For employees who telework almost full time today, June 9 marks the beginning of a gradual return to “normal” office life.
"
With the less strict gauges, most companies ask their employees to come back at least two days a week on site before the summer holidays
" notes Benoît Serre, vice-president of ANDRH (National Association of Resource Directors human).
To discover
OUR SIMULATOR - Are you getting paid well?
Everything you need to know about skills assessments
They want to see everyone in turn, to recreate links between employees and prepare people for the start of the school year.
It will ring, they hope, the time for a real recovery.
To respect the 50% gauge, they must organize rotations.
Most often, it is up to managers to synchronize the comings and goings.
Catching up ....
"
But some companies facing a strong recovery, a clear catching up of activity, have asked their teams to return to the office full time and postponed the permanent implementation of teleworking until later",
remarks Vincent Barouet, founder of the crisis management consultancy.
Most companies plan, even when the health crisis is over, to continue to operate partly by teleworking.
“There is a strong appetite from employees: 36% want three days at a distance, 56% between one and two days, according to a national consultation conducted with 2,800 respondents,
” underlines Cindy Lemettre, project manager at Aract (Agence region for the improvement of working conditions).
Strong pressure for teleworking
For a company, shying away from this mode of organization which has become commonplace could "out of date" its image.
"
It would also lose an asset in securing talents which risk being the sinews of war if the economic recovery is strong
", points out Benoît Serre.
In many companies, negotiations are therefore open with the social partners.
Sometimes agreements have even been finalized.
Large companies are not the only ones affected.
"
In SMEs, the prospect of an imminent return to normal is a good reason to take stock of what worked during the health crisis and to think about the future modalities of teleworking
", underlines Cindy Lemettre.
Help SMEs find the right pace
SMEs can even benefit from financial assistance to hire a consultant who will advise them on finding the right remote working solutions.
“
The right dose, the right organization depend largely on the activity,
” emphasizes the Aract specialist.
But not all business leaders view telework with the same enthusiasm.
"
Some are convinced of its advantages, and are thinking about an organization that allows as many people as possible - and not just white-collar workers - to have access to it
", observes Benoît Serre.
Others, more skeptical, make good heart against bad luck.
Still others, increasingly in the minority, still refuse to do so.
Very disparate modes of organization
The companies which have already established the framework for teleworking “after Covid” are far from having all chosen the same modes of organization.
If more often than not, a certain number of teleworking days per week are granted, some employers have preferred to define a monthly or even annual volume.
Some employers require each teleworker to choose fixed days in the week to simplify office shifts. Others just ban certain days. "
For example, it is possible to telework on Monday or Friday, but not on those two days at the same time,
" notes Benoît Serre.
More often, managers collect each other's wishes over time to try to coordinate the events. They manage to organize the meetings accordingly. It is in companies where management is based more on trust, employees are freer. “
Everyone comes back to the office when it makes sense with what they have to do,”
says Vincent Barouet.
This is the model
of
telework map
that will probably most successful in the future
. "
