Labor Organization: Is There A Before And One After COVID-19?

Telework, 4-day week, 5-hour day, flexible hours, unlimited leave… According to the Ipsos survey commissioned by Welcome to the Jungle, the issue of work rhythms and patterns is at the heart of the economy with companies and employees seeking to redefine their conception of work and… want new ways of organising. Decryption.

Flexibility of work at the heart of business management

In relation to work, the changes most often mentioned by employees relate to the organisation of work. According to the Ipsos survey, the “well-being” criterion is now more important than the salary for half of French employees (49%). The survey also reveals that nearly 9 out of 10 employees consider the work-life balance essential. But the other novelty is the search for flexibility of hours: 60% of employees – or rather salaried, we should say, because it is still mostly and unsurprisingly women who prefer to work in a company where work rhythms are flexible (63% in France). This perception of flexibility varies according to the age, gender and socio-professional category of employees with managers (74% in France) who can easily carry out their work remotely but also 18-29 year olds (66%) among the most likely to work flexibly, compared to employees aged 50 and over (49%).

Telework in business is popular with the 4-day week

Of the various working time arrangements, more than two-thirds believe that flexible working hours and part-time telework are schemes that go in the right direction: 61% of French people are in favour of the 4-day week. A survey that raises the contradiction specific to a country still behind on these modes of organization since only 28% of French people think that their company will put in place working time arrangements in the coming years while 46% believe that at the national level more and more companies will resort to work organisation schemes… While overall the different working time arrangements are viewed favourably by employees and decision-makers, they are relatively unseeded within companies.

The culture of telework pre-existing in the company organization

However, according to the Enterprise Institute survey, the common characteristic of organizations that have been able to best adapt their working methods is that of the culture of pre-existing telework. According to the institute, companies with sufficient IT capabilities, appropriate tools and a first culture of telework have been able to adapt their activities much better to the containment crisis. For example, a high-tech company such as Dassault Systems “was able to maintain almost all of its business through “a reorganization of work that was anticipated and facilitated by a digital culture rooted in the company.” Similarly, at PwC, the measures announced by the Head of State had been anticipated: “We were ready; telework being fully integrated into the professional culture of the teams, we were ahead of the curve.” However, French companies “are unanimous in recognizing that they were not accustomed to such use of telework, neither in quantity nor in quality,” the Institute recalls.

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