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After the successive confinements, many companies have decided to continue teleworking on an alternating basis. A way of working that requires precise means and methods.
Like many employees of office in France, Maryse Moulard no longer goes to his office every day of the week. The sales representative, in agreement with her employer, has adopted an alternate telework rhythm, with three days of teleworking, and two days in the premises of the company. A balance to be managed which can seem complex when certain colleagues are not on the same rhythm, and which concerns almost 13% employees who are still teleworking. Before the pandemic, that number was halved.
To better succeed in her teleworking phases, Maryse Moulard follows a training course, financed by his company. During the training, employees and department heads learn to manage their remote work well and to work on trust between members of the same company. “We do workshops to say ‘What is preventing you from having trust with your employees?‘”, explains Sylvie Levassor, trainer. A trust that must be in place in many companies, while the government estimates that one in two jobs could be teleworked.
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