On this snowy day in Paris, who doesn't dream of teleworking rather than risk putting their nose outside to rush into crowded transport or risk spending hours stuck in traffic jams?

Weather hazards, as well as pollution peaks, can be excellent ways to test new ways of organizing. Because yes, we hear a lot about Quality of Life at Work these days.

Telework, QWL and other organizational misconceptions

QVT! These three letters resonate more and more often in the ears of HR departments. Between the aspirations of the new generations awaiting personal achievements and legislative issues such as the Macron Ordinances and the Mobility Plan, the new organisational methods are becoming a priority in their change management agendas.

The equation doesn't seem so simple though. How can we serenely envisage the implementation of telework, or telework more generally? The advantages seem real on the employees' side: time saving, stress reduction, working comfort, greater flexibility and autonomy in project management... But faced with these arguments, the fears on the managers' side remain. Lack of productivity, poorer team dynamics, the end of systematic monitoring, data security... Managers are sometimes reluctant to deploy new organisational methods.

  • There's no point in struggling, you have to start at the right time!

However, there is a reason for this: the trend towards greater employee mobility, in line with the wave driven by the digital transformation of companies, will only accelerate in the coming months and weeks. Studies predict that by 2030, 50% of jobs will be teleworkable.

The question is therefore no longer how to contain the phenomenon, but on the contrary how to accompany it properly. It is a whole new way of thinking that we will have to adopt. Just like the relationship we have with sales representatives who are out in the field all week, we will have to establish a contract of trust from the outset. A contract of trust based on objectives to be achieved rather than on hours to be worked...

Then where are the brakes really? Certainly on the side of corporate culture, particularly in France. As Xavier de Mazenod, founder of Zevillage, writes in the white paper "Coworking: the new offices of the company": "For these new work organizations to spread widely, it will first be necessary to to put an end to a presential culture that is deeply rooted in mentalities. The change is generating a fear of exploding costs, a fear of inefficiency among employees, a fear of seeing the role of management disappear... "

  • Overcoming fear of the unknown

So it would be fear of the unknown that would paralyze decision making. However, just because we have never experienced it does not mean that it is necessarily negative.

When we talk about new job mobility, we are in the same dynamic. Even if the brakes persist, many studies demonstrate the effectiveness of these modes of organization:

  • Employees are on average 12% more productive at home than at the office*.
  • 83% of employees believe that teleworking does not affect team cohesion *. As the authors of the study explain: "As teleworkers are more focused and productive when they are at a distance, they are more open / sociable when they are at the office. »
  • According to a study by the University of Pennsylvania, telework contributes to management development by improving the relationship of trust between employees and their supervisors.
  • In a Gallup "State of the global workplace" survey, 3/4 of teleworkers felt that telework had improved their motivation at work.

 

  • The folly of the glanders

Let's come back to the first point, certainly the one that worries managers the most. Do you really believe that your least zealous employees will wait for teleworking before not working? Let's be honest: the one who is unmotivated and doesn't want to do anything, well... he's already doing it at home!

The figures quoted above attest to a reality: new organisational modes are possible, more in line with new HR expectations, and also bring productivity, attractiveness and efficiency for employees and their managers. In the end, the hardest thing is surely to take the plunge, to dare to take the plunge and finally quickly adopt mobility. This is also what Xavier de Mazenod thinks, summing up: "Management greatly overestimates the difficulties. As soon as we move into a test phase, it generally works very well if the implementation is well prepared. And under these conditions, both management and employees benefit. »

Are you ready?

As you will have understood, the issue is no longer whether or not to develop new, more agile and mobile organizations, but rather how to do so? Because the how will be the key to successful implementation. Are you ready to get started? To find out, at Neo-nomade, we have prepared a diagnosis to help you ask yourself the right questions: 1... 2... 3... Answer!

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