Allemagne 

Si le télétravail est aujourd’hui limité à 19 jours par an pour les frontaliers allemands, l’idée d’en accorder davantage semble progresser – c’est du moins ce qu’a récemment déclaré la ministre des Finances Yuriko Backes sur les antennes du service public luxembourgeois, sans toutefois préciser le nouveau quota envisagé.

Belgique 

Le mois dernier, le Luxembourg et la Belgique s’étaient mis d’accord pour augmenter le quota annuel de jours de télétravail, de 24 à 34. Si la mesure a été actée du côté luxembourgeois, ce n’est toujours pas le cas du côté du plat pays… A ce sujet, la ministre belge des Affaires étrangères, Hadja Lahbib, avait déclaré le mois dernier, lors de son déplacement au Luxembourg, que ladite mesure serait votée d’ici la fin de l’année.

France

En déplacement à Paris, la ministre des Finances luxembourgeoise Yuriko Backes avait été reçue à Bercy le 30 septembre dernier par son homologue Bruno Le Maire – l’occasion pour les ministres de revenir sur les répercussions économiques de la guerre en Ukraine et les nouveaux enjeux en matière de fiscalité européenne et internationale.

Selon les premières annonces, le seuil de tolérance pour les frontaliers français devait passer de 29 à 34 jours (non imposables toujours), à compter du 1er janvier 2023. C’est désormais acté : un avenant à la convention fiscale a été signé ce lundi par Yuriko Backes et Bruno Le Maire.

L’accord s’appliquera sur les revenus perçus en 2023, le temps de définir une solution pérenne, avant la fin de l’année 2024.

Si la nouvelle en a réjoui plus d’un côté français, nos voisins allemands et belges vont devoir s’armer de patience avant que de nouveaux accords soient scellés – si l’on en croit les déclarations de l’exécutif, d’ici la fin de l’année au plus tard ? 

Foulé aux pieds par un marché de l’emploi sous tension, le prix des logements (qui a flambé de près de 92% en dix ans) et les problèmes de transport, le Luxembourg pourrait bien perdre en attractivité.

Et pour ne rien arranger à l’affaire, le phénomène du Big Quit s’est invité sur le vieux continent – et semble déjà frapper aux portes du Grand-Duché et chatouiller les envies d’ailleurs de certains, à la quête de sens et d’un nouvel équilibre.

Et si les services RH trouvaient le moyen d’automatiser les tâches les plus chronophages et de se libérer du temps pour se pencher sur le volet humain (et nettement plus stratégique) du recrutement ?

C’est notamment la promesse de l’ATS (de l’anglais “Applicant Tracking System”), un logiciel qui permet de centraliser toute la gestion des campagnes de recrutement. Fini les longues heures passées à multiplier la diffusion des annonces manuellement, à trier les mails de candidatures et autres tâches répétitives : l’heure est à l’automatisation.

L’ATS se présente donc comme une arme redoutable pour se libérer du temps (terreau essentiel à la créativité), gagner en productivité et se démarquer de la concurrence.

Attention toutefois aux plus réfractaires en interne. Comme tout changement, l’adoption de l’ATS doit être contextualisée et expliquée de manière à en faciliter la mise en place – au risque sinon d’en dérouter plus d’un et d’en réduire l’efficacité.

Citons d’abord quelques chiffres-clés du régime général : 16 540 dossiers ont été reconnus. Parmi les accidents reconnus, 13 712 étaient des accidents du travail, 2589 des accidents de trajet et 239 des maladies professionnelles. Malgré la crise, le nombre de travailleurs-unité a augmenté significativement (15 732 unités de plus qu’en 2020). En 2021, le Luxembourg a compté 31 353 entreprises et 469 166 travailleurs-unité. En moyenne, l’AAA a reçu une centaine de déclarations par jour et le coût moyen d’un accident pour l’année 2021 s’est élevé à 3867 euros.

