Employees and managers alike favor alternating remote work days and face-to-face days, which is a source of flexibility and productivity. On the other hand, they are not yet exploiting the full potential of collaboration tools.
More than four years after the first closure and the generalization of remote work, how has remote collaboration permeated our companies? In order to find out, the consulting company Julhiet Sterwen asked a representative sample of about a thousand employees about the changes that have taken place in terms of organization, management or work environment during its annual survey that it conducted with Ifop.
This barometer ” physical workplace » devotes implementation that is considered “successful”. hybrid model. 84% of respondents, or eleven points more in one year, point out its positive impact on their life in terms of personal/professional life balance. For 54% of employees, it enables them to organize their days more easily. This flexibility, however, has limits. Only 14% of respondents can choose which days they will work remotely and which days they will work in person.
Managers who use it to attract talent
Reception is even more favorable among managers. Only 4% of surveyed executives believe that remote work has a negative impact on their own productivity and more than half (53%) make hybridization a decisive criterion for attracting talent. These statistics contradict the prevailing discourse that advocates a gradual return to office.
However, the coin also has its drawbacks. So, hybridization is accompanied by electronic overload. 45% of employees see an increase in the number of e-mails, and more than half (52%) believe that the increased frequency of meetings, made possible by videoconferencing, affects their productivity. In the face of these abuses, according to Julhiet Sterwen, it is appropriate to implement an awareness and training policy that favors a more balanced use of digital technology.
Social isolation also threatens 41% of employees. The answer this time is managerial. ” The implementation of team rituals allows, for example, to find regular benchmarks. Consecrating moments of exchange and rhythmically sharing relevant information are also avenues to explore. »
More generally, hybrid work shakes up management methods. For three-quarters of managers surveyed, this requires introducing new ways of overseeing their teams, leaving plenty of room for listening, support and trust.
Apparently, they succeed. 77% of employees report that their managers feel comfortable in this new “hybrid manager” role.
Collaborative solutions that are a bit disappointing
As for the work environment, home remains the ideal place for most respondents, whether in terms of efficiency, creativity or concentration. In order to strengthen its appeal, the office must play on its social dimension (47% of respondents) but also – surprise – on better adapted equipment (39%). A criterion that increases by eight points in one year.
The question of tools is also crucial. Although 82% of employees say they are equipped with collaborative solutions, and 87% say they were supported when starting work, the results are not always there. For example, 35% of respondents do not see an increase in productivity.
For Julhiet Sterwen, this disparity between the availability of tools and their perceived effectiveness highlights a major challenge: optimizing the potential of collaborative work solutions. The arrival of generative artificial intelligence further strengthens this necessary adoption. 40% of respondents say they already have AI tools, but only 18% see them as everyday use.
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