To what extent is the crisis influencing companies' human resources policies? Without generalizing, the following trends can be observed.

Recruitment: the gap between demand and supply means that the market offers the possibility of recruiting qualified professionals on very favorable terms. Real "bargains" can be found in the younger segment of the population, but also in proven people. However, it should be borne in mind that resistance to change business or activity, due to risk aversion, is increasing. There are many who cling to the saying "the bad things you know are better than the good things you don't know". People who in other circumstances would otherwise move, think twice.

Remuneration: realism, sobriety, the crisis is clearly putting pressure on salaries at leave . There are many companies, especially SMEs, in which all professionals have seen their salaries reduced by between 5% and 30%. To this must be added the significant reduction in variable pay. Linked to the fulfillment of objectives, many have been left without a supplement that they had been counting on. Other in-kind remuneration has been significantly reduced.

trainingThe two apparently contradictory phenomena. Many budgets, especially in companies that perceive this concept as a expense, have been significantly reduced. But the training decided and at least partially financed by individuals has been reinforced. More time, sufficient financial cushion and the need for renewal is an ideal mix for returning to the classroom.

Careers: there is a tendency for them to slow down. Deadlines are lengthening, promotions are being put on hold, rises are being frozen. Those in a hurry should take risks and set up their own business. In this respect, adversity can be a magnificent school for potential entrepreneurs who just need a push. The crisis also contributes to the fact that the scandalous levels of absenteeism are being cut back a little, people are being moderate, they do not want to draw attention to themselves. In any case, there is still plenty of room for improvement at section .

What about other practices such as work-life balance, diversity plans or CSR? They are not passing away, but behind them lie irreversible sociocultural trends. They have been slowed down or put on hold.

The reaction to the crisis makes it possible to make a very fine x-ray of each organization. Some, having tightened their belts and practiced austerity, especially in the corporate centers - which are gaining weight without realizing it - maintain commitments and strategic decisions that speak eloquently of their Philosophy and culture. Others, on the other hand, have chameleonically modified their "human" speech , recovering a fierce utilitarianism to which a social marketing designed in abundance served meekly.

Basically, there are not many surprises. What was done before the crisis made it possible to guess the answer to the crisis. Everyone knows that nothing will ever be the same again. These years will mark a turning point. Let's see if the Public Administrations learn and apply the story.