The crisis has shaken up the societal aspirations of employees. According to a survey by Walters People published in June 2020, the criterion of values and corporate culture, third
most important element for candidates before the crisis, is now placed in
second position (41%), in place of the quality of the working environment. New concerns that are shaking up employer branding strategies.
“The crisis has changed the business-employee relationship. Many positive things have emerged, such as working conditions, the quality of relations with employees and partners, gender equality. But there is also suffering and an awareness of the collaborators, who have reflected on the usefulness of their work. The challenge of meaning remains one of the crucial issues, ”believes Juliette Guesdon, founder of the Green Expertise firm, which supports companies in structuring their Quality, environment and CSR initiatives.
Solidarity in full confinement
In 2020, some structures quickly expressed a strong commitment to their employees. This is the case of the accounting, auditing and consulting firm DBA, which has decided to provide its employees with meaningful experiences. “They were living in a“ work-sleep ”situation in addition to a hyperconnection. It was important to offer them breathing spaces even in full confinement, ”says Diane Berthet, HRD of the group. The company therefore proposed to its teams to jointly imagine digital events and to invest in sponsorship actions. The firm notably organized a solidarity fundraising at Christmas as well as a connected steps challenge, through the Sport Heroes application, to financially support the association L’Éoile de Martin and research on pediatric cancers. More than 8 million steps in 15 days have been recorded. Another initiative: the creation of an ocean fresco during an interactive webinar with the aim of raising employee awareness of environmental issues and ocean pollution. “The success has been collective”, assures the HRD.
A participatory approach
Actions that build pride in belonging as well as employee confidence in their employers. “CSR is absolutely not a fad. It is a way of being, which must come from governance, management, and managers. If the latter are not exemplary and committed, we cannot speak of CSR because trust cannot be established, ”explains Juliette Guesdon.
For these new practices to continue, it is necessary to define the challenges and priority objectives of social and environmental practices with regard to its market, its customers, its suppliers, and to train and educate its employees in this responsible approach so that ‘they are actors of this change. “When they meet their Environmental, Social and Governance (ESG) criteria in the extra-financial analysis in order to measure their CSR approach, companies should not simply tick boxes, fill in tables and evaluation grids. risk of forgetting the human being ”, warns the expert.
Measured and monitored actions
Another step: assess the effectiveness of actions and define new ones to progress and commit over time. “These practices can be aligned with employee expectations, only if they are followed up. After having formalized a CSR policy and put in place the actions, it is imperative to involve the entire managerial line and employees in achieving the objectives. It is together that we must bring this approach to life. Companies must work on the transversality of projects, and set up a participatory management method and no longer just top-down, ”adds Juliette Guesdon. This is how the CSR policy and ESG criteria will create lasting value.
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