“Collaboration without overconnection, is it possible? “” How do you keep ‘working together’ when teams are split up? “” Working together: what lessons from the crisis? “… The themes addressed during the (web) conferences organized on the occasion of the Week for the Quality of Life at Work (QVT), from June 14 to 18, bear witness to this paradigm shift: the health crisis has triggered a decisive shift in the way we work and collaborate. The quality of life at work is now invited at home. For the best or for the worst ? The question remains open.
While investigations are linked on the consequences of the massive adoption of telework on the well-being of employees, Jérôme Ballarin, the president of the Observatory of the quality of life at work, is convinced: for employees, going back is out of the question: “On the occasion of the health crisis, the reconciliation between professional and personal life had to be reinvented. Telecommuting employees have set up new rituals, saving on transport time. At the same time, there is the desire to find his colleagues. What is certain is that the demand for flexibility has increased. ”
Its observatory, which has been examining for thirteen years the “good practices” of companies to reconcile the personal and professional life of employees, has made ten recommendations to employers to successfully end the crisis without employee disengagement.
At the heart of its program: the choice of a hybrid work organization taking into account everyone’s constraints, finding the right balance between face-to-face and remote work, strengthening social dialogue, participatory management and listening to employees.
“A revealing role”
But how would the current period encourage managers and human resources managers to be more attentive to the aspirations of employees? “Of course, this will depend above all on management and the will of business leaders, admits Jérôme Ballarin. But the crisis has played the revealing role. Even the most reluctant managers to telework realized that it could work. “ Managers who saw their role called into question during this crisis: “By force of circumstances, employees have experienced a working relationship based more on trust, notes the president of the Observatory for the quality of life at work. Today, they aspire to a more participative mode of management. “
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