Comme pour l’année 2020, les changements des conditions de travail engendrés par la pandémie ont impacté les statistiques de 2021. Il y a lieu de constater une légère augmentation des accidents reconnus de 1 125 cas par rapport à 2020, mais les statistiques montrent qu’on est toujours largement en dessous des chiffres de 2019 (moins de 15% pour les accidents du travail et moins de 29% pour les accidents de trajet). Le nombre des accidents mortels a également diminué et nous déplorons 9 victimes en moins qu’en 2020.

Le nombre des maladies professionnelles est toujours supérieur à celui de 2019, affichant une augmentation d’environ 88% en relation avec les personnes ayant contracté la COVID sur le lieu de travail.

La baisse du nombre des accidents a un effet bénéfique sur le taux de fréquence des accidents qui affiche 3,53% en 2021, c’est-à-dire une diminution de 22,8% par rapport à 2019.

Dans le domaine de la prévention, la Charte nationale VISION ZERO s’approche du terme de sa durée initiale (2016-2022). Dans une volonté d’amélioration et de progression continue, de nouveaux objectifs nationaux sont ainsi fixés pour la période de 2023 à 2030. Les partenaires institutionnels et les entreprises seront encouragés à souscrire à la stratégie nationale VISION ZERO. La nouvelle campagne média, lancée en 2021, vise également à promouvoir une culture de prévention dans les entreprises.

Le rapport annuel est disponible sur le site Internet www.aaa.lu et une version imprimée peut être commandée par courriel (communication.aaa@secu.lu). À noter que l’AAA peut aussi être suivie sur les réseaux sociaux LinkedIn et Twitter.

Invitation au Forum sécurité-santé au travail

L’Association d’assurance accident, l’un des organisateurs du Forum sécurité-santé au travail (SST), a le plaisir d’annoncer l’ouverture des inscriptions à la 15e édition du Forum sécurité-santé au travail qui se déroulera le 26 octobre 2022 de 8 à 18 heures à la Luxexpo The Box. L’inscription est gratuite, mais nécessaire.

La liste des exposants, le programme détaillé du Forum SST et de ses workshops sont disponibles sous: www.visionzero.lu/forum-sst/.

Tous les détails sur le Forum sont également publiés sur les réseaux sociaux: Facebook et LinkedIn.

Évolution des différents taux de représentation des femmes depuis le 31 janvier 2015

Au 31 décembre 2021, le taux total des femmes dans les conseils d’administration des établissements publics était globalement de 35,77% et, au 30 juin 2022, de 35,68%. Pour rappel, lors du premier recensement en date du 31 janvier 2015, le même taux était à 27,41%. On constate donc une évolution de 8,27% en l’espace de 7,5 ans au niveau du total des représentants.

Au 30 juin 2022, le taux des femmes représentant l’État dans des conseils d’administration d’établissements publics était de 41% contre 40,67% il y a un an et 30,34% en date du 31 janvier 2015, soit une évolution de 10,33% sur 7,5 ans.

Au niveau des entreprises de droit privé, le taux des femmes représentant l’État a augmenté pour s’établir à 34,41% au 30 juin 2022 contre 24,69% au 31 janvier 2015, soit une évolution de 9,72% sur 7,5 ans.

Depuis mi-2020, on observe que le taux de femmes représentant l’état dans des établissements publics s’est stabilisé au-dessus de 40% tandis qu’il a continué à légèrement augmenter dans les entreprises de droit privé.

L’état détient actuellement 300 des 398 mandats dans les conseils d’administration de 45 établissements publics et 186 des 363 mandats dans 36 entreprises de droit privé. Ainsi, pour atteindre les objectifs fixés par le programme gouvernemental, 17 mandats supplémentaires (sur un total de 398 mandats) devront être occupés par des femmes dans les conseils d’administration des établissements publics et 10 mandats supplémentaires (sur un total de 186 mandats) dans les entreprises de droit privé.

