“You have to individualize the work relationship” (Laurent Giraud)

LA TRIBUNE- We are emerging from a two-year health crisis. What might this impact on our working relationships and what management change could it make in the long term?

LAURENT GIRAUD – I think there is a question that has been made, or even that has already been made for some, in the meaning given to work. This crisis has allowed deep reflection that people didn’t have time to do in the past because incarceration has alienated us from ourselves. What is important to the candidate now? When he looked at a job offer, in the past, it was the salary, always the first criterion. Now it’s the flexibility of working hours and it’s likely to stay that way. Candidates and employees expect flexibility from the employer. There are some who like teleworking, to one degree, others to another level, and so on.

How do companies adapt or adapt to this change, regarding their employees who are already in place or to attract what they are trying to recruit?

LG It all depends on the beauty of the employer. Just like if you’re selling a product or service, you’re selling the experience of being an employee of your company, so you need to try to figure out what will attract potential targets. Foremost among their expectations now is the work atmosphere, benefits, interest in the position and the meaning it provides, beyond the subject of wages. This means that now, we need to change the way we present jobs. With the climate crisis, too, there is a new generation that wants its impact to be significant.

In management, there are many new trends, sometimes in response to the health crisis and so on earlier. Teleworking is one of them, but there are four days a week. Is it a French trend or a new trend that could gain momentum?

LG. The four-day week has just arrived in the UK and it’s starting to take off in France. But here, we want to see people in the area, to see them working, while there are other countries, like the Netherlands where it has existed for a long time, thinking that there is someone who can work underground from on Monday through Thursday then leave. Friday. In France, we are far from this cultural revolution.

But it’s a way to be attractive to employees. You should know that working with attractiveness also means working with the loyalty of its staff, thanks to these good working conditions. Not only do they attract outside candidates, but you keep internal people who want to stay. Loyalty not only stays, it also motivates people to work. This is a calculation. The British believe that productivity is improved by quitting one day and employee engagement is higher.

Should French managers first open their minds to consider this four -day week in our country?

LG From now on, we need the meaning of work, flexibility and agility. Therefore, the company that does not offer such an offer will lose applications and potential talent, and therefore also behind, in productivity and after-market share.

Employers need to be individualized in the employment relationship of their employees. We have been in an individualistic society for some time, it is a fundamental movement. It is therefore necessary to manage each individual while there is a collective collective.

Is the answer to these many new aspirations in society and therefore in the minds of employees in personal management?

LG There is no miracle recipe for everyone. But there has been a fundamental movement over the past few decades, which is the individualization of society. It is reflected in business, the mirror of society. And in the health crisis, we are accelerating this evolution in society. Will evolution stop there? Apparently not. Things will stay the same, especially hybridization at work. Companies often ask employees for a certain flexibility and versatility in certain tasks and functions. I believe now is the time to be accountable, with employers having to give a certain amount of flexibility, on good terms, to their employees. And if there is positive value behind it, companies are likely to find their way.

Do these different mutations irritate one way or another of human management for managers?

LG There is an increased need for urgency on the part of the employee. Everything has to be very fast and that is hypermodern society. This is not always patience on the part of the new generation members. So, for employers, you need to immediately fulfill the promises made by your employee. Only, we see a high turnover in some functions where there is a shock of reality after creating a specific idea on the ground. Merging is an important moment, for example taking office. If we underestimate this step, which is a step in the recruitment and selection process, we risk losing talent and starting the recruitment and selection process all over again. We return to this individualization of the practices required in the relationship between employer and employee. This shock of reality is also the source of more professional action than ever before. In the past, change in companies didn’t have to be visible, now this is no longer the case.

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Article from T La Revue n ° 9 “Working, is it fair?” -Currently on newsstands and available at kiosque.latribune.fr/t-la-revue