Finally, teleworking is seen as a possible response but above all a transformation opportunity for companies and regions. Teleworking appears as an alternative form of work organization to the classic “Fordist” scheme where the work is carried out in a certain unity of place, time and action.

Teleworking, a real organisational alternative

Brochure “10 questions sur le télétravail”, Anact

This form is part of a context of digital transformation where, given growing connectivity, workers and companies alike are looking for new levers of efficiency and reconciliation of professional and personal life. The telework project is an organizational change project. In this sense, it constitutes an opportunity to jointly take into account the issues of quality of life at work, professional equality and company performance in order to shape new socio-productive compromises. The organization of work “outside the walls” of the company, framed by law, requires revisiting a good number of the parameters of the ordinary working relationship: spaces, measures of time and workload, methods of working. management action on work collectives. The implementation of this organization thus offers professional and social dialogue in companies the opportunity to build new working environments, to negotiate new rules and new practices at work.

Other forms of remote work:

Occasional teleworking: Short-term remote work (days of strike in transport, bad weather, maternity, health problem, carers) not subject to any formalism;

“Nomadic” work: Work during business trips, using ICT (laptops, smartphones, tablets, etc.) wherever you are (hotel, train station, airport, restaurant, etc.).

Work from home: Work exclusively from home. This is another legal framework.

When it comes to getting out of the gray area, it is recommended to consider teleworking as a new mode of organization of the company in support of its strategy, and as a resource for performance and improvement of working conditions. This collective and organizational approach must thus make it possible to go beyond a strictly individual and social vision, usually centered on questions of articulation of time and in response to so-called “fragile” populations.

Considering the issue of professional equality across the board during a teleworking project is:

  • Ensure that teleworking is accessible to all
  • Make teleworking a lever of professional equality
  • Strengthen the mix of professions
  • Develop professional paths

Under what conditions can teleworking promote professional equality?

The organizational teleworking approach must make it possible to:

  • Analyze work activities and teleworking conditions beyond the representations of trades and therefore allow women and men to benefit from them.
  • Consider the risks of teleworking, some of which may have more marked effects for women than for men, given the jobs they hold and the family responsibilities that are still unevenly distributed.
  • Take advantage of the teleworking project to advance management towards less control and presenteeism and more autonomy and confidence.

But also:

  • Raise awareness among the promoters of the teleworking project about professional equality and its challenges upstream of the process.
  • Mobilize a diagnosis of the comparative work situation of women and men to identify issues of inequality.
  • Set up mixed working groups throughout the process to experiment, manage and monitor the project.
  • Regularly assess the access of women and men to teleworking.
  • Improve the articulation of times.

Women and men do not have the same working hours, the same working hours, or the same activities outside of work.

The advantages: If teleworking facilitates the articulation of time so that everyone can assume their responsibilities in their different living spaces, and makes it possible to rebalance the sharing of family tasks.

The -: If it intensifies the simultaneous accumulation of activities in the event of family presence in a work situation at home (simultaneous childcare, role of family caregivers, etc.).

The teleworking project makes it possible to question the uses of the different dimensions of the organization and to see to what extent teleworking is a solution.

Discussing the work and the conditions for carrying it out is then essential in order to organize teleworking, anticipate organizational problems and ensure proper collective functioning. It is about: describing the work activity; identify and analyze the main key situations (characteristic work situations, problem situations, etc.); and put into perspective the impact of teleworking on them.

How to manage remote work?

Teleworking is shaking up the benchmarks of traditional management. It calls into question the hierarchical relationship based on direct supervision and the principles of visibility and presence of workers. At the level of the hierarchical relationship, the balance between control and trust appears to be a sensitive point.

Depending on the way in which it is implemented, teleworking constitutes a means of making management methods evolve towards work management integrating spatio-temporal variability.

Work management aims to facilitate the achievement of “sustainable work”, meaningful to those who carry it out, by: orienting organizational and management methods towards a logic of support for carrying out the activity; by bringing the decision-making processes in the field closer to the establishment of discussion spaces to give the power of expression and action to the manager and his team.

Opportunities for “remote” work management

The shift from management through control to management through trust.
Support for carrying out the activities of individuals and teams.
Regular questioning of the uses of the organization.
Maintaining ties within the team to preserve collectives and avoid isolation.
Support for the use of information and communication technologies to promote remote collaboration and avoid hyper-connectivity.
The development of skills and professional careers.

New technologies, new forms and organizations of work, extension of careers, increased economic competition… The constant challenges faced by employees and businesses, and more particularly small and medium-sized businesses, are complex and substantial. Improving working conditions is a decisive success factor in tackling them for companies, employees and for society as a whole.

The development and democratization of digital tools have allowed the emergence of new ways of working, in particular teleworking.

For the majority of employees who have adopted it, teleworking has many advantages: less travel time, less fatigue and stress, and a greater ability to concentrate. It also contributes to greater freedom and autonomy, making it easier to reconcile professional and personal time. In short, teleworking can contribute to a better quality of life at work.

However, it may present certain risks: a risk of employee isolation, but also a risk of encroachment on rest and therefore on the employee’s privacy. This is why, even if it is often informal, teleworking is a supervised device.




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