CSR: The essential lever to attract and retain talent in 2025
In a job market shaped by the search for purpose and growing competition for qualified talent, Corporate Social Responsibility (CSR) is emerging as a strategic tool to attract and retain employees. More than a communication theme, CSR is now a selection — or elimination — criterion for many candidates.
According to the 2024 Barometer on Meaning at Work (IFOP x Philonomist), 81% of white-collar workers believe their company should play an active role in ecological and social transitions.
So, what are candidates really looking for?
How can CSR become a differentiating HR asset?
And how can it be embedded into recruitment and management processes?
What talents truly expect from CSR
Candidates — especially recent graduates and experienced professionals — increasingly expect their future employer’s values to align with their own. A surface-level narrative is no longer enough: they evaluate CSR commitments through proof, consistency, and impact.
🔍 ExempKey criteria candidates assess:
- Traceability of raw materials, especially in fashion and luxury.
- Use of sustainable supply chains in the food industry (e.g., short distribution channels, regenerative agriculture, anti-waste initiatives).
- Diversity and inclusion within leadership teams.
- Engagement in social causes: corporate philanthropy, nonprofit partnerships, volunteer hours for employees.
According to Deloitte, 42% of millennials and 44% of Gen Z professionals say CSR commitments directly impact their loyalty to an employer. This shows in interviews — some candidates turn down highly paid roles if the company lacks credible, values-driven action.
CSR as a strategic pillar of employer branding
CSR should not be limited to institutional messaging. It must be embedded at every stage of the candidate journey, from the job description to onboarding.
Best practices observed among our clients:
- Mention CSR commitments in job offers, directly tied to the role (e.g., responsible sourcing, eco-design projects, RSE budget ownership).
- Promote employee testimonials that reflect real, on-the-ground CSR actions (e.g., internal ambassadors, diversity leads, philanthropy project managers).
- Train recruiters and managers to answer CSR-related interview questions with concrete, quantified examples.
Beware of greenwashing — it’s counterproductive. A superficial or unsubstantiated message can harm your employer reputation and lead to early disengagement among new hires.
On the other hand, companies like Chanel, Yves Rocher, and Danone successfully align CSR strategy, talent management, and external communication through measurable initiatives: internal solidarity funds, sustainable innovation programs, local stakeholder dialogue, and more.
Identifying and engaging CSR-driven candidates
Spotting candidates who genuinely care about CSR goes beyond simply asking a question during the interview. It requires a behavioral and values-based approach, analyzing key soft skills such as critical thinking, curiosity about impact, and the ability to rally teams around a mission.
Effective methods include:
- Structured interviews with CSR focus (e.g., previous experience with sustainability, ability to lead a CSR initiative).
- Targeted reference checks: asking former colleagues about the candidate’s posture and sensitivity to CSR topics.
- Case studies or scenario-based questions: sustainable sourcing, climate action plans, or leading a social audit, for example
At Linman & Associés, we help companies identify high-value profiles and integrate CSR as a strategic lens in candidate evaluation — when it is a key priority for the recruiting organization.
Making CSR part of compensation strategy?
Some companies are going further by linking CSR commitments to executive and manager variable compensation. While still emerging, this trend is gaining traction among large groups looking to manage their long-term impact more effectively.
According to L’Usine Nouvelle, companies such as Schneider Electric, Air Liquide, and Arkema have integrated CSR KPIs (e.g., emissions reduction, workplace safety, gender parity, inclusion) into annual objectives tied to performance bonuses. Some also include certifications or labels as prerequisites for certain benefits.
This sends a powerful message: CSR is not a “nice-to-have” — it’s a strategic lever that drives collective performance.
For HR teams, this implies:
- Highlighting these elements early in the recruitment process as a differentiating factor.
- Objectifying CSR contributions during annual reviews and performance evaluations.
- Co-building impact metrics with leadership to integrate them into the compensation framework.
Conclusion
In 2025, recruiting without addressing CSR means missing out on a growing and structuring expectation. Companies that take a stand, act with sincerity, and give real visibility to their commitments — without window dressing — build more engaged, more stable, and better-aligned teams.
CSR is now a core factor in career decisions. HR leaders must adapt their recruitment strategies by weaving in coherence, authenticity, and impact at every stage of the candidate experience.
Working with a specialized recruitment partner like Linman & Associés ensures you identify candidates whose values and commitment align with your strategic priorities. We bring a structured, external perspective to evaluate a candidate’s potential to contribute to responsible, ethical, and expertise-driven growth — tailored to the culture of your industry and your company.
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