La ministre de l’Égalité entre les femmes et les hommes, Taina Bofferding, explique: “La participation des femmes aux processus de décision au sein des entreprises est le défi central en matière d’égalité dans le monde du travail. Il est louable que l’État montre l’exemple et assure un suivi permanent, mais ce défi ne pourra être relevé que si les partenaires sociaux suivent cet exemple et font des efforts supplémentaires. Ce n’est que collectivement que nous pourrons relever ce challenge à l’avenir.”

Le ministre de l’Économie, Franz Fayot, ajoute: “Il est indéniable que la diversité et donc la présence de plus de femmes dans les conseils d’administration est bénéfique et indispensable. Il est important que l’État montre l’exemple. Même si on peut se réjouir que les efforts entrepris par l’État en faveur de l’égalité entre les femmes et les hommes portent globalement leurs fruits, il est essentiel de maintenir le cap et de poursuivre conjointement nos efforts. Aussi, je lance un appel à tous les acteurs concernés en ce sens.”

HR leaders face a historic amount of disruption, and their timeline from planning to action keeps shrinking while the imperatives increase. Here’s what HR leaders say about the challenges and opportunities.

To help HR leaders better manage and lead during these times, Gartner conducted an annual survey of more than 800 HR leaders and identified the top 5 priorities for HR in 2023. Top of the list is leader and manager effectiveness, but many HR leaders will also prioritize change management, employee experience, recruiting and future of work.

The top 5 priorities for HR in 2023

HR leaders must manage investments in people and technology, cultivate a positive culture and employee experience, and transform HR to be more automated and digital — all while new employee expectations are impacting retention and attraction. But their survey responses reveal their top priorities are as follows.

Priority No. 1: Leader and manager effectiveness

This is a priority for 60% of HR leaders, and 24% say their leadership development approach does not prepare leaders for the future of work.

As organizations and society evolve, so do the expectations for what leaders are responsible for, making their roles increasingly complex. Today’s work environment requires leaders to be more authentic, empathetic and adaptive. These three imperatives represent a new call for leadership: “human” leadership.

Even though HR leaders try to build commitment, courage and confidence in leaders to help them answer the call, human leaders remain few and far between. Leaders do need commitment, courage and confidence to be effective human leaders; however, HR’s typical approaches do not address the barriers that are holding leaders back. These obstacles include their own (very human) emotions of doubt, fear and uncertainty.

To help leaders deliver on the need for human leadership and prepare them for the future of work, recognize their humanity and directly address these emotional barriers.

Priority No. 2: Organizational design and change management

This is a top priority for 53% of HR leaders, and 45% say their employees are fatigued from all the change.

Digital transformations, economic uncertainty and political tensions have led to much disruption and change. As such, organizational design and change management remain a top priority for CHROs, especially now, as organizations are seeing the fallout of too much change and uncertainty.

Employees are also growing more resistant to change — in 2016, the Gartner Workforce Change Survey showed 74% of employees were willing to change work behaviors to support organizational changes, but that number dropped to 38% in 2022.

Change fatigue has clear ramifications. HR leaders must help employees to navigate change and mitigate the impact that change may have on their work and, more importantly, their well-being.

Priority No. 3: Employee experience

This is a top priority for 47% of HR leaders, and 44% believe their organizations do not have compelling career paths.

Many HR leaders struggle to identify the internal moves that employees must make to grow their careers. In a recent Gartner survey on employee career preferences, just 1 in 4 employees voiced confidence about their career at their organization, and three out of four looking for a new role are interested in external positions.

Typically, career development follows three steps:

1. Set a trajectory and communicate role benefits and requirements.

2. Find in-role opportunities for potential new roles.

3. Identify internal roles to achieve goals.

However, that pathway is less clear now that work experience is changing. Career options are less visible with less time in offices; current skills are becoming obsolete and employees aren’t prepared for future roles, and current options don’t satisfy employee needs as people rethink the role of work in their life. This presents new career imperatives for HR leaders to create best-fit careers for employees.

