Teleworking has been one of the main developments in the world of work in recent years, precipitated by the Pandemic of Covid-19. In 2020, millions of employees have been forced to work from home, and many have noted the advantages of this organization: more flexibility, better time management and relief of journeys. However, after several years of generalization, a question arises: are companies going back in relation to telework?
This backtracking, partly driven by organizational, human and even cultural issues, seems to be an increasing trend in certain sectors. But is it really possible to return to a traditional model? And what are the reasons that push companies to question the generalization of telework?
Back or a necessary rehabilitation?
Since the end of the health crisis, a certain resumption of face -to -face work has been carried out in many companies. Teleworking, long seen as a temporary solution, is starting to be perceived by certain leaders as an organization that is difficult to maintain in the long term. Indeed, recent studies on the subject show a tendency to decrease the days of telework per week, even a drastic reduction in certain companies.
The organizational challenges of telework
If teleworking has been adopted massively in an emergency, some companies realize that it is not free from constraints. The management of the team remotely, the need to maintain fluid communication, the management of digital tools and cyberrenchers and the implementation of a working environment conducive to collaboration become recurrent concerns. In certain sectors, where teamwork and innovation require strong synergy between employees, the absence of physical contact can harm creativity and collective dynamics.
Teleworking also requires rethinking the balance between autonomy and supervision. For many companies, maintain the productivity of their teams remotely. This, at the same time as ensuring their well-being, can represent a complex challenge. In addition, performance management can become more complicated, some managers believing that they have less visibility on the work of their employees. However, this can generate a feeling of loss of control.
Pressure on corporate culture
The impact of telework on corporate culture is also an important factor. Human values and relations within the company can fade when teams work remotely. Conviviality, informal sharing moments and face-to-face discussions, which are essential for the construction of a solid corporate culture, are much more difficult to keep remotely. The feeling of belonging to an organization, team cohesion and the motivation of employees can suffer from it. Some leaders believe that the reintroduction of face -to -face work is a response to this problem, making it possible to strengthen links and find a collaborative dynamic.
The impact on productivity and management of talent
Companies that experienced large -scale teleworking during the pandemic have, for the most part, observed that their employees were able to maintain or even improve their productivity outside the offices. However, the first post-pandemic assessments begin to show that this effectiveness has its limits when telework becomes too omnipresent.
Remote talent management: a major issue
One of the arguments of the supporters of the face -to -face return lies in the difficulty of managing and retaining talents at a distance. Teleworking can make the integration of new employees more difficult, managing their professional development, and the maintenance of a relationship of trust with managers. Indeed, some companies believe that it is more complicated to identify emerging talents and offer personalized support when the teams are dispersed. Teleworking can also affect cohesion between generations, especially for young recruits who often benefit from informal learning by being as close as possible to their more experienced colleagues.
The profits and limits of telework for productivity
If some employees believe that they are more productive in teleworking, others may encounter difficulties in remaining concentrated, to manage their domestic environment, or to clearly separate their professional and personal life. This can lead to tensions, a feeling of isolation, even mental fatigue. For companies that focus on short -term performance, remote work may seem more difficult to control, thus leading to a return to face -to -face or a hybrid model.
The economic reasons for the decline in teleworking
In addition to organizational and human considerations, companies are also faced with economic factors in their reflection on telework.
Costs related to equipment and safety
Although teleworking can reduce costs related to the management of office spaces, it also requires significant investments in terms of computer equipment and cybersecurity. Companies must provide equipment adapted to their employees (computers, broadband connections, collaborative software, etc.), and set up devices to protect their sensitive data. This need to invest in technology and cybersecurity represents a constraint for certain companies, which may prefer to invest in solutions aimed at optimizing face -to -face work rather than maintaining remote equipment.
Management of redesigned office spaces
Some leaders also believe that the return to partial face -to -face makes it possible to make office space better. Many companies, which had widely opted for shared workspaces or reduced offices before the pandemic, come back to a more traditional organization, with offices allocated, to promote better team collaboration. This can also be seen as a response to the increase in real estate costs in certain regions, where the management of office spaces has taken a new post-Cavid dimension.
An evolution towards the hybrid model: a viable compromise?
If many companies seem to turn to a more face -to -face model, it nevertheless appears that telework is not completely abandoned. More and more companies opt for hybrid models, combining remote work and face -to -face work. This compromise makes it possible to meet both employee autonomy needs and team collaboration imperatives. The objective is to find a balance between flexibility and efficiency.
The hybrid model therefore seems to be the most viable solution for the future. It offers employees the possibility of working remotely a part of the week while promoting face -to -face moments for meetings, brainstormings or collective training. However, each company must find the model that suits it best, according to its specific needs, its culture and its objectives. This presupposes a fine management of employee expectations and a rigorous organization to avoid any loss of cohesion.
