{"id":8986,"date":"2022-12-21T17:51:33","date_gmt":"2022-12-21T16:51:33","guid":{"rendered":"https:\/\/www.arctus.com\/?p=8986"},"modified":"2025-07-10T16:09:48","modified_gmt":"2025-07-10T14:09:48","slug":"telework-management-communication-new-world","status":"publish","type":"post","link":"https:\/\/www.arctus.com\/en\/telework-management-communication-new-world\/","title":{"rendered":"TELEWORK, MANAGEMENT AND COMMUNICATION: TOWARDS A NEW WORLD?"},"content":{"rendered":"Reading time<\/span> 7<\/span> minutes<\/span><\/span>\n

Travailler en \u00ab pr\u00e9sentiel \u00bb ou en \u00ab distanciel \u00bb. Ces expressions
\nt\u00e9moignent de nouvelles approches du travail et ont des
\nimplications dont nous commen\u00e7ons seulement \u00e0 prendre
\nconscience. Les lieux physiques sont en question, de m\u00eame
\nque la maturit\u00e9 digitale, l\u2019adaptation du management et la
\ncommunication. <\/p>\n

The findings of research of the Observatory of Hybrid Work and Digital Management<\/u> of the consulting firm Arctus, as well as the Observatory of the New Normal at Work<\/u> founded and directed by Aur\u00e9lie Dud\u00e9zert (Institut MinesT\u00e9l\u00e9com Business School) (1)<\/u><\/b> shed light on the subject.<\/p>\n

\"\"<\/p>\n

This article was published in Cahiers de communication interne n\u00b048<\/a>\u00a0
of the association fran\u00e7aise de communication interne (AFCI<\/a>).<\/em><\/p>\n

ADAPTING PROFESSIONAL LIVING SPACES
\n<\/h2>\n

The new work environment questions professional living spaces and in particular offices. Two areas<\/b> must evolve to support the transformation of work. <\/b><\/p>\n

\u00a0<\/p>\n

The layout of the premises<\/b> is a first subject. By modulating the spaces, it is a matter of distinguishing the zones and the nature of the possible interactions: silent places, places where interaction is possible, meeting places with variations in terms of equipment to allow hybrid or immersive experiences, etc.<\/p>\n

The second concerns the rules of use<\/b> governing these places. As Aur\u00e9lie Dud\u00e9zert<\/u>, points out, \"it is necessary to set up rules for the occupation of workspaces in the same way as the number of days of teleworking is determined or the tasks that require to be done face-to-face, remotely or in hybrid mode are defined\"<\/i>.<\/p>\n

\u00a0<\/p>\n

Moreover, as indicated by the the Observatory of Hybrid Work and Digital Management<\/u>, nearly a third a third party<\/b> of companies contribute <\/b>to the cost of setting up<\/b> a home office, supplemented by the provision of tools enabling nomadism in 2\/3 of cases.<\/p>\n

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DEVELOPING THE DIGITAL MATURITY OF ALL PLAYERS<\/h2>\n

The last two years of experimentation and standardization of new ways of working<\/b> have had an accelerating effect on both production and collaboration.<\/p>\n

\u00a0<\/p>\n

Two indicators clearly illustrate this: the the rate of equipment in tools<\/b> allowing hybrid work and the frequency of telework agreements<\/b> in companies where the jobs are \"teleworkable\". However, the adaptation to the use of these tools is still a problem in many teams. Another issue still remains : to connect the deskless workers<\/i>who are often forgotten, as the communication departments indicate.<\/p>\n

\u00a0<\/p>\n

This is the price to pay for teams to share a common digital experience <\/b>to share a common digital experience and have a similar level of information. A necessary condition in any case to guarantee a feeling of belonging to a group.<\/p>\n

SUPPORTING MANAGERS IN THE EVOLUTION OF THEIR PRACTICES<\/h2>\n

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With the implementation of digital tools, management is accelerating its transfer<\/b>, diversifying its interaction methods and becoming more complex in the way it manages relationships. Managers are going through changes <\/b>that are beyong their control and and becoming <\/b>in most cases acculturated to digital<\/b> , according to the Observatory of Hybrid Work and Digital Management<\/u>.<\/p>\n

\u00a0<\/p>\n

They now need to know to lead remote team<\/b> , which is an undeniable challenge. Indeed, employees express strong expectations. Most of them see hybrid work as an opportunity to develop their autonomy. But they also expect more trust<\/b> from their managers<\/p>\n

\u00a0<\/p>\n

As the Observatory of the New Normal at Work<\/u>points out, results must be controlled, not means, and this must be done by using digital tools and formalizing actions. Managers must, first of all, make <\/b>their teams more autonomous<\/b>. We can see that increased autonomy must go hand in hand with trust. This is both a demand from employees and an opportunity to develop telework.<\/p>\n

LEARNING TO COMMUNICATE IN A HYBRID WORLD<\/h2>\n

The challenges for internal communicators are numerous, even if the level of their commitment to these projects is still embryonic. Only 7% <\/b>of them are mainly involved in change management<\/b> linked to hybrid work, according to the Hybrid Work Observatory.<\/u>.<\/p>\n

\u00a0<\/p>\n

Their work consists initially of reflecting on the situations in which the different types of employees find themselves in order to adapt formats and content. In a context of atomization of situations of use, there is a multiplication of supports, more and more often multimedia and interactive. There is also an express demand for greater transparency <\/b>and clarity <\/b>from employees. Opacity and disguise are no longer the order of the day. There is a demand for \" \"truthfulness\"<\/b> .<\/p>\n

\u00a0<\/p>\n

In a situation of change, it is imperative to communicate actively, in line with the accelerating pace. In a situation of transformation, established points of reference are shattered and it is by sending out clear and regular messages that we can build a new way of working and federate the team around shared work methods.<\/p>\n

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TOWARDS NEW WAYS OF WORKING AND COMMUNICATING<\/h2>\n

Telework is still today most often treated as a delocalized version of on-site work, leading to frustration <\/b>and disengagement.<\/b>.<\/p>\n

\u00a0<\/p>\n

It is essential to be aware of this in order to support managers in their practices, train <\/b>train all users in the proper use of digital tools and ensure that the management of the professional space is reviewed to make the experience in the workplace more engaging.<\/p>\n

\u00a0<\/p>\n

In addition to this, there is a contextual element: the health crisis<\/b>. This event has reshuffled the deck and undoubtedly shifted the lines as to the place that work now occupies in the lives of employees.<\/p>\n

\u00a0<\/p>\n

Many are looking for a better life balance <\/b>and aspire to find meaning and fulfillment in their professional expression.<\/p>\n

\u00a0<\/p>\n

Internal communications, which had to manage communications related to the health crisis, will have to tackle a new task: supporting managers <\/b>in communicating <\/b>and appropriating <\/b>new ways of working. It also has to invent new tools to make the dissemination of messages adapted to the delocalization of work and its hybridization.<\/p>\n

\u00a0<\/p>\n

To recreate links and federate<\/b>, the role of internal communication is essential. Communication that is closer, more emotional at times, and always more authentic.<\/p>\n

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THE OBSERVATORY
OF NEW NORMAL AT WORK<\/strong> <\/p>\n

Objective<\/strong><\/p>\n

The purpose of the Observatory is to carry out a longitudinal study (repeated observation over time of a phenomenon and\/or a sample of individuals) in order to understand the transformation of organizations and work modes over time.<\/em><\/p>\n

Methodology<\/strong><\/p>\n