Every week, Offishall reads the press and scours the articles related to hybrid work. Here is our selection of the three most important pieces of content of the last seven days.
This paper by Challenges relates the study conducted by Malakoff Humanis on absenteeism in France in 2021. The conclusion is that more managers have taken time off work this year. 43% of them have taken sick leave, which is 2% more than in 2020. "Already weakened before the health crisis, they often come out exhausted. Managing teams from a distance, reorganising work, continuing to work... team leaders have been particularly hard pressed since the beginning of the crisis.
Another finding is that the share of covid-related stoppages has doubled from 6 to 12% in 2021. It should also be noted that 'long' stoppages are even more frequent than before - rising from 94 days in 2020 to 105 days this year on average. The main reason for this is the increase in psychological disorders, linked to the isolation of employees caused by forced teleworking.
A fortnight ago, our press review dealt with the hybridisation of work in the insurance and banking sectors, which adopt This is the first time that a flexible way of working has been introduced. Could it be that the auditing world is also taking the turn towards flexibility? Only a quarter of audit firms want their staff to return to working mainly face-to-face, according to this article in the Financial Times. While KPMG requires its teams to be on site four days a week, in the UK Deloitte and BDO have chosen to offer their staff more flexibility: they have the freedom to decide how often to travel to the office and to their clients. The aim for the bosses is to attract new recruits through the hybrid approach at a time when talent retention is a major issue in the UK. Great Resignation.
Note also that things are moving on the consulting firms' side: the week was marked by the implementation of new agreements The week was marked by the introduction of teleworking at Capgemini, offering a great deal of flexibility to employees.
Wifi, equipment, heating... How are employees reimbursed for the costs generated by teleworking? " Where do these costs start, and above all, where do they stop?" asks legal expert Jean-Emmanuel Ray in his column published in Le Monde this week.
If the solution lies in the fact that a lump sum is paid for each day teleworked, things are more difficult to understand concerning the professional use of a room in the employee's home, which, for some employees, deserves financial compensation:"the occupation of the employee's home for professional purposes at the employer's request constitutes an interference with the employee's private life" and therefore deserves compensation from the employer. It remains to be seen how to assess this.