The health crisis has strengthened the quality of life at work

Analysis of the results of engagement surveys, carried out among more than 100,000 employees in 126 companies, reveals that questions related to QWL (quality of life at work) are gaining momentum.

Even if it has had adverse effects on some employees (fears about the future, isolation caused by teleworking, etc.), the health crisis has also enabled rapid changes in a business world that is sometimes slow to evolve .

The study conducted by Bloom at Work reveals in particular that "top down" communication has been significantly improved during this period thanks to more direct, frequent and transparent speaking by managers. While only 60% of employees surveyed before the crisis said that their management's communication on strategy was clear, 80% now say so.

The number of initiatives to improve well-being at work has also increased: 69% of employees consider that well-being at work is a subject taken into account by their company, compared to only 53% before the crisis .

Recognition, autonomy and team spirit

Another lesson from the barometer is the importance of relationships at work. The social pillars, and in particular team spirit, are the highest rated by employees during the pandemic, with a very clear increase. The health crisis has also amplified recognition at work: 81% of employees believe they are considered important by their hierarchy, compared to 75% before the pandemic.

The increase in the "meaning at work" and "pride of belonging" pillars also underlines the greater adequacy of employees with the values ​​and missions of their company.

Finally, the various periods of confinement and the generalization of teleworking have led managers to grant more autonomy to their employees. The study confirms the extent of this, with 35% fewer employees who say they are "little" or "not" autonomous in their work.

Three challenges for the HR function

The analysis carried out by Bloom at Work highlights three major challenges for HRDs, executives and managers, in order to successfully emerge from the crisis and engage employees in the time.

The first challenge is to maintain this new balance between private and professional life, with 75% of respondents believing that their company now allows them to better integrate personal constraints into their schedule.

The second relates to the pride of belonging developed during the crisis, and on which it is now a question of capitalizing. Finally, employers must continue to build confidence in the future, in particular by clarifying their long-term vision.

Gilles Marchand