The Coronavirus crisis and its disastrous financial consequences for the economy are reshuffling the deck in the corporate world: in recent weeks, employees of some companies, including large groups, have been asked to undertake "solidarity" actions. For example, by "offering" a certain number of vacation days. Not to mention those vacations taken in the middle of a lockdown, which companies refuse to postpone for fear of the financial fallout when the summer resumes...

It s a bit of a topsy-turvy world: every year, employees expect pay rises, bonuses and other benefits, but now it s up to them to help the company survive. And this represents a profound change in the relationship between employees and their work environment. We can even anticipate a profound psychological break. After all, remuneration is the lifeblood of an employee, who works in exchange for a salary.

So how can we continue to attract and retain talent if the financial aspect is no longer a lever? How can we maintain a commitment if employees lose their benefits? This question is all the more fundamental given that employee motivation is a powerful factor in productivity. And if boosting employee performance was already at the heart of corporate concerns, it s a point that will become vital if we are to bounce back from the crisis.

It s against this backdrop that the 18th French Great Place to Work awards have just been published. And the approaches implemented by these "companies where life is good", both in France and internationally, can be a real lesson in how to change the paradigm and engage employees "differently". Indeed, some of these human resources trends are likely to be accelerated by the crisis. And help to motivate employees despite low pay.

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Corporate Social Responsibility, human values at the heart of the working world?

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In recent weeks, a major trend has emerged in corporate communications. Indeed, in this context of the Covid-19 crisis, they are now only talked about for the steps they have put in place to help manage the crisis. As they prepare to receive substantial government aid, they are also getting their hands dirty.

Corporate Social Responsibility (CSR) had already become a major HR issue in recent years, as well as an important element of employer brands. But today, it s the only way for some of them to exist, whether to make their voices heard or to continue producing.

At a time when they are totally disorganized in their business, they are shifting their energies to helping employees, populations, carers or food supplies. For example, Accor has agreed with its shareholders not to pay its 2019 dividend. With the amount saved, the Group will help its employees and franchisees around the world, particularly in emerging countries. Indeed, with the confinement, 66% of its hotels are closed. Others like L Oréal and L Occitane have converted their production lines to make hydroalcoholic gel, while 90 textile manufacturers will mass-produce alternative masks.

The lesson to be learned from this "national effort" shared by companies is that, in the future, Corporate Social Responsibility will no longer be a component but a foundation of corporate culture. Making employees proud of their company s societal and environmental initiatives not only engages them over the long term, but also develops a strong sense of belonging.

And in this crisis a major evolution is also taking shape: by choosing to preserve people by confining them, to the detriment of the economy, we are forgetting capitalism to put the human back at the heart of values.

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The advent of telecommuting, a leap forward in employer-employee trust?

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To date, it s difficult to assess the impact of the massive use of telecommuting during confinement on tomorrow s job market. Until 3 months ago, many companies were reluctant to implement the system (the fault of the French cult of presenteeism?). Until then, companies that favored nomadism were seen as innovators or forerunners. But the harsh reality that has hit the world in recent months has proved that it s not only possible, but also that a company (or at least some of them) can continue to operate without the physical presence of its employees.

What will happen when employees return to the workplace? Will they accept a strict return to their posts, or will it be a disengagement factor? Will they demand greater freedom of movement in the future? It s not just about physical presence. It s also about becoming the new "hero" of your working life. Because in a context where local management is physically absent, not only in its inspirational role, but also in its supervisory, sanctioning or training role, the employee acquires more power.

In recent years, empowerment and trust in teams have become an integral part of innovative HR policies that involve employees. It is also a way of continuing to engage employees in a context where the attractiveness of remuneration will suffer.

Is the innovative capacity of companies and individuals the new criterion for excellence?

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And companies are still finding it hard to cede power to the employee. Yet the model of startups, which make autonomy a recruitment argument to attract the best talent, has shown that the latter are willing to lower their salary to acquire such an advantage . In recent years, entrepreneurial profiles have become attractive in the corporate world. In fact, some major groups have set up incubators to encourage the creation of innovative employee projects. For example, Google employees spend 20% of their time on personal side projects. It s also a sign of a profound transformation in the job market. 15 years ago, a technical skill was valid for 30 years. Today, it has to be renewed after 2 years.

Tomorrow s talents will be those who demonstrate the greatest agility, adaptability and innovation. But this is true in both directions! In the United States, Great Place To Work has defined a barometer to assess companies potential for innovation. And in these so-called "accelerated" companies, because they adapt quickly to disruptions, 91% of employees surveyed said they enjoy coming to work. And 93% would recommend their company as a place to work. As we have seen, during the crisis, some companies have not hesitated to redefine their fields of activity in order to be useful to as many people as possible. There s no doubt that this approach to adaptability will have a major impact on future recruitment candidates.

Indeed, this pandemic and the ensuing recession, arriving suddenly and totally unexpectedly, are likely to create a collective trauma. A company s capacity for innovation, flexibility and renewal, which will enable it to stay alive and bounce back in "extreme" situations, is likely to become a criterion of choice for future applicants.

In the months, and probably years, following this crisis, companies will have to prove their resilience. They will have to continue to attract and retain the best potential employees if they are to survive and become successful again. Fortunately, innovative HR policies have emerged in recent years, and are likely to be accelerated by the crisis. They can help to offset cuts in salary budgets.

First and foremost, it s the focus on human values around which employees and companies will be able to converge. Beyond the field of activity, which until now has been a strong factor of attractiveness, new ethical, societal and environmental criteria will be able to dictate candidates choices . Then there are the values of trust and recognition, which are crucial in the eyes of employees, but which companies often find hard to apply. During the confinement, they were forced to do so thanks to telecommuting. No doubt there will be a before and after in this area. Finally, an innovative company is one that survives crises because it knows how to adapt. Similarly, an autonomous, agile-minded employee will be of far greater benefit to a company in a context of uncertainty. Here again, the labor market should draw the necessary conclusions.

And if you want to keep hiring employees despite low wages, Stairwage can help you implement pay-as-you-go in your company. Via a dedicated application, it will enable your employees to touch, if they need it, a part of their salary for greater financial well-being. And there s no doubt that, in these times of crisis, managing the unexpected is going to become an important issue for the French!