Priority No. 4: Recruiting 

This is a top priority for 46% of HR leaders, and 36% say their sourcing strategies are insufficient for finding the skills they need.

Fifty percent of organizations still expect the competition for talent to increase significantly in the next six months, regardless of broader macroeconomic conditions.

This means recruiting leaders must reprioritize recruiting strategies to align with current business needs, plan for multiple potential scenarios in this shifting market and make decisions with great confidence using data.

Focus on three strategies to support strong talent and business outcomes in today’s market:

– Build an intelligence-based sourcing capability.

– Create an equitable internal labor market.

– Build onboarding for engagement.

Priority No. 5: Future of work

This is a top priority for 42% of HR leaders, and 43% say they do not have an explicit future of work strategy.

The “future of work” continues to be synonymous with a remote and hybrid workforce. But while this shift is a seismic change for many organizations, it is only part of the equation. Workforce planning — anticipating future talent needs — is at the epicenter of a future of work strategy and is a top priority for HR leaders. But today’s workforce planning is disconnected from reality and current strategies are ineffective at combating the disruptive landscape. Think: shifting skills, scarce talent, high turnover and a shift in the employee-employer dynamic.

Instead of assuming we can predict future skills needs, access enough talent, fill future gaps by buying and building, and dictate when and where employees work, we need a new approach that unlocks new strategies.

Whether it’s health and safety concerns, new expectations for work-life balance or COVID-19 protocols, the extent of this problem is severe. Over the next 12 months, 73% of CEOs expect a shortage of workers or skills to disrupt their business, and 51% said retaining talent is one of their biggest challenges. When employees leave, they take with them the insight into the processes and relationships they’ve accumulated over time. These losses can be costly for employers.

The departure of just one engineer led to substantial production delays for a company’s flagship product, a defense contractor told us. That engineer worked alone with a narrow focus on production, leaving little opportunity for the organization to share or document her know-how. When she left, so too did her deep technical understanding.

More than a dozen executives have told us that similar situations are making it difficult to maintain steady business operations elsewhere. The best thing companies can do is prepare in advance for an exodus.

HR executives will take the lead in this work, but all management and staff can and should help retain the company’s collective memory. Design this process around keeping mission critical information — the rest isn’t worth the time and effort. Determine how to capture these important intellectual assets, promote a culture of continuous knowledge transfer and reward employees who help execute this initiative.

How to Evaluate and Capture Knowledge

Knowledge typically falls into two categories: explicit and tacit.

Explicit refers to the information found in records, data files, customer relationship management systems and other physical cloud locations. It is typically the easiest to capture and transfer.

Tacit, however, refers to unwritten information that is learned through experience, such as a tenured sales executive’s client intelligence. It’s bad for business to lose it, given the amount of time it takes to gain and its strategic importance to the company.

Promote Continuous Knowledge Transfer

The most efficient way to retain employee knowledge is to incorporate sharing into ongoing organizational practices. Here are a few of the proven ways to execute this strategy.

Embed Sharing Through a Community of Practice (CoP)

The purpose of a CoP is to share and apply knowledge over time, providing the perfect vehicle for its long-term management.

In 2013, ConocoPhillips, a U.S.-based oil and gas company, created a network of excellence (NoE) to address targeted, measurable business objectives through peer-to-peer problem solving. While helping to meet company goals, the network, made up of a global community of staff, also shares expertise with each other. On one occasion, the group set out to create and implement standards around plant maintenance business processes. After one year of collaboration, the NoE established enterprisewide standards for these processes and trained over 1,000 employees with digitally recorded training modules.

Beyond creating the CoPs, functional leaders must formalize the ways members communicate, share and retain information so knowledge is not lost. In 2016, at Xerox, a U.S.-based office equipment manufacturer, the HR team selected videos to do just that. Employees created actionable, unscripted and on-the-job training videos to share with their colleagues, known internally as XstreamVideo. And to promote consumption, an HR manager tagged and embedded each video within existing workflows and portals, making it available for on-demand learning.

