Disability officers, harassment prevention officers and health and safety officers are playing an increasingly important role in organisations. Their role? To prevent risks, promote inclusion and improve quality of life and working conditions. But what are the practical obligations of companies? What skills should you look for in a referent? And what training is needed to enable them to carry out their duties to the full? We take a closer look.
In a context where the company's social and ethical obligations are becoming increasingly stringent, the role of referrers is becoming central. These local players embody the values of respect, inclusion and prevention, which are directly linked to QWL. However, the reality is often mixed: between regulatory obligation, voluntary commitment and the need for appropriate training, companies - particularly SMEs - sometimes struggle to find the right balance. Here's an overview of good practice in implementing a a coherent, sustainable and effective approach for the benefit of both employees and the company.
Understanding referrers: a key prevention and dialogue mechanism
Legislation is gradually being strengthened to prevent occupational risks, promote equality and improve quality of life and working conditions. It is against this backdrop that the role of company advisers has emerged: identified, trained and recognised players responsible for’embodying prevention on a daily basis.
Their existence responds to several imperatives associated with HR risks :
- fight against psychosocial risks (moral or sexual harassment, sexism, unhappiness at work)
- encourage’inclusion and equal opportunities, in particular with regard to the employment of people with disabilities
- strengthen the health prevention and safety at work, to protect employees and reduce accidents
In addition to legislation, the referents reflect a cultural change: they symbolise the desire of companies to move from a compliance-based approach to a culture of dialogue and prevention.
What are the tasks of the HR officers?
Referrers differ in their scope of action.
1/ The sexual harassment and gender-based harassment officer
It fulfils a number of roles:
- prevent inappropriate behaviour
- informing and guiding employees who are victims or witnesses
- raise awareness among teams
2/ The disability advisor
It facilitates the integration and continued employment of people with disabilities, in conjunction with internal and external players (Agefiph, etc.).
3/ The occupational health and safety officer (SST)
It is involved in risk assessment, monitoring the single document (DUERP) and disseminating good prevention practices.
Three contact persons, one logic: to be the human link between management, employees and social partners, with a legal, organisational and human approach.
A global objective: prevent, listen, embody
It's not just a matter of applying the regulations: the advisers help to establishing a culture of prevention.
Their mission is based on three pillars.
Warning: detect risk situations, raise awareness and promote good practice.
Listening and guiding : listen to what employees have to say, provide guidance and sound the alarm if necessary.
Embodying the company's values: inclusion, safety, equality, respect.
With the help of appropriate training and clear recognition of their role, the referees become key players in social dialogue and collective confidence.
To recap: each referral has its own legal framework and main tasks
| Referent | Legal basis | Main objective | Key missions |
| Sexual harassment and gender-based violence | French Labour Code, Articles L. 1153-5-1 and L. 2314-1 | Preventing and dealing with harassment and sexism | Raising awareness, informing and guiding victims, relaying alerts to HR or the Works Council |
| Disability | French Labour Code, article L. 5213-6-1 | Encouraging the employment and retention of disabled workers | Supporting employees, coordinating accommodation, promoting disability policy |
| Health and safety at work | French Labour Code, article L. 4644-1 | Preventing occupational risks and protecting employee health | Identifying hazards, updating the DUERP, proposing preventive actions, raising team awareness |
Which companies are affected?
The appointment of a occupational health and safety officer concerns all companies, whatever their size. More specifically, the employer is required to appoint at least one competent employee to take charge of the company's occupational risk protection and prevention activities. If the skills available within the company do not allow this, the employer must call on external resources, in particular professional risk prevention specialists from the inter-company occupational health and prevention service (after consulting the works council).
The appointment of a referent for combating sexual harassment and sexist behaviour is mandatory in any company with a works council (with 11 or more employees). He is then appointed by the EWC from among its members for the duration of the EWC's term of office. In addition, in any company with at least 250 employees, In addition, the employer is also required to appoint an employee adviser responsible for guiding, informing and supporting employees in the fight against sexual harassment and gender-based harassment.
The appointment of a disability referent is compulsory for companies reaching the threshold of 250 employees.
None of these functions requires a specific diploma, but training remains an essential lever to guarantee the competence, posture and credibility of referrers in the exercise of their role.
Lastly, failure to appoint or inadequate training can expose the company to legal, social and image risks, particularly in the event of an accident, complaint or unaddressed report.
To recap: how referral agents are appointed
| Referent | Companies concerned | Terms and conditions of appointment | Training |
| Sexual harassment and gender-based violence | Any company with a works council + Companies with at least 250 employees | By the CSE from among its members + By the employer | At least 5 days' training during the first term of office as a member of the CSE staff delegation (French Labour Code, article L. 2315-18) |
| Disability | Companies with at least 250 employees | By the employer | No compulsory training, but recommended |
| Health and safety at work | All companies, whatever their size | By the employer (if there are no competent employees, call on an external resource) | Compulsory occupational health training for designated employees (French Labour Code, Article L. 4644-1) |
Appointing referrers: how do you identify the right profiles?
In addition to their knowledge of the regulatory framework specific to each function, referrers rely primarily on people skills and a listening posture. They must be able to’inspire confidence and to create a safe space for people to talk, while remaining impartial and discreet.
