International geopolitics, French politics and technology have brought us three very intense moments over the past few months: the US elections and the first decisions taken by the new administration; the appointment of a new government in France just a few weeks after the appointment of the previous one; the ongoing technological revolution and the irruption of new paradigms and players in the AI race.

This sequence of events has demonstrated – if such a reminder was needed – the profound lines of division, tension and antagonism that traverse the world and our country. It appears that our differences, whatever they may be, fuel as many occasions for opposition and even open conflict.

On the other hand, Paris 2024 Olympics and Paralympics will continue to represent an exceptional moment of collective fervor that shows how our differences can be a source of performance.

As HR Director of a large French company present in numerous countries across the world, I am reminded of a question that is central to my job: how can we grasp and deal with the risks of polarization and conflicts linked to divergence and difference in our companies? What role can HR play to preserve and protect cohesion within these professional spaces?

If our society is becoming more polarized and divided due to our differences, we can be sure that our companies are not immune to this trend.

But they need difference; they need to welcome, develop and cultivate the diverse profiles (age, gender, origin, skills, experience, etc.) that give rise to singular approaches and points of view.

Throughout my career, I've always been struck by one obvious fact: the strongest, most successful teams are also the most diverse. Not just in terms of gender, age or origin but also in terms of backgrounds, experiences and ways of thinking.

My conviction is that companies need difference and the singular approaches it provides to guarantee their performance and bolster their attractiveness. It's a powerful force that drives us to innovate, challenge ourselves and enrich each other.

Human Resources Professionals must be able to respond to three imperatives: first, welcome diversity in all its dimensions to make it a strength; secondly, define and ensure a collective, shared and protective framework that enables each person to express his or her value while respecting their singularity. Lastly ensure that the frictions and tensions involved in managing difference are handled in such a way as not to damage internal cohesion.

By doing this we can make sure that differences do not act as bottlenecks that prevent our employees from expressing their value but become more the key to achieve their ambitions – to the benefit of a collective performance.

To do this we can continue to offer our employees – all our employees – new horizons and give them the possibility to compare their respective feelings and differences, develop their skills and contribute to meaningful projects. HR managers, through their actions to promote mobility and set up pathways for employees, can encourage different profiles to meet and find each other. In the Senegalese culture, we like to say that “good things always come through someone”. Others will also say that a professional career can hinge on a particular encounter. These encounters are all opportunities to share common experiences. Without being necessarily aware of it, we share many things every day in our work. Through it we share the time, values and know-how that we bring to serve our projects, which in turn leads us to celebrate our triumphs and overcome setbacks.

As the fluctuations of trends in opinion that animate our society can seep into our companies, it is our duty to remain vigilant and reflect on a model for managing the differences and tensions that can result. The company is a place of progress, not a place of retreat – a place that prizes dynamism, not inertia. Managing differences means helping build an inclusive, confident and solid community, so that we can prosper, over the longer term, together.