This article aims to shed light on the contingent practices of socially responsible Human Resources Management (HRM) of Cameroonian SMEs of the Forest sector. Making use of the life theory of Bertaux (1997) and the contingency theory of Lawrence and Lorsch (1967), the managers of six Cameroonian SMEs and / or HR managers were surveyed on HRM practices. The results of this investigation put into perspective a variety of contingent CSR practices. They specify, in the specific case of the SMEs studied, the primordial place given to the manager's commitment to promote a socially responsible HRM. The managerial and theoretical implications inherent in these results are discussed. However, it should be noted that the present research is the first step for further investigations on the importance of the level of implication of managers in charge of HRM.