This method worked; three years after its launch, XstreamVideo surpassed its goal of having 70% of its content created by employees.

You can also encourage collaboration through alternative methods, such as holding regular virtual brown-bag lunches, mentoring programs, executive shadowing, and networking groups or workshops.

Reward Employee Adoption

Persuade staff to get onboard by tying knowledge transfer to performance expectations or by giving prizes to those who practice it.

On performance, invite employees to share instances in which their contributions have improved their colleagues’ skills or capabilities, for example. Incorporate the results into the annual review process.

In 2013, CNA, a U.S-based financial corporation, created a program where employees could apply to become “knowledge advocates.” To signal the importance of this position to the organization, HR created role-specific goals to incorporate into the employee’s annual performance objectives.

You can also offer special rewards and incentives to recognize staff members who actively participate in sharing what they know. To that end, Texas Instruments, a U.S.-based technology company, created an annual award named, “Not Invented Here, But I Did It Anyway,” to praise those who use other employees’ ideas. And at Buckman Labs, a U.S.-based chemical company, managers give the top 150 knowledge sharers a new laptop and a resort trip.

Le contexte géopolitique et sanitaire actuel a inévitablement amené une forme de résilience dans notre quotidien – et celui de l’entreprise. Plus question de se retrouver sous la coupe d’un management vertical et dépassé, l’heure est à la reconnaissance et à une culture d’entreprise plus participative.

Bien loin du culte de la performance des années 80 et de l’image d’épinal du working man qui ne compte pas ses heures, les employés souhaitent désormais être reconnus à leur juste valeur et avoir le droit à l’erreur – sur le principe du test and learn. Mais cette nouvelle approche du management ne serait-elle pas en train d’élever un panthéon des loosers ?

Pour Fabrice Croiseaux, CEO d’InTech, les managers ne devraient pas redouter les erreurs de leurs équipes mais plutôt réfléchir à comment s’en servir pour mieux avancer. Les envies de liberté, de créativité et d’innovation qui nourrissent le management d’aujourd’hui ne sont pas compatibles avec la peur de l’échec. “Il est important de mettre en place une culture managériale, non pas qui fasse la promotion de l’erreur, mais qui permette aux salariés de ne pas en avoir peur. Il faut tout de même donner un cap et essayer de le garder”.

Pour Alexandre Pachulski, cofondateur de Talensoft & docteur en informatique, le terme de looser ne devrait pas être associé à l’échec – surtout si l’on tient compte des échecs qui ont jalonné le parcours des plus gros entrepreneurs que l’on admire aujourd’hui. L’occasion pour Alexandre de revenir sur sa rencontre avec des banquiers du mastodonte de la finance américaine, Goldman Sachs, qui lui avaient demandé de raconter ses échecs : “vous comprendrez bien qu’on ne va pas confier de l’argent à des gens qui n’ont rien raté puisque, par définition, ils n’ont rien essayé. Et on ne risque pas de gagner de l’argent si on n’essaye rien.”

Mais malgré les efforts déployés ces dernières années pour un management plus horizontal, Audrey Pulvar relève la question des burn-outs – qui semblent être le nouveau mal du siècle.

En effet, si le management est souvent synonyme de réussite dans l’imaginaire collectif, il exerce une pression sur les personnes qui souhaitent y accéder (ou y sont déjà) et entraîne inévitablement de nombreux burn-outs. Et s’il suffisait de démystifier l’image que l’on se fait du management et accepter que la réussite ne passe pas toujours par une promotion en interne mais par le développement de son expertise ou encore sa contribution pour le collectif ?

Sellers are exhausted. They feel disconnected from their organizations and colleagues, unclear on their future within the business, and challenged by increased complexity. In a recent Gartner survey of over 900 B2B sellers, 89% report feeling burned out and 56% are actively job seeking.

