The organization of one’s time and pace within and outside the company should be at the heart of work life in the post-Covid-19 crisis, which in the opinion of many experts has seen disparities among employees widening.
Back at the office, resumption of activity, reuniting with coworkers in a meeting, at the canteen or around a drink: The week for quality of life at work, which opens on Monday, comes at the right time when the obstacles associated with it are overcome. Pandemic situation is done.
Since a 2013 national inter-professional agreement, quality of life at work has been defined as “a sense of well-being at work, both collectively and individually” and includes the environment, working conditions, autonomy, Equality, recognition may be included. .
During the crisis, Pascal Ugetto, an expert in the organization of work and professor at Gustav-Eiffel University, conducted interviews on the employee’s relationship to his work with “a striking point: aspirations for a greater rhythm of life”. More time for transportation and yourself.
“Companies should expect that individuals want to emphasize their personal preference in terms of organizing their work week,” the researcher said.
For architect and business psychologist Elisabeth Pellegrin-Genel, “real well-being would be to show that you can work elsewhere than in the office. This allows other modes of existence to be a little more distant for a better quality of life.” “.
– Company at home –
“Hybrid work will continue to happen: at home or in third place and in company because social bonding requires coming back to the office. Relationships with colleagues are the first element of quality of life at work,” says Odile Duchenne, CEO of Actinio, an observatory of quality of life in the office. “Companies will reallocate their space with more spaces for meetings, brainstorming and festive moments. “
Stephen Carcillo, chief economist of the Department of Employment and Income at the OECD, noted that “work hours were used much to accommodate during the crisis”, with partial unemployment in Europe and massive recourse to telecommuting, and There will be consequences for its management. “When part of the work is done at home, we judge the results more than the means, it’s a matter of trust.”
However, “French companies practiced relatively little trust management. Regulating the new balance would be problematic”, estimates Pascal Ugetto, at a time when telecommunications further thinned the boundary between personal and professional life. is.
“Earlier, HRD wanted us to feel at home in the company. Now the company is at home,” noted sociologist Daniel Linhart, CNRS research director, at work. “It is important that workers can decide for themselves when they can telecommute with the possibility of going back. It should not be imposed. “
According to a survey by the National Association of Human Resource Directors (ANDRH), a quarter of the 96,500 company agreements signed in 2020 related teleworking.
Not concerned with teleworking, the overexposed, public contact and service professions in commerce, logistics, transportation, sanitation have emerged from their “invisibility” during this crisis. As for them, Danielle Linhart hopes that “this heroism will make it possible to negotiate better working conditions”.
Stephen Carcillo stresses the “inequalities” and inequalities created by the COVID-19 crisis in the world of work. “In 2020, of the least qualified employees, one in five employees teleworked, one in two most qualified”. The Economist expects “growth in the world of work to be more favorable … for those who already had good, well-paying jobs”.
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