In a context where the number of resignations and mutual terminations remains high, HR departments must adapt to a future where the possibilities of recruiting and retaining employees are becoming uncertain.
In an increasingly demanding regulatory context, it is necessary to respond to many paradoxical injunctions. The challenge is therefore to adapt to the regulatory framework (evolution of the labor code and various standards) while remaining attractive (” Sustainable development and CSR fact sheets », coordinated by Amandine Laré and Khaled Saadaoui; chapters written by Caroline Diard and Nicolas Dufour, Ellipses editions, 2024).
It is about reinventing the different stages of the “employee experience”: from recruitment to the employee’s departure, HRM must be responsible. Indeed, CSR has become a societal but also a managerial issue.
Beyond the normative imperative, what is it concretely possible to deploy on a daily basis for an HR department, so that the processes are perceived as fair and equitable? How to turn a constraint into an attractive asset, an element of the employer brand?
Definitions and regulatory context
CSR is defined by the European Commission as the voluntary consideration by companies of social and environmental concerns in their commercial activities and their relations with stakeholders. It is structured around three axes: environmental, social and economic.
From the moment the employee is recruited, HR departments adapt to a regulatory environment that allows prevent discriminatory practicesto promote inclusion, ensure health and safety at work and to fight against the various forms of harassmentCSR therefore potentially concerns all stages of employee development within the company. In its modern definition, It has existed since the 1950sand appears “as a new form of optimism” (” “Socially responsible HRM”: a challenge for companies engaged in a CSR approach », by N. Barthe and K. Belabbes, Management & Avenir, 2016).
This responsibility refers to the commitment of companies (their development in harmony with the environment and all stakeholders) and their citizenship (their contribution to the development and improvement of society as an employer, economic partner and supplier of products and services).
The Human Resources Department is particularly concerned by the ISO 26000 standard, which aims to measure the integration of social responsibility, governance and ethics standards in the day-to-day management of the activity (” Corporate Social Responsibility (CSR) and HRM », by P. Moulette, O. Roques and L. Tironneau, Dunod, 2019).
- employment and employer/employee relations;
- working conditions and social protection;
- social dialogue (negotiations, consultations, exchanges);
- occupational health and safety;
- human capital development.
The possibilities of “responsible” HRM
The cross-functional position of HR processes within organizations and their strategic challenges, particularly in terms of change, require CSR to be brought into play at each stage of the employee’s “life” in the company.
This will initially involve ensuring regulatory compliance at the time of recruitment (non-discrimination and transparency) and promoting inclusion (diversity of profiles and adaptation of missions).
In terms of daily HR management, the digital transformation of the HR function is now more environmentally friendly, particularly through dematerialization. Indeed, the dematerialization of many HR processes will tend to offer an increasing number of opportunities to optimize technological uses. This contributes to limiting travel and the use of “paper” files.
The recruitment process can be carried out largely remotely and in a dematerialized manner (the candidate applies online, exchanges with a “chatbot” for an initial selection, meets a recruiter by videoconference and the hiring documents can then be sent to him for electronic signature). The management of the integration of new employees or “onboarding” process, was tested remotely with the health crisis and revealed the possibility of dematerializing a number of steps (management of administrative documents, welcome videos).
In terms of training, e-learning modules also allow employees to train without having to travel. At each pay deadline, the employer must provide a pay slip which can be issued in paper or electronic form. Both forms have the same legal value.
The pay slip dematerialized was created by law n° 2009-526 of May 12, 2009 for the simplification and clarification of the law and the streamlining of procedures: the dematerialization of the pay slip has become the principle and the paper format is the exception, except in the event of disagreement by the employee. This is a global CSR approach, which has been imposed on employers and has the value of an exemplary process. Indeed, traditionally HR departments and financial services attach particular importance to paper documents due to legal obligations regarding retention periods. The technological possibilities for backing up dematerialized documents (Cloud, Dropbox, etc.) make it possible to limit the use of paper in the administrative management of personnel.
Then, we can consider employee evaluation as a tool for CSR. Indeed, companies develop, through professional interviews, the employability of employees to enable them to stay in employment and remain employable on the job market.
GEPP (Job and Career Path Management) is also an active approach to career path management as a CSR tool. Thus, GEPP helps to secure employee career paths, build loyalty, and increase satisfaction. GEPP is a tool for developing organizational performance and professional development and contributes to QVCT (Quality of Life and Working Conditions).
All stages of the employee’s development can thus be managed responsibly, but what about the employee’s departure?
The employment contract can be terminated in different ways. HR practitioners must adapt the termination method to the situation. There are three types of termination: at the initiative of the employee (termination of trial period, resignation, voluntary retirement); at the initiative of the employer (termination of trial period, dismissal, retirement) and negotiated termination (PSE, individual or collective conventional termination). It is in the negotiated termination that the employer can deploy CSR criteria, while respecting the social and societal issues linked to the departure of employees.
It would therefore be relevant to continue to develop amicable terminations with personalized support in order to guarantee the employability of the employee and protect their physical and mental health, while avoiding potential litigation.
Integrating CSR into HR processes through better consideration of social and environmental issues guarantees a renewed employee experience.
CSR, by respecting the principles of justice under the prism of equity, is a tool for attractiveness. This contributes to strengthening the company’s image and retaining talent, while working towards a positive impact on society and the environment (” Responsible HRM: the approach through competence », by Bérangère Condomines, L’harmattan, 2023).
While being concerned with the development and sustainability of the company in compliance with regulations, CSR “offers greater fairness, as well as an optimization of the quality of its employment and the work it does, all of which is part of a sustainable employment relationship”, explain to us also management science researchers Nicole Barthe and Kaoutar Belabbes.
In this way, HRM can integrate CSR objectives into all its components; which helps to enrich the employee experience, and to build loyalty and reduce turnover, while ensuring that regulatory, environmental and societal constraints are taken into account.