What’s more, sellers think management doesn’t understand how to motivate them: 67% say that their leadership is overly optimistic and disconnected from the reality in which sellers operate today.

Retention has always been important and is more so given labor markets, but addressing quiet quitting is equally critical to making sure sales quotas are met. Quiet quitting is a term that describes employees who are not motivated to put their all into work. They’re not actually quitting, but they have mentally checked out.

So how do you reinvigorate your sellers?

First, understand that motivation consists of two forces: drive and drag. Or, in other words, what motivates sellers towards work and what demotivates them away from work.

A driven seller feels mentally engaged at work, takes initiative, is persistent and ready to act at any time. In contrast, a seller experiencing drag feels bored, procrastinates, or avoids work altogether, and struggles to focus. Drag is an example of how quiet quitting might manifest within sales.

“To motivate sellers in today’s environment, it’s critical to understand drag as well as drive, but the dynamics are complex,” says Colleen Giblin, Principal, Research at Gartner. “For many sellers, these opposing forces present themselves simultaneously in various aspects of day-to-day work. They are not extremes on a single spectrum.”

It may seem logical to invest in resources to capitalize on drive, but it’s actually more impactful to the business to prevent drag. Seller drive is already high — 76% of sellers experience a high level of drive or motivation toward work. But drag is also prevalent, and it is drag that is most associated with lower quota attainment and higher intent to leave.

The top two reasons sellers are demoralized

It’s critical to address — and reduce — what demotivates your sellers and two reasons surface as the biggest culprits in creating drag.

No. 1: Lack of development opportunities

Without career development opportunities, sellers can’t envision a long-term future with the organization. This isn’t surprising considering that sellers traditionally climb the career ladder in sales by graduating to new or larger accounts, segments, or goals — maybe even moving into management. But this vertical path through more complex or better compensated roles within sales can feel restrictive, because it provides only limited opportunity to flex a wide range of competencies.

Just by enabling your sellers to envision a career path that aligns with their aspirations and interests may increase the likelihood that they continue to meet quota in the short-term and stay with the broader organization — along with their institutional knowledge — in the long-term. Sellers experiencing drag from a lack of development opportunities are up to 35% less likely to attain quota and up to 51% more likely to be actively job-seeking.

You might question expanding career development opportunities for sellers if those opportunities make it easier for them to leave the sales organization. But our research shows that when a seller can see a clear career path in the organization, it has a direct impact on quota attainment. A seller that feels locked in to a particular career path is more likely to look for outside job opportunities, and their pre-resignation performance also suffers, leading to lost revenue.

No. 2: Feeling like a cog in a machine

Fifty-six percent of sellers feel like a cog in a machine and 76% feel that sales leadership dictates how to meet their sales objectives. Those who feel this way are more likely to be subpar performers and seek opportunities to leave the organization.

Empowerment is key to addressing this source of drag as you encourage sellers to make their own decisions, solve customer problems and improve business processes. But this requires sales leadership to support new ideas even when they are risky, foster creative freedom to solve for customer needs, and reward sellers for finding ways to improve sales processes.

You don’t have to hand over total control to sellers. Instead, carve out carefully scoped opportunities for empowerment within select guardrails.

***

Digital workplace applications offer exciting innovations designed to make work life easier and more productive, so why do employees often react to them with a shrug — or a grimace?

“Digital workplaces are designed to facilitate new ways of working and equip people with the digital dexterity they need to drive enterprise goals like digital transformation. The problem is, too few employees understand or share the vision of the leaders developing the applications,” says Matt Cain, Distinguished VP Analyst at Gartner.

If IT leaders really want employees to embrace the digital workplace, they may need to ditch outdated views about workplace tech and more actively engage with key stakeholders to hear their concerns and show them the tangible benefits of digital workplace strategies.

What is the digital workplace?

