Telecommuting is now the daily life of many employees all over the world. Even if some employees can be delighted to telecommute in conditions favorable to their development, a greater number face a much more complex situation. Feeling of isolation or burn out are the risks incurred by all these less well off employees. Reinforcing by the same opportunity, social inequalities and impacting professional performance. Today more than ever, companies must rethink the solutions to be put in place in order to improve the working conditions of ALL their employees.
If for employees, remuneration remains an important element in the choice of a position, it is no longer their only criterion for selecting a company and a job. Their motivations, and in particular those of the younger generation, take into account the quest for meaning, collaborative work, flexibility in the organization of their missions and the balance between personal and professional life. Gone are the days when the employee was content with a salary and bowed to the rigid framework of the company. Today, he expects her to fulfill a social mission, to show flexibility and to be able to improve her daily life. Otherwise, he hesitates less and less to leave his job, the shortage of profiles in many sectors of activity playing in his favor. A situation which is currently raging in the US, where 5 million people have deserted the labor market. Never seen !
40% of French people surveyed would rather resign than give up teleworking
Faced with such a phenomenon, from which France is not immune to highly sought-after profiles, what levers can companies activate to attract and retain talent? In addition to the salary, for several years now, they have been responsible for partial reimbursements of the Navigo pass, mutual insurance, restaurant tickets, subscriptions to sports activities and, more recently, Mobility passes dedicated to alternative transport (bicycle, scooter).
Although it has existed since the law of March 22, 2012, telecommuting has not yet become widespread in companies. But with Covid-19, overnight, all employees whose activities could be carried out remotely were put into full or partial telework. For two years, they lived to the rhythm of confinements/deconfinements, and brought this practice into their daily professional life. In 2022, 1/3 of the active population is regularly teleworking, a figure which should reach 40% in 2025 (source: McKinsey study). Another eloquent statistic is that of the OpinionWay polling institute revealing that nearly 40% of French workers questioned say they prefer to resign rather than give up teleworking.
Teleworking has become, for many of them, a non-negotiable part of their living environment. However, appreciated by some, this practice is less so by others and is not without its problems. Indeed, the living and housing conditions of the employees being disparate, the feelings diverge: difficult work in a cramped place, feeling of isolation, difficulty in dissociating professional and personal life. Teleworking can become a source of psychological problems (burn out or social disconnection for some) and social inequalities, the consequences of which impact professional performance. No longer being in identical conditions – those of the company – the chances of success for employees differ.
Improving teleworking conditions to reduce professional inequality
What to do ? Since teleworking has become a criterion for attracting and retaining employees, any backtracking is impossible, it is not the course of history. It is then up to companies to find ways to reduce this social divide. The government has already taken up the subject with the bill tabled last November in the National Assembly by Frédérique Lardet, former LREM deputy. Objective: to deploy a system allowing the employer to cover all or part of the costs generated by teleworking in order to offer all employees good conditions in their remote work: adapted offices, good internet connections, mobile coverage …
The bill refers to a maximum flat-rate allowance of €600 per year per employee, exempt from contributions and social security contributions and income tax, in order to cover the costs related to teleworking at home but also outside, in a coworking space for example.
Faced with this ground swell that is telework, companies must show imagination to support their employees in their new professional experiences. They must put in place solutions to reduce social inequalities by giving everyone a pleasant working environment. Only those who put well-being at the heart of their organization and show inventiveness to improve the working and living conditions of their employees will be able to attract and retain talent.
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When social justice rhymes with teleworking conditions
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