Among the key skills what to look for :
Active listening and empathy, to deal with situations sympathetically and without judgement
Clear, calm communication, including in sensitive contexts
A sense of confidentiality, essential to protect the people concerned
Ability to analyse and discern, in order to direct customers to the right people
Conflict management and mediation
Neutrality and integrity, guarantees of credibility
In some cases, knowledge of the HR framework, internal procedures or the workings of the CSE is an asset in anchoring the role in the day-to-day life of the company.
The challenge is to identify profiles that are genuinely motivated and committed to the values of prevention and respect in order to ensure the «natural» legitimacy of the referrer.
How can the role of referral agents be legitimised and their recognition encouraged?
Once appointed, the referrer must be identified and recognised by all employees.
Best practice :
- Official presentation its mission and scope (team meetings, internal communication, posters)
- Make time for it and a forum for discussion with HR, management and the works council
- Enhancing your role in the company's QVCT or CSR policy, to avoid its role being perceived as purely administrative
The legitimacy of the referent is based on the the confidence it inspires and the clarity of role with the teams.
[Testimonials]
Julien, sexual harassment referent
«When management offered me this role, I immediately realised how important it was. As HR manager, I was already aware of situations of unhappiness in the workplace, but the training I had taken on the prevention of harassment enabled me to acquire a real attitude of listening and neutrality. By organising awareness-raising workshops, I've seen attitudes change. The subject is now better understood by employees. My role is also better recognised: I'm seen as a trusted contact, promoting dialogue and respect in the workplace.»
Sophie, HR Director of an industrial SME (180 employees)
«We chose our disability advisor from the HR team. Firstly, because she already had a solid knowledge of internal processes and a real ability to listen. Secondly, because she had previously held the position of Disability and Diversity Officer in another company. This background gives her a legitimacy that fosters a relationship of trust with employees. Her benevolent attitude, combined with a perfect grasp of the legal framework, strengthens the credibility of her actions with all employees.»
Karim, occupational health and safety officer
«My role goes beyond compliance. I try to keep the safety culture alive by engaging in regular dialogue with managers and proposing concrete actions. The key is management support: I can't act alone. Before I was appointed OHS Advisor, I already had several years» experience in maintenance and a good knowledge of the field, which helps me to identify risk situations quickly. My dual technical and interpersonal skills enable me to act as a real link between the teams and management.»
Training and support for referrers to ensure the effectiveness of the scheme
The role of referent requires a specific posture and cross-disciplinary skills.
The situations encountered can be sensitive, sometimes emotionally charged or legally complex. That's why it's essential to regularly upgrade the skills of our referral agents, so that they can act appropriately and confidently.
The training must enable them to :
- Understand the legal framework and responsibilities associated with their role
- Acquire listening and communication techniques in sensitive contexts
- Identify the internal and external players to mobilise (HR, works council, occupational medicine, specialist partners)
- Develop a posture of neutrality and emotional distance
Training tailored to the specific needs of each consultant
Sexual harassment and sexual harassment officer: training focusing on regulations, detecting weak signals, conducting interviews and referring victims.
Discover the training programme Become a referent for the prevention of sexism and sexual harassment.
Examples of practical work : identifying concrete situations (sexism, harassment, etc.), simulating interviews.
Participants speak out:
«It's a course that combines theory and practice, it's very practical!»
«I've finally understood the role of the harassment officer and its importance.»
Disability representative : knowledge of the legal framework, the procedure for recognition of disabled worker status (RQTH), possible adjustments and employment partners.
Want to find out more? Consult the training programme Disability representative: professionalise your approach and your involvement in the company.
Examples of practical work : Group work on formalising the role of company referent, quizzes and role-playing exercises.
Participants speak out:
«Rich discussions with concrete content and examples.»
«There is plenty of food for thought and advice.»
Occupational health and safety officer : mastery of prevention obligations, the DUERP, accident analysis and team awareness.
Discover the training programme Occupational health and safety officer.
Examples of practical work : drawing up an accident causation tree, drawing up a prevention plan.
Participants speak out:
«Good training. Interesting ways of developing tools and practices in companies.»
«Very dense and educational training. I understood the full scope of the subject».»
Ideally, the course should combine a basic understanding of the law with practical case studies and exchanges of experience, so that the knowledge acquired is grounded in real-life situations.
Supporting referrers over the long term: from training to professionalisation
The referrer must also be able to rely on a network and follow-up. This is why it can be useful to set up practice-sharing groups or advanced training sessions to reinforce skills, share feedback and maintain motivation.
Companies can also :
- Create a forum for regular dialogue between referrers, HR and management
- Appoint a «coordinator» in large or multi-site structures
- Promoting the role in professional interviews and skills development plans
Training and supporting referrers means investing in a sustainable prevention culture, to the benefit of employees, managers and the company's image.
In conclusion, appointing and training referents is not simply a matter of compliance. It's a responsible business choice, focused on people and dialogue. These people embody the values of respect, listening and prevention, far beyond their technical role. Through their commitment, they help to establish a culture of trust in which everyone feels they have a legitimate voice and a place. In this way, the referral system becomes not only a protection tool, but also a lever for collective commitment: it reminds us that quality of life at work is not just an HR issue, but a pillar of sustainable performance and company cohesion.
