It’s been around three years since companies – by a very large majority – adopted telecommuting. Until recently, the impression was that the winning formula was that of the hybrid and flexible working and that it was here to stay. However, according to a survey conducted in 2023 by the consulting firm KPMG of CEOs from 11 countries, including Canada, 64% were planning a full return to the office within the next three years.
Without being quite so drastic in their decision, many of the managers accompanied by Flexia Conseil’s experts also tend to rethink their teleworking model. Among other things, they mention feeling increasing pressure to perform their role effectively in hybrid mode.
So should teleworking be stopped altogether? Or do we simply need a better framework for the way it is implemented? What models are proving successful?
To get a head’s up on the subject, Flexia questioned four managers, working in different sectors, to find out about their reality, their challenges and their vision of teleworking in the post-pandemic era.
Teleworking: Flexibility For Every Organization
The managers consulted have all implemented different teleworking models, but they converge on one point: the importance of adapting this practice to the specific needs of their organization.
Sylvain Hébert, Assistant Director at Carrefour Jeunesse-Emploi Thérèse-De Blainville, has opted for a model of two flexible teleworking days a week (40%). “It’s essential that employees are present in the office, as all our services require a meeting between customers and practitioners. Telecommuting must therefore not compromise the delivery and quality of our services”, he explains.he explains.
For Gina Bergeron-Fafard, General Manager of the Chambre de commerce et d’industrie Thérèse-De Blainville, it’s a hybrid model, with percentages varying according to the season (note that in summer, no activities are organized at the CCITB). “Employees can telework up to 60% of their weekly working time between September and June, and up to 100% in July and August. So in the regular season, 40% of hours are worked in the office, with Wednesday being a compulsory face-to-face day,” she says.she mentions.
As for Benoit Beauchamp, President and CEO at TST, two years ago the company adopted a resolutely modern approach with a 100% telecommuting “obligation”. In fact, the company has no office at all! It does, however, make shared workspaces available to its thirty or so employees, according to demand. “We even offer the option of international telecommuting, enabling our employees to work temporarily from any country while contributing fully to our projects”, he explains.he explains.
This diversity of practices shows that teleworking should not be a one-size-fits-all solution, but rather a flexible tool to be modulated according to the realities and objectives of each company. We must aim for practices that benefit employees, the organization and customers as equitably as possible.
The Challenge Of Teleworking: Maintaining Cohesion And Commitment
Since it’s crucial for a manager that every member of his or her team feels integrated, supported and appreciated, one of the major challenges shared by all the managers surveyed is maintaining team cohesion at a distance.
Sylvain Hébert stresses the importance of creating opportunities for exchange to strengthen team spirit (e.g. social activities). For his part, Benoit Beauchamp explains that, even with 100% telecommuting, employee commitment must remain a priority. TST compensates with quarterly retreats to bring teams together in person, creating a balance between flexibility and connection.
Gina Bergeron-Fafard considers that, despite a few interventions, “everything is going very well, Gina Bergeron-Fafard considers that, despite a few interventions, “everything is going very well, given that autonomy and empowerment are valued and the value of intrapreneurship is well integrated within the team. Trust is given from the outset, and this helps to increase the sense of commitment.”
Although none of them mentioned that telecommuting was detrimental to their employees’ productivity, the situation can sometimes be different for other organizations. In fact, the results obtained by three researchers (American and Mexican), when compiling recent studies, reveal that telecommuting reduces employee productivity by between 10% and 20%*. The causes identified? Difficulties in communicating and coordinating work, failures in communication networks, reduced creativity and a decline in peer learning and mentoring.
Rethinking Teleworking Policies For An Optimal Balance
When the managers surveyed by Flexia were asked what priority change they would make to their teleworking policy, the answers revealed a common desire to improve the balance between work and personal well-being.
Sylvain Hébert mentions the importance of combating hyperconnectivity by defining clear boundaries between work and personal life, while Benoit Beauchamp proposes devoting one day a month to personal development and learning to encourage employees’ individual growth.
These proposals illustrate a desire to develop teleworking policies that take into account employee well-being while optimizing productivity and creativity.
Teleworking Must Benefit Everyone
Finally, managers agree that teleworking must benefit all stakeholders. For Benoit Beauchamp, telecommuting offers employees “flexibility that promotes their well-being, work-life balance and productivity. For our customers, they benefit from the responsiveness enabled by this model. Finally, for TST, telecommuting enables us to attract and retain diversified and qualified talent, without geographical constraints, while maintaining fluid and agile operations. “
Sylvain Hébert and Gina Bergeron-Fafard also stress the importance of constantly adapting the teleworking policy to ensure perceived and real equityfor both the team and the organization.
What Is Flexia Conseil's Vision Of Teleworking?
The Flexia team benefits from a 100% flexible telecommuting policy, with the expectation of being in the office one or two days a week. All employees also get together once or twice a quarter for team meetings, in addition to the much-anticipated Flexivitéstime spent away from the office to bond with colleagues.
On another note, as our experts have a front-row seat to the challenges and emotions expressed by our customers when it comes to remote management, we understand their reality: managing people in the office is already very complex; with telecommuting, the pressure is magnified.
In addition, managers need to be open with their employees when they wish to change their teleworking policy. Change management must be taken seriously. It’s the working conditions, freedom and well-being of employees that are at stake.
For employees, their concerns are more individual individual and perceive – in the vast majority of cases – their efficiency to be superior when teleworking. As for managers, while they are obviously concerned about their employees’ individual performance, they must also ensure collective performance. performance.
However, remote management complicates the achievement of collective performance. performancebecause it relies on greater collaboration and innovation, which, according to our recent experience, are easier to achieve in the classroom.
Despite the complexity of these management challenges, managers need to strike THE right balance between individual and collective well-being. Hence the importance, as we mentioned at the outset, of adapting our practices to the specific needs of our own organization.
What about you? Where do you stand in all this?
If you’ve been thinking about making changes to your telecommuting practices, we suggest you read the following article: Sound advice to get your employees to say yes to returning to the office.
Germain Harvey, President and Founder
HR & OD Consultant, M. Sc. CHRP
* Telecommuting, a dismal failure that CEOs no longer want, Olivier Schmouker, Les Affaires, updated April 26, 2024
