In recent years, the popularization of hybrid work has led to many disruptions in terms of work environment and also in the management approach in companies. If the manager’s role has changed significantly, his position remains one of the main pillars of the ongoing transformations. At the same time, expert, recruiter, animator, planner, referee, attentive to the welfare of his assistants, coach… His multi-hat position is increasingly complex to understand. In this context, what are the keys to establishing benevolent management that activates collective intelligence and stimulates achievement and productivity while preventing the risk of burnout? How can collaborative tools like Digital Headquarters help him meet this challenge with brilliance and clarity?
Benign and flexible management to reconcile performance and quality of life at work
Managing remotely, managing your employees’ emotions, maintaining engagement, motivating teams when sharing your work time between home and the office, finding a balance between professional and personal life, it just can’t be improvised. Although it is very tempting to get around the problem by modernizing management practices that are primarily interventionist and present, this is not the preferred way to reconcile performance and quality of life at work. Moreover, this approach strongly conflicts with the search for meaning, fairness, autonomy, and fulfillment that is particularly characteristic of the younger generations of workers. The uniform of the inflexible and authoritarian leader, who directs a hierarchical organization with an iron fist, no longer works. Supportive numbers, according to a recent Slack/OpinionWay study: 76% of workers surveyed would like to take advantage of more flexible working conditions, both in terms of working hours (64%) and workplaces (55%); 86% of people under 35 say they want more flexibility, in terms of times (72%) and locations (66%).
Listening and benevolence have once again become the pillars of a new, effective and legitimate administration. To work, this approach must be active and reciprocal, making it possible to truly take into account individual and group expectations and difficulties, but also everyone’s ideas; Such as the highly personalized “customer-centric” approach that companies have developed.
In addition, charitable management also involves creating a flexible work environment that promotes transparency, listening, inclusion, and fairness. Without being explained and accompanied, company transformations are carriers of powerful elements to destabilize employees, whose adaptive abilities have already been tested over the past three years. In this regard, data from the Future Forum – Slack’s consortium on the future of work – revealed a striking paradox: executives say they want to work in the office, but in reality, their teams should mainly go there. . Today, it is clear that “double standards” no longer work, many studies such as feedback from the field prove that flexibility in terms of working hours and workplaces plays a huge role in the well-being and loyalty of employees. Also according to this consortium, the proportion of employees who consider themselves to have burnout syndrome was 42% this quarter in France. The consequences of this burnout are also significant because it is closely linked to a decrease in employee performance, in particular a 32% decrease in their productivity and a 60% decrease in their ability to concentrate. These indicators show that it is essential to prevent and respond to these risks by providing employees with the work environment they want. To achieve this, companies must focus specifically on creating a digital headquarters – a centralized space that streamlines work between employees, systems, partners and customers – to adapt to current changes in business methods and regularly take the pulse of their expectations. Employees (automatic scanning, open calendar to organize 1: 1 with his manager or management).
Agile management to attract talent and enhance knowledge
The disturbances caused by the generalization of hybrid work made it possible to bring the predominant role of the manager back to the fore. According to the 2022 BCG & ANDRH survey, 70% of HR managers believe that supportive managers are key to achieving blended success in business. In fact, it plays a major role in giving work meaning and motivation, increasing the skills of their team members and giving them feedback, monitoring and evaluating the work done, setting clear and achievable goals for each person or even explaining management decisions and coordinating with other departments.
This note is an opportunity to remember that one of the main reasons for an employee’s resignation is related to whether or not they are compatible with their management. In fact, employees expect their managers to follow the rules of good behavior in their dealings with them: to be fair, to act inspiringly and to set an example. These fears increase with the new generations. So the manager must change managerial programmes, relying more on so-called ‘open door’ or collaborative support, to align with these new expectations and bring out the best in each person. If so, the risk of letting top talent slip away is 46% of employed and 60% of those under 35 planning to change jobs in the coming months due to a lack of flexibility at their current company, according to the latest Slack. study. Thus, balancing productivity, confidence and flexibility will allow everyone to reduce their stress level, work at their own pace and find a better balance between their professional and personal requirements. In this dynamic, the adoption of so-called “asynchronous” business methods is crucial. In fact, truly asynchronous work allows you to take full advantage of the hybridity of work by allowing employees to adapt their work pace to the rhythm of their personal lives while increasing their productivity and well-being at work. Concretely, an employee can now, thanks to a modern collaboration tool such as a digital headquarters, not wait to book a video conference slot with a manager to verbally inform him of a project progress report. To do this, all he has to do is record an audio or video clip at the time he wants and then send it directly to the manager, or program the transmission to better match work hours if the clip is recorded too late by example. By going this way, the care of a child, the care of an elderly parent, the disabled parent, other family obligations or even the activity of passion, for example, will not be irreconcilable elements with the work done.
To prevent the “big quit” or “silent quit” phenomenon, it is up to managers to ensure that employees find themselves in the company’s value chain. In this sense, the manager will also have to learn more and more to work with people whose culture or business culture may be very different from that which he or his company masters. This means knowing how to efficiently and quickly manage a geographically dispersed team. In this regard, companies can rely on the digital headquarters to offer the level of flexibility required by employees today, allowing them to communicate and work from anywhere. In this collaborative space, all company stakeholders (executives and employees) can access the information and people they need, without having to juggle multiple platforms. They thus gain the transparency and clarity needed to make more informed decisions more quickly.
Today it is necessary to move towards a more agile and flexible management, focused on empowering the employee … thanks to a manager at the heart of change management. The world of work of tomorrow will certainly be more flexible, inclusive, connected, and more productive. On this basis, the companies that will succeed in the next ten years will be the ones that agree to reinvent themselves in bold ways. In the digital age, efforts invested in transforming the experience of collaborators are reflected in the talent and commitment of their employees, which will allow them to put their employees on the same wavelength as their customers, and will provide the possibility of contributing to the evolution of society. No question of falling back into cozy ‘old habits’ or trying to please reluctant teams…it’s time for leaders to create a better professional environment that is (truly) flexible and socially responsible. An inevitable change of approach, to create conditions that make the “new manager” a visionary, able to outline a course and keep it in an environment where change is permanent.