2024-11-10 08:00:00
Amazon, Ubisoft, Groupama Immobilier… More and more companies are asking their employees to return to the office. In 2021, during Covid, 18% of employees switched to at least three days of teleworking per week. Two years later, this proportion fell to 5%, according to Dares, a statistics center attached to the Ministry of Labor.
A more moderate and thoughtful practice
Among the privileged few who can still telework several days a week, we find mainly executives… who often have positions more suited to this practice. For the rest of the employees, teleworking is now limited to one or two days per week.
After deploying it urgently during the pandemic, companies have taken the time to think about the use they wish to make of teleworking, believes Christophe Nguyen, president of the Empreinte Humaine firm: “It’s not just a new social achievement which allows you to better balance your private life and your professional life But on the contrary something which allows you to have a new, more flexible organization and which still allows you to maintain an entrepreneurial spirit and develop skills. .
A less brutal movement than in the United States
In the United States, the end of teleworking has been radical in certain companies. Like Amazon, which demanded a 100% return to offices.
But for Christophe Nguyen, it is unlikely that the movement will become so brutal in France: “In France, many companies have negotiated teleworking agreements. So we cannot go there in a peremptory or authoritarian manner, by a massive return of employees It will not pass social negotiations, which takes a little time in terms of dialogue, and implementation of this type of decision.
Companies that completely eliminate teleworking would take a significant risk since almost one in two executives say they would resign in this case.
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#suddenly #teleworking #rarer
**Interview with Dr. Emily Thompson, Workplace Culture Expert**
**Editor:** Thank you for joining us today, Dr. Thompson. The trend of companies, including major players like Amazon and Ubisoft, pushing for a return to the office has become increasingly prominent. What do you think is driving this shift?
**Dr. Thompson:** Thank you for having me! The primary driver appears to be the desire for increased collaboration and innovation that many companies believe can only be achieved in person. Leaders are concerned that remote work may impede spontaneous interactions and creativity that often happen in a shared workspace.
**Editor:** Interesting point. In 2021, 18% of employees switched to at least three days of teleworking per week, but that number has now dipped to just 5%. What do you think has influenced this dramatic decline?
**Dr. Thompson:** Several factors contribute to this decline. Firstly, as companies adjust to a post-pandemic landscape, they’re reassessing productivity levels and team dynamics. Organizations also face pressure to maintain company culture, which can be challenging in a remote setting. As a result, many are leaning towards hybrid or fully in-office models to foster a sense of community and engagement.
**Editor:** That makes sense. However, many employees have grown accustomed to the flexibility that remote work offers. How do you see companies navigating these demands for flexible work arrangements alongside their push for in-office attendance?
**Dr. Thompson:** That’s a crucial question. Companies are starting to recognize that flexibility can be a powerful tool for attracting and retaining talent. To navigate this, many are exploring hybrid models that allow for some remote work while encouraging regular office attendance. It’s all about finding the right balance that meets both employer and employee needs—creating a work environment that fosters cooperation without sacrificing flexibility.
**Editor:** And how do you see this evolving in the near future?
**Dr. Thompson:** I believe we are on the cusp of a more dynamic approach to workplace arrangements. Companies that can adapt and innovate their work models will likely see greater employee satisfaction and retention. It’s going to be an ongoing negotiation between flexibility and collaboration, but I have hope that organizations will find ways to meet the needs of their workforce while still achieving their business goals.
**Editor:** Thank you, Dr. Thompson, for sharing your insights on this evolving landscape. It’s certainly a topic that affects both employers and employees significantly.
**Dr. Thompson:** Thank you for having me! I look forward to seeing how this conversation unfolds in the months to come.
