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This article examines socially responsible human resources management (HRM) practices capable of supporting socially deprived employees in a period of crisis. Our objective is to move away from the classic analysis of socially responsible HRM practices that adopts the point of view of capital providers to propose practices that consider the experiences of employees. Based on the case study of a clinic in Togo in the context of the COVID-19 pandemic, our results suggest that the development of specific HRM practices can reduce turnover and foster the engagement of employees in situations of social decline, despite the public rejection to which they are subjected. The results obtained, in addition to the identification of innovative practices, such as the establishment of a non-contamination map, point to the existence of relationships between the type of reaction employees exhibit and their satisfaction with HRM practices. Other aspects of the consequences of crises can thus be understood, as well as the ways in which interactions between the company’s stakeholders, hitherto often neglected, can be taken into account.