CSR & VSEs: the role of the territory in socially responsible HRM

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CSR, a lever for attractiveness

With the rise of societal demands, the changing relationship with work and recruitment tensions, companies are aware of the importance of integrating CSR into their mode of governance and managerial practices (Bonnet et al., 2020) and of their "societal accountability to their territory of action" (Laajini & Cherkaoui, 2020, p.79). By implementing socially responsible HR practices to develop skills and employability, improve the social climate and well-being at work (Frimousse & Peretti, 2015) and commit to respecting the environment, they develop their employer brand and attractiveness, particularly among candidates seeking meaning at work and sensitive to social and environmental issues, including in particular the younger generations. They also foster organizational involvement and commitment, while building employee loyalty (Laila, 2020).

Territorial HRM at the service of CSR development in VSEs and SMEs

However, this is not always the case for VSEs and SMEs, which do not have the same resources and capabilities as large corporations. As a result, we note the interest and importance of partnership initiatives driven by the territorial employment ecosystem (companies, employment and training partners, local authorities, associations, etc.) who collaborate to collectively find solutions to their shared HR issues (Loufrani-Fedida & Saint-Germes, 2018). The topics are diverse and varied, such as finding solutions to employment barriers for applicants and employees linked to childcare and mobility, and/or lack of qualifications and skills.

In this new governance of Human Resources in local companies in part, and on the territory globally, called GRH-Territoriale, the territory positions itself as a major stakeholder, as a place of shared responsibilities for sustainable management (Aoun, 2021). Through its spatial and collaborative aspects, the territory constitutes a resource for action, "constructed" by the various players bringing together their skills and resources to work on joint responsible projects (Raulet-Croset, 2008). These collaborations and collective support initiatives supported by the local ecosystem (through schemes and calls for projects) enable companies to develop in a socially responsible way.

The Coeur de Nacre "La Fossette" business park

The case of the "Coeur de Nacre" (C2N) business park in Douvres-la-Délivrande (Calvados, Normandy) illustrates how HRM-Territorial Management enables very small businesses located in the same employment area (in our case, a business park) to set up collective actions in support of CSR, employment development, attractiveness and economic development. It demonstrates the role of the ecosystem, and in particular of the local area, which acts as an intermediary, coordinating all players and partners to implement actions that meet the expectations of companies and local residents.

Indeed, to encourage and support the development of economic activity and job creation in the area, the intercommunal authority has launched a project to extend its La Fossette business park. With the aim of integrating sustainable development into the project's strategic axes, C2N responded to the Normandy Region's call for proposals "Promoting the sustainable and collective attractiveness of Normandy's business parks" and was awarded the CSR label. Through this label, C2N is committed to implementing actions with companies that promote :

• Inclusion, fulfillment, development and quality of life at work for employees;
• Respect for the environment;
• Synergy between companies and the various players involved in developing a dynamic local partnership.

In order to complete its program, particularly in terms of synergy and governance, C2N has carried out a survey by interviewing companies to identify their expectations, needs and wishes in terms of business and employment (HR, recruitment, attractiveness, training, quality of working life). Actions implemented and/or in progress include :

• Setting up a community restaurant nearby;
• Local crèche with extended hours, enabling parents to provide childcare;
• Pooling of certain entertainment and well-being activities offered on site by external local service providers (yoga sessions);
• Mutualization of certain employee benefits (such as an inter-company CSE): gift vouchers for use in local boutiques;
• Mutualized workshops and training courses for employees on cross-functional skills and subjects: stress management, self-esteem, etc. ;
• Sustainable mobility with charging stations for electric cars, electric bikes, workshops to remove obstacles to mobility, etc. On this subject, C2N has set up a partnership with Blablacar daily to encourage and finance short-distance car-sharing[1] ;
• Creation of a business club to initiate and support responsible collaborations.

To make this project a success, the region is developing the park by putting in place the necessary physical infrastructure, and supporting the emergence of the club by putting companies in touch with the various stakeholders.

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References

Aoun, C. (2021). Le développement de l ’ employabilité sur le territoire : visions prospectives sur les métiers en tension. Cas des services à la personne [Université de Caen Normandie]. https://tel.archives-ouvertes.fr/tel-03125832/document

Bonnet, E., Mazari, Z., & Verley, É. (2020). Une jeunesse en quête de sens? Le rapport au travail des jeunes français à travers le prisme des effets de génération et d’âge. Revue Jeunes et Société, 5(2), 59–122. https://doi.org/10.7202/1085572ar

Frimousse, S., & Peretti, J.-M. (2015). Regards croisés sur Engagement RSE & performance. Question(s) de Management, 9(1), 65. https://doi.org/10.3917/qdm.151.0065

Laajini, T., & Cherkaoui, A. (2020). Engagement responsable des entreprises marocaines et territoire construit : quelle redevabilité sociétale ? Cas de l’OCP Safi. Revue Management & Innovation, 2(Octobre), 79–102. https://www.cairn.info/revue-management-et-innovation-2020-2-page-79.htm&wt.src=pdf

Laila, O. (2020). «La RSE perçue et l’implication organisationnelle : Quelle relation ? : Une revue de la littérature. Revue Du Contrôle, de La Comptabilité et de l’audit «, 4(2), 726–748. https://doi.org/https://doi.org/10.5281/zenodo.3735388

Loufrani-Fedida, S., & Saint-Germes, È. (2018). L’engagement durable des parties prenantes dans une démarche de GRH territoriale : le cas de la GTEC de Sophia Antipolis. Revue de Gestion Des Ressources Humaines, 110(4), 18. https://doi.org/10.3917/grhu.110.0018

Raulet-Croset, N. (2008). La dimension territoriale des situations de gestion. Revue Francaise de Gestion, 184(4), 137–150. https://doi.org/10.3166/RFG.184

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Release date: October 2023