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The purpose of this article is to understand how, on the one hand, the leaders of African very small enterprises (VSEs) mobilize the cultural values of solidarity, and how, on the other hand, these cultural values, which are highly regarded in Africa, can constitute a human resource management (HRM) model likely to influence the attitudes of employees. Based on the case of Senegal in particular, the analyses carried out on the basis of semi-structured interviews with ten VSEs revealed the existence of HRM practices strongly rooted in the logic of solidarity. Solidarity can thus be observed in Senegalese VSEs both socially (in terms of social and community activities) and in terms of remuneration, recruitment, training, and even communication. In this way it is possible for a VSE manager to work with these cultural factors, such as solidarity among his employees, so as to promote particularly innovative HRM methods. We reflect upon the development of an HRM model adapted to African values and cultures.