The joint diagnosis finalized on Tuesday by employers and unions lists the points that deserve special attention to develop teleworking under good conditions.


Employees, trade unionists, bosses… We can only advise all those directly or indirectly concerned by teleworking to read the diagnosis which the social partners reached on Tuesday. This 11-page text supplemented by a table produced by the National Agency for the Improvement of Working Conditions (Anact) on the advantages and risks of this form of work organization which has really taken off with confinement is easy to access and allows you to embrace all the issues.

There are of course global ones – social, economic and environmental. But the diagnosis also speaks of organizational and managerial issues internal to the company. It offers employees and business leaders the opportunity to analyze their experience, often lived in an emergency and unpreparedness, and to prepare for the development in good conditions of teleworking.

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The risk of a “loss of social ties”

This is the case with organizational issues at company level, to be examined against the backdrop in particular of the risk of a disintegration of the work community that could go as far as the “loss of social ties”. The diagnosis highlights three major axes. First, unsurprisingly, there is the advantage of anticipating recourse to teleworking with “quality social dialogue”, of course to deal with exceptional circumstances or cases of force majeure, but also when it occurs. t is to set it up as an alternative to face-to-face.

The second issue, which calls for a large number of points of vigilance, is that of “Adaptation of work organization and teleworking methods”, which involves the prior analysis of “Eligible missions”, attention to the articulation with the work on site, the adaptation of managerial practices, the imperative of a “Good flow of information”, with reliable and easy-to-use communication tools adapted to the different professions and compatible with remote use. These tools must also be secure, just like the servers used and computer equipment, managers and employees being aware of security issues.

A boomerang effect

So what about preserving the link between employees and their representatives? And how to maintain a quality social dialogue in this context? These are also questions raised by the diagnosis, which also points to a boomerang effect that has undoubtedly been felt for a few weeks by management: that of teleworking on the culture of the company, with in particular the need to build a new balance between autonomy and control, which increases tenfold the stake of the implication of the management of companies and the framework.