Face-to-face employees are more likely to receive bonuses, promotions and raises.
⇒ One-third of employees believe telecommuting will negatively impact their careers, according to a Linkedin study released in November 2021. The biases and prejudices associated with the use of telecommuting have a tough skin, and in 2022, the presentationalist culture continues to persist in many companies. So beware of the biases linked to the pampering of face-to-face employees!
⇒ M anagers and executives should therefore be encouraged to use telecommuting regularly to set an example for employees. This will prevent employees from fearing the judgments of their superiors related to the issue of telecommuting.
Two years after the beginning of the epidemic, the foundations of the employee/employer pact have been transformed. Flexibility, trust, a better work/life balance and freedom to organize working hours: these are the new credos of the majority of post-covid workers. Hybrid work will be the norm with 2 to 3 days of telework in 2025, according to the latest survey conducted by ANDRH and the BCG firm.
Whether it is full, regular or occasional, the use of telework seems to be a must today to boost the attractiveness of companies and their employer brand. If teleworking has many advantages - savings on travel time, lower CO2 emissions, freedom of organization for the employee - it also involves various psychological, social, insurance, managerial or organizational risks.
How can they be avoided? What mechanisms should be put in place to best support the hybridization of work in organizations? How can we make hybridization an opportunity for organizations rather than an obstacle? Discover here our advice and best practices to adopt to meet the challenge of hybrid transition.