“My classes are never the same from one year to another, warns Emmanuelle Léon, professor at ESCP Business School and scientific director of the Reinventing Work chair. Trends change a lot and quickly become obsolete. » If the interest in remote management does not date from the health crisis linked to Covid-19, it has made hybrid work – with the development of virtual teams or telework – a real norm. This raises many questions concerning the organization of teams and the monitoring of employees within companies.
“Telework could reinforce a distance between managers and real work, and perhaps lead to a focus on purely technical aspects to the detriment of cooperation., thus warns Flore Barcellini, university professor in ergonomics at the CNAM and member of the Center for Research on Work and Development. There is therefore a need for training on the ability of managers to organize and discuss the conditions of cooperation. » A subject that has been taken up by business schools and university courses specializing in management.
“I hypothesize that, when you are at a distance, you tend to forget the importance of the human and the informal”, confirms Emmanuelle Léon, who considers it essential to encourage managers – and future managers – to question the well-being of their employees. With a whole array of themes to put people back at the heart of the work: how to anticipate and streamline exchanges, how to detect weak signals, etc. “In a relationship that is more marked by technology, you have to make sure that you still form a community, that there is a social bond, that you manage to integrate talents and develop them,” she continues. Some of his colleagues also offer yoga or meditation, a way of “bringing the bodies into the courtyards” in the age of virtuality and distance.
Anticipate and streamline exchanges
Teachers “Stay on top of all the trends”, continues Emmanuelle Léon, in particular thanks to research and studies. She cites the latest work from Stanford University on the risks that teleworking poses to women’s careers: as mothers, they tend to abandon face-to-face attendance, which is nevertheless valued for obtaining a promotion. Beyond research, management schools rely on partnerships with companies to feed their offer. “More and more lessons are anchored in the managerial reality of companies, whereas in the past the case study represented the only point of contact with the business world”, underlines Sébastien Damart, vice-president of the Council for training and student life at the University of Paris Dauphine PSL. On the program: hackathons (collaborative projects to respond to a company’s challenge), partnerships between masters and companies, or challenges to be met. “We have entered this new paradigm: management training without this type of partnership would be a bit absurd”he continues.
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