\"In France, much more than in the United States, there is a very strong demand for hybrid work\".<\/p>\n\n\n\n
A specialist in leadership and change management, Vinciane Beauchene, Associate Director at BCG, sees the cards being reshuffled in terms of work organisation, management and the relationship with the office.<\/em><\/p>\n\n\n\n In 2022, what should be the primary function of the office?<\/strong><\/p>\n\n\n\n One of the risks of teleworking is believing that we are more efficient - and this is the case for individual tasks for 71% of employees - without realising the loss of informal interactions, which are nonetheless sources of innovation and creativity. The primary purpose of the office is to enable teams to rediscover serendipity, to interact and to work together. That's why it's so important for companies to think more broadly about the layout of their workspaces, going beyond the open-space versus closed-off office debate. But they also need to adapt to hybrid working and the new needs of employees, by creating links and moments of conviviality, as well as individual workspaces.<\/p>\n\n\n\n Do you see any differences in the way companies are redesigning their offices?<\/strong><\/p>\n\n\n\n There is one major difference between the United States and Europe. While on the other side of the Atlantic the possibility of teleworking at 100% has become a prerequisite for attracting certain talents, this is not the case in Europe, and particularly in France, where there is still a strong desire for hybrid working. A few years ago, large companies, particularly in the United States, did everything possible to ensure that their employees had no reason to leave their office: nursery, services, leisure activities, etc. Today we are seeing a step backwards, and it's quite healthy. People don't come to the office to live, but to experience the corporate culture at first hand. At a time when the war for talent is raging, this paradigm shift is prompting companies to think about their value proposition in a more holistic way.<\/p>\n\n\n\n How should management practices respond to this new vision?<\/strong><\/p>\n\n\n\n The role of manager may be less attractive than it once was, but it is crucial in the age of hybrid working. Keeping the link between employees in the office and those working remotely is fundamental. Provided that managers are trained in these new ways of working. Managers also play a fundamental role in the commitment and development of their teams. That's why it's important to set aside some face-to-face time. I'm thinking in particular of the induction phase, a key time for acculturation, or a new team's first few days on the job, when rules and methodologies can be defined and convivial moments can be experienced together. Two and a half years after the pandemic, management appears to be too little involved in these issues, which are nonetheless crucial to attracting and retaining talent.<\/p>","protected":false},"featured_media":579,"template":"","meta":{"_acf_changed":true},"categorie-article-etude":[9],"class_list":["post-610","article-etude","type-article-etude","status-publish","has-post-thumbnail","hentry","categorie-article-etude-interview"],"acf":[],"_links":{"self":[{"href":"https:\/\/sfl.mentalworks.me\/en\/wp-json\/wp\/v2\/article-etude\/610","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/sfl.mentalworks.me\/en\/wp-json\/wp\/v2\/article-etude"}],"about":[{"href":"https:\/\/sfl.mentalworks.me\/en\/wp-json\/wp\/v2\/types\/article-etude"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/sfl.mentalworks.me\/en\/wp-json\/wp\/v2\/media\/579"}],"wp:attachment":[{"href":"https:\/\/sfl.mentalworks.me\/en\/wp-json\/wp\/v2\/media?parent=610"}],"wp:term":[{"taxonomy":"categorie-article-etude","embeddable":true,"href":"https:\/\/sfl.mentalworks.me\/en\/wp-json\/wp\/v2\/categorie-article-etude?post=610"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}