The flexibility and autonomy generated by teleworking are highly appreciated by workers, but a paradox emerges: without boundaries between their professional and personal lives, without segmentation of work, these employees harm their well-being… without necessarily realizing it. realize.
“They may prefer to work from home, whether partially or all the time, but they don’t pay enough attention to their psychological well-being,” says Mélanie Trottier, professor of work organization and human resources at the School of Management Sciences of the University of Quebec in Montreal (ESG UQAM). According to her, this is a bit like contributing to her own misfortune.
Mishandled, the work-life balance collapses and can lead to emotional exhaustion and mental and physical health problems. “It can be linked to the overall workload, both the pace and the quantity,” recalls the expert.
And yet, managers are satisfied and happy to offer flexibility in work schedules – it has even been valued since the pandemic. “In the job offer, the concept of flexibility is seen positively,” indicates Olivier Caya, professor at the School of Management at the University of Sherbrooke. It is a recruitment and retention factor. »
Messing policyxion
Even if they want to project an image of openness and infinite possibilities for flexible schedules, companies have every interest in better managing borders, believe the two professors.
“We have become dependent on technological tools and there is an invasion of digital technology in our lives, including in our professional lives,” explains Mr. Caya. There can be excess working hours and this can create anxiety, among other things because we can be reached at all times! »
PHOTO PROVIDED BY THE SCHOOL OF MANAGEMENT OF THE UNIVERSITY OF SHERBROOKE
Olivier Caya, professor at the School of Management of the University of Sherbrooke
Mme Trottier agrees: “A framework that promotes a certain segmentation between work and personal life will better serve the teleworker. For example, having a defined physical location and encouraging a boundary in spaces at home will help the remote worker. »
A disconnection policy, established by management and respected by everyone, can also send a signal to teleworkers that healthy professional/personal life management is encouraged. “If no one responds to emails or text messages after 5 p.m., it would be a bad idea for a new employee to do so,” says Mélanie Trottier.
Make sense
Well-defined corporate values and a clear culture allow teleworkers to have a positive remote experience. This gives more meaning to their professional activities.
“The commitment is undergoing a metamorphosis,” says Olivier Caya. We are witnessing the explosion of teleworking… and questions from workers. They speak more to the “I”. Since the pandemic, they have individualized their relationship with work. They want to understand the nature of their work, their roles, their usefulness, the reasons why they are there and why they work for this company rather than another. »
There are good practices for motivating and retaining teleworkers: trust them, celebrate successes, manage by objectives or deliverables, communicate well, be transparent and offer a stimulating work environment.
The risk of desengage
The risk of a failing culture? Professional isolation and disengagement.
“Teleworking has an impact on organizational commitment,” underlines Estelle M. Morin, professor of management at HEC Montréal. And the main variable here is the intensity of teleworking. The teleworker could feel his connection with the company weakening, especially if his degree of interdependence in his tasks is low. »
The degree of interdependence could be described as depending on others to advance part of one’s work, or influencing the work of others through one’s own tasks. In other words, it is when the nature of the work ties the worker to the rest of the team – otherwise they are a “free agent”.
PHOTO PROVIDED BY HEC MONTRÉAL
Estelle M. Morin, professor of management at HEC Montréal
For this psychology graduate, member of the Emotional Intelligence Research Consortium, healthy shared values, such as solidarity, support, communication, authenticity and trust, will boost the morale and commitment of the teleworker. And conversely, competition, individualism, performance as the only indicator and success placed above all else will isolate them.
“Workers want to have the feeling that we are doing this together,” says M.me Morin. One of the most important human values is belonging. We need others. Interactions must be frequent and of quality. It doesn’t have to be just transactional! »
Finally, she emphasizes that a relationship based on trust and respect is essential between the manager and the teleworker. “Teleworkers are very disciplined, they know what they have to do… The danger is to adopt an infantilizing discourse and want to control everything. Treat people like adults! »