The digital workplace comprises the entire portfolio of applications, devices, facilities and enabling services that elevate digital dexterity and power new ways of working — and contribute to employee experience and engagement.

Gartner defines digital dexterity as employees’ ability and ambition to take full advantage of existing and emerging technologies to drive business outcomes — and it’s increasingly important as the digital component of most jobs grows. Good digital workplace strategies are what’s needed, then, to develop an engaging and intuitive work environment to boost digital dexterity.

Despite this clear case for the digital workplace, many IT leaders struggle to drive adoption and utilization of important workplace technologies, let alone excitement.

Misplaced assumptions about the digital workplace

The key to success is demonstrating the ability of digital workplace technology to make life better for employees, whether tech is improving their day-to-day activities or equipping them better to excel during digital transformation when processes and ways of working shift.

But IT leaders will have to ask themselves whether their own assumptions about workplace tech are outdated. Common misconceptions, such as the three cited here, could stop you from winning over workplace tech users, so it may be time to shift your mindset.

Myth No. 1: Technology adoption will happen without culture change

The pandemic forced remote work into the mainstream, but don’t mistake all that tech usage for a sudden embrace of the digital workplace. In reality, many organizations continue to organize work and make decisions the way they did when everyone worked together in an office.

For example, video meeting solutions and visual collaboration applications have been widely adopted, but most organizations use these tools to emulate previously existing communication and collaboration experiences. They are missing the opportunity to change processes to reap the full benefit of digital workplace technology investments and initiate new ways of working.

Demonstrate, instead, how employees can leverage workstream collaboration applications to reduce the need for meetings or attend fewer meetings (or catch up on missed meetings) by tapping meeting recordings and transcriptions. Or show how visual collaboration applications can do much more than simply reproduce a physical analog conference room whiteboard.

Recommendations:

– Create a culture of workforce digital dexterity where leaders and managers celebrate and promote the advantages of technology acumen, and make clear the connection to career advancement.

– Develop an “our way of working” narrative that helps employees determine what applications to use when, and the proficiencies expected of them.

– Develop a peer advocates and champions program at the team level to support the cultural and best practice changes desired by the organization.

Myth No. 2: Collaboration happens when people work together at the same time

Despite the growth of distributed teams (even before the pandemic), many business leaders still view collaboration through a synchronous lens, assuming that it occurs best when employees are in the same place or application, working on a common task. But Gartner research shows that asynchronous modes of collaboration are just as important, if not more so, for achieving high team innovation, especially in a hybrid world where work schedules often overlap less.

To support and enable these future-of-work trends, consider using what Gartner calls the “New Work Hub” as a model for selecting and combining applications and capabilities to enable the flexibility required by new ways of working, especially around collaboration.

While the work hub is a technological construct, take an employee-first approach to understanding the workplace capability needs for each functional department, business unit and employee group. For instance, customer support services may require distinct capabilities to interact, share and receive documents with clients, with data privacy guaranteed and compliance and security integrated for safe external collaboration.

The best way to drive adoption is to create a culture of technology curiosity and sharing, where teammates help each other grow their digital skills by showing how applications improve outcomes in the course of their work. Employees’ top preference for skill development is peer learning according to the Gartner 2021 CIO Technology Skills Outside of IT survey.

Recommendations:

– Ensure effective and equitable access to collaboration by designing a purpose-built new work hub at the center of your digital workplace framework.

– Accelerate work transparency and accountability by using collaborative work management applications to visualize work and optimize the interactions between employees.

– Enable teams to experiment with new collaboration styles, grow communities and strengthen weak ties by introducing knowledge/wiki and social networking collaboration tools.

Myth No. 3: Citizen developers’ technology isn’t safe

Empowered by the availability and power of low-code and “no code” development tools, citizen developers and other business technologists can now create new business applications using development tools and runtime environments sanctioned by corporate IT. If you are still dismissing such activity as “risky shadow IT,” think again.

