Smart working: working differently, working better
More collaborative, smarter, and more agile, smart working redefines company spaces to better optimize them, breaks down the walls separating offices, creates bubbles of conviviality and shared spaces. The aim: to make the company warmer and to promote interactions between employees.
Employees spend 60 to 70% of their time in the office. This means that the rest of the time the spaces are unoccupied. And the more remote working is put in place, the more these spaces increase. In addition, employees spend too much time at their desk at the expense of collective time shared by everyone. How can individual time be reduced in favor of group time?
Inventing new, more user-friendly workplaces. No more sad offices: employees want a space that looks like home, that makes you want to go there. Beyond a trend, it is a real fundamental trend: employees are asked to spend a lot of time at work, to be committed... But how does their workspace contribute to this? On the manager side, you have to ask yourself questions to know what we offer them in terms of conviviality, moments of break...
Optimize spaces. Smartworking means optimizing spaces, making everyone feel good with, for example, shared meeting rooms, and not just reserved for managers. It means being able to have “bubbles” where you isolate yourself to call or chat with two or three, open spaces, collaborative and pleasant, convivial spaces with sofas, where you can work alone without having to be at your desk.
Encourage interactions. Here, fairness should be the key word. Everyone has the same office, even if sometimes the leaders keep theirs. The central idea is to allow teams to interact. And it's easier to do it when you feel good in the workplace, in a pleasant space. This is a fundamental movement that has already led companies such as Coca Cola, Orange, SFR or Air Liquide...
Explain the rules of living well together. For smartworking to work, it is necessary to clearly explain the rules of living together — yours —, to change the way you meet, to set up a collective rather than individual way of working, even if it takes time. These places should be used to think together, organize brainstorming sessions, and plan shorter, more frequent, more collaborative meetings.
Establish a structure of trust and transparency. In these places where employees feel that they have gone from being a “dad” to a company of the future, we must learn to talk to each other and to dare to say things to each other. The aim is to encourage meetings between employees in order to confront ideas, improve innovation and make them more effective.
To be read again:
Disseminate a culture of feedback within organizations.
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To inject more flexibility into interactions, companies have invested in new, more collaborative workplaces.But how can managers and employees be rid of their doubts about this evolution of their environment?
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