{"id":17513,"date":"2023-06-06T10:00:51","date_gmt":"2023-06-06T08:00:51","guid":{"rendered":"https:\/\/www.sqorus.com\/?p=17513"},"modified":"2024-08-08T10:04:06","modified_gmt":"2024-08-08T08:04:06","slug":"3-innovations-in-work-organization","status":"publish","type":"post","link":"https:\/\/www.sqorus.com\/en\/3-innovations-in-work-organization\/","title":{"rendered":"3 innovations in work organization"},"content":{"rendered":"

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In an ever-changing professional world, employee commitment has become a major issue for companies. With this in mind, we present 3 innovations for your company. Get ready to rethink the foundations of your organization and give your employees the keys to meaningful professional fulfillment.<\/p>\n

A study conducted in 2022 by Edenred and BigBoss found that in France, 60% of HR managers are seeing a decline in employee engagement.<\/span><\/p>\n

One of the responses to this disengagement may be to implement QWL<\/strong>(Quality of Life at Work<\/strong>) initiatives<\/strong>: redesigning workspaces, benevolent management or even reorganizing working hours.<\/span><\/p>\n

To take this subject a step further, we invite you to explore 3 innovations in work organization<\/strong>.<\/span><\/p>\n

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Organizational innovation #1: the 4-day week<\/h2>\n

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It answers the following question: can we work better in less time, while earning just as much?<\/p>\n

In France, this system allows you to work from 35 hours to 32 hours over 4 days<\/strong>, while retaining the same salary. The promise? With 3 days off a week, employees should be able to fulfill their professional and personal potential.<\/p>\n

But while the model is already more widespread abroad, in France we’re still in the experimental phase, even though the Labor Code now allows any company to switch to a 4-day week<\/strong>.<\/p>\n

But let’s move on to an illustration: concerned about the well-being of its employees, LDLC, a company specializing in the e-commerce of computer hardware, has been experimenting with a 32-hour week over 4 days for its 1,000 employees since January 2021. Beforehand, managers worked on a new organization<\/strong> and adjusted schedules so that no difference in service quality was visible. This was the case: a palpable sense of well-being among the teams<\/strong>, an impact on customer loyalty, increased growth, a negative balance between hirings and departures…<\/p>\n

What about the results in general? <\/h3>\n

The results observed on a European scale are positive:<\/p>\n