gap between your speed and the profile's speed produces impatience. Not pedagogy.
A manager who performs in their function isn't necessarily wired to transmit. Technical skill and coaching skill are two different things. Confusing them is the source of most tutor failures in companies.
Most employers point to "behavior" as the cause of breaks. Apprentices point to "the work atmosphere". It's not a contradiction. It's the same problem from two opposing angles.
The manager sees a profile who doesn't adapt. The profile lives in a frame where no one explains the codes. The manager judges a deliverable having barely detailed the brief. The profile delivers into a void without knowing what's expected.
And no one says anything. The manager doesn't have time to set the frame. The profile doesn't dare ask. Silence settles in. Three months later, the manager concludes. "They're not at the level." The profile concludes. "This isn't for me."
Both are wrong. The frame was missing.
A million apprentices in France. 94% arrive with no onboarding plan. This form exists because no one asks these questions. 6 minutes. Anonymous by default.
What you just described is what hundreds of thousands of interns and apprentices live every year. Naming it is already something.
If you know other people who have done an internship or apprenticeship in comms, content, design or audiovisual, share this link.
You hire interns or apprentices in comms, content, design or audiovisual. This form is short. Your answers help build a program that is missing. 5 minutes.
What you describe, others live. The La Dalle program is built from these realities.
If you said you're available, I'll come back to you in the next few days.
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