For Medef, teleworking is not normal

Pour le Medef, le télétravail, ce n Cybersecurity

The meteoric surge in telework since the containment period initiated at the end of March in French companies must relapse, says Medef president, Geoffroy Roux de Bézieux. Telework “is not alpha and omega,” he said yesterday on Europe 1.

If he recognizes that this modality “brought a lot of satisfaction for certain employees”, it also caused “constraints, burn-outs, management problems within companies”, he assures. “I think we need to go back to work”, “see each other”, “talk to each other”, “recreate wealth together”, he continued. And to announce soon the publication of a “balance sheet” over this period.

If the implementation of forced teleworking in companies has at least allowed a continuation of activity in many organizations, it must be recognized that this new framework also raises some questions. But contrary to what one might think, this is not so much about employee productivity.

Culture difference with Silicon Valley

A recent report by the Valoir firm reveals that the brutal transition to telework following the Covid-19 pandemic only resulted in a 1% reduction in productivity at work. And more than 40% of workers would prefer to work full-time remotely in the future.

The problems generated by telework relate more in fact to the ability of companies to support employees in this new context. For example, a recent study shows that half of employees take cybersecurity shortcuts while working from home. Concretely, employees don’t deliberately ignore safety practices, but the distractions of working from home have an impact on the way people work. Hence the need to put in place tools and processes at the organizational level to strengthen the rules and improve the security of IS outside the physical walls of the company.

On the other side of the Atlantic, the already long-standing culture of telework gives new perspectives in the aftermath of the pandemic. Tech giants like Twitter and Facebook have announced, in addition to the massive implementation of internal telework, a recruitment policy based on this dimension.

The idea? Recruit talent by overcoming geographic barriers. “It doesn’t seem that good to limit hiring to the people who live around our offices,” says Mark Zuckerberg. “For the moment, we recruit in restricted circles, but the fact of being able to recruit on a larger scale will open us to many talents who might not have considered moving to a big city. It will also help us retain certain talents. “


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