Ensure compliance with the right to disconnect

The successive confinements have highlighted the risks of overwork linked in particular to the over-connection of employees. Although the right to disconnect is mentioned in the labor law in force since 2016, no binding measures are imposed on employers in this regard . There are several ways to prevent employees' right to disconnect, which can be included in your telework charter or agreement.

Some approaches are restrictive and limit out-of-hours communications: some organizations choose to defere-mails so that they are received during business hours, or make internal communications inaccessible between 8 p.m. and 7 a.m.

Our solutions:

There are more measured methods.

• Include a statement at the end of emails that the recipient is not required to respond immediately
• Favour asynchronous work
• Educate employees on prioritizing tasks and turning off notifications (see next article).

This mode of organization may seem preferable, especially in view of the time differences that may exist depending on the location of the employees abroad. We also recommend that employers manage by trust and not by constraint.

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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.

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