A commotion within the human resources departments before returning to the office. While discussions at the coffee machine resume, the many employees who can exercise their profession remotely let it be known that they do not intend to give up the autonomy they have tasted. In companies, negotiations on teleworking agreements are sometimes well advanced. “There will be no turning back possible, predicted the boss of HRD, Audrey Richard (ANDRH). The organization of tomorrow will inevitably be hybrid, between face-to-face and remote work. Moreover, the details of teleworking agreements are now scrutinized by candidates during interviews. "
In one year, several obstacles have been jumped, especially in these companies where teleworking did not have the right of citizenship before the crisis.
“30% of HRDs are faced with employees who have moved to change town and who present them with a fait accompli,” reveals Audrey Richard.
An unprecedented situation.
Faced with their hierarchy, the arguments of the employees are solid, and the law, on their side.
Audrey Guidez, HRD of the Aliénor group, says: “They tell us:
Look, I can do my job at home and I am more productive.
We cannot tell them otherwise.
“Especially since, confinement requires, employees placed in telework and deprived of ancillary occupations throughout the year have been particularly efficient in recent months.
A project that requires "a lot of social dialogue"
This manager of a team of five people employed at Total headquarters, in the business district of La Défense (Hauts-de-Seine), testifies on condition of anonymity: “Before the crisis, teleworking was not not at all in our culture, but it will become.
The employees have proven that they know how to do it and have mobilized to meet the challenges imposed by the context.
We will make sure to keep a day or two a week at home, and in better conditions than this year.
It will be beneficial for the business and for family life.
"
Read alsoBack to the office: "The health crisis is not over"
So, with this half-return in person, the most difficult to manage in the coming days will be "living together in the office", fears Emmanuelle Germani, HR Director of the Caporal group. Between the negotiation of teleworking agreements and the need to reweave the sometimes weakened links of the “collective”, the human resources mission is great. "After this year, the psychosocial risks are high," confides an HRD on condition of anonymity.
To maintain "a business dynamic" and curb the departure of these employees who dream of a different life, the vice-president of ANDRH, Benoît Serre, is campaigning for "two days at home and three at work in order to spend more time in the office than at home ”. How to do ? “We have to reorganize the teams, redefine the professions, find agreements and train, in particular the managers and intermediate supervisors, who are particularly exposed to these changes. "A major project that requires" a lot of social dialogue ", hammer the unions for months.