With in-depth knowledge of business activities, citizen developers tangibly contribute to a range of business objectives and improve business processes, decision making and even customer-facing capabilities. They perform any number of activities once owned by IT, such as:

– Integrating data and designing analytical models

– Creating and training algorithms

– Building or customizing user interfaces

– Creating new and improving existing software functionalities

– Business-led technology delivery is an essential ingredient for accelerating and scaling digital transformation and expanding meaningful workplace technologies, so embrace it.

Recommendations:

– Take the work of any citizen developer seriously by helping them develop their skills safely with access to training, data and other resources they may need.

– Work with business unit leaders to redesign and redefine technology delivery models and responsibilities through the formation of fusion teams.

– Facilitate a community of practice for citizen developers across departments to share knowledge and solutions they’ve built for effective scaling.

Si le Covid nous a évidemment ébranlés sur le plan sanitaire, il a également bousculé notre quotidien et nos certitudes – notamment sur le plan professionnel. La quête de sens n’est plus une lubie de jeune diplômé mais touche toutes les couches de la société et a inévitablement entraîné une vague de démission – connue sous le nom de Big Quit aux Etats-Unis, avec près de 20 millions de démissions posées au premier semestre 2022.

Mais s’agit-il d’une tendance passagère ou d’un nouveau paradigme ?

Pour Isabelle Schlesser, directrice de l’Agence pour le développement de l’emploi, la pénurie de talents dans certains secteurs (exacerbée par le covid) a inversé la vapeur : ce ne sont plus les entreprises qui sont en position de force mais bien les salariés, qui n’hésitent plus à “imposer de nouvelles règles” à leur direction, conscients qu’en cas de désaccord, ils n’auront aucun mal à rebondir (ou du moins, moins qu’avant).

Pour Anne-Charlotte Vuccino, fondatrice & CEO de Yogist, si cette quête de sens remonte à quelques années déjà, la pandémie l’a exacerbée sous deux angles : la signification (à quoi je participe quand je fais ce travail ?) et le sens (quelles sont mes perspectives d’évolution ?) – une tendance que semblent confirmer les DRH avec lesquelles elle travaille régulièrement. “Les premières questions qu’on leur pose aujourd’hui ne portent plus sur le salaire mais sur les conditions de travail”.

Si l’entrepreneur semble avoir endossé le rôle du super-héros, il ne faudrait pas jeter l’opprobre sur le monde de l’entreprise : “C’est un formidable socle de formation, surtout quand on veut monter sa boîte après et qu’on va avoir des expertises à vendre en tant que prestataire”. Sans compter que se lancer dans l’entrepreneuriat et rendre des comptes, non plus à un patron mais à des clients, n’est pas fait pour tout le monde. “Donc ne jetons pas l’entreprise avec l’eau du Covid et voyons plutôt comment ces 20 millions qui quittent leur job vont utiliser les compétences qu’ils ont développées en entreprise pour aller travailler dans une autre entreprise qui correspond mieux à leurs aspirations ou pourquoi pas se mettre à leur compte et vivre de leur expertise”.

Mais alors comment pallier l’effet Big Quit et redorer le blason des entreprises – notamment auprès d’une génération désenchantée, que seule l’aventure entrepreneuriale semble faire rêver ?

Pour Anne-Charlotte, avant même de mettre en place des démarches de RSE, les entreprises devraient commencer par considérer le bonheur de leurs employés, non pas sous l’angle du Chief Happiness Officer mais sous celui – beaucoup plus concret – de la santé mentale et physique : “comment je peux éliminer la majorité des maux liés au travail ?” – qu’ils soient liés au stress, à l’hyperconnexion, à la posture, etc.

Bien que le sujet soit encore tabou au sein des directions, le corps reste (de manière très pragmatique) notre premier outil de travail et devrait cristalliser l’attention des ressources humaines – un enjeu de taille pour Anne-Charlotte que peut et doit relever l’entreprise.