Employees and civil servants are not equal when it comes to the difficulties caused by teleworking. These are the findings of a recent survey by the Directorate for Research, Studies and Statistics (Dares). What are the impacts on their working conditions? What training can help them manage teleworking better?
Civil servants experience more difficulties in teleworking than workers in the private sector, stresses the DARES in a study published in March 2008. recently published survey. They more often encounter technical problems, such as connection difficulties. They also have insufficient or less suitable equipment.
According to the survey*, teleworkers who encounter material difficulties also experience a significant increase in working time and intensity. This is linked in particular to having to "work under pressure" and "think about too many things at once".
Alexandra David-Ardite, a consultant and trainer in management, communication and negotiation, identifies training options to enable staff and their managers to telework more effectively.
*Survey of 5,520 employees and civil servants who teleworked between March 2020 and January 2021, who use IT tools for at least three hours a day and who use videoconferencing.
Worse working conditions in the civil service
The study analyses teleworking practices in the civil service and the private sector (in January 2021). It identifies five teleworker profiles. It is in the so-called 'vulnerable' category, where the difficulties associated with teleworking are most noticeable, that we find the highest proportion of public sector workers. In this category, almost one teleworker in two is employed by a public authority.
Exclusive
They represent 25 % of teleworkers. In this group, teleworking five days a week is the norm (eight out of 10 teleworkers). They are mainly employees (87 %, compared with 13 % in the public sector). More often than not, they are managers, but more rarely than other managers are involved in supervising other people. They have experience of teleworking prior to the crisis. They feel they have sufficient day-to-day resources to work remotely.
Intensive
They represent 30 % of teleworkers. They telework one to four days a week. This group is also made up more of employees (76 %) than public sector workers (24 %). These highly qualified executives sometimes have previous experience of teleworking. Their employers often pay for the material resources required for teleworking (IT equipment, in particular).
Vulnerable
They represent 17 % of teleworkers. They too telework one to four days a week. However, they differ from the previous group in that significant difficulties when working remotely. They encounter connection problems, difficulties with digital applications or various hardware problems. Since the beginning of the health crisis, they have only used teleworking in a hybrid way and for short periods. Before the crisis, they had very little experience of teleworking. So they discovered new digital tools. And their computer time has increased. In this group, almost half of teleworkers (44 %) work for a public authorityThey are more likely to work in managerial and intermediate positions.
Occasional
They represent 15 % of teleworkers. This group teleworks occasionally: one or two days a week maximum. About one teleworker in four (27 %) works in the public sector.
Exceptional
They represent 13 % of teleworkers. Their experience of teleworking was limited to the first confinement in March 2020, when they teleworked exclusively for one to three months. They no longer telework at all. They make little use of digital tools, did little teleworking before the crisis and receive little support for teleworking from their employer. 40 % work in the public sector, often as managers or intermediate professionals.
Difficulties in several areas
In the civil service, teleworking is therefore accompanied by a greater deterioration in working conditions than in the private sector, according to the Dares study. And this is true in several dimensions :
- value conflicts ;
- difficulties in reconciling private and professional life ;
- emotional demands ;
- staggered working hours (evenings, nights, very early mornings) ;
- WORKING HOURS ;
- work intensity.
An impact on the health of civil servants
Teleworking also has an impact on the health of civil servants.
In fact, teleworkers with a "vulnerable" profile, in which the public sector is highly represented, are most affected by the increase in physical pain and sleep disorders. According to the DARES, the deterioration in mental and physical health is associated with the poor organisational conditions of teleworking. These lead to longer working hours, a more sedentary lifestyle and isolation. These dysfunctions increase psychosocial risks.
How do you build the skills that are essential for teleworking?
In his recent article on teleworking in the civil serviceAlexandra David-Ardite identifies the essential skills that need to be developed or acquired to make the most of teleworking.
To be effective at teleworking, you need to :
- be autonomous ;
- manage your business ;
- good organisational skills ;
- be able to manage your time ;
- know how to communicate.
Support for civil servants by their managers is one of the keys to success.
Similarly, supervisory staff also need support to help them adopt appropriate methods. They may even need training to enable them to acquire and/or develop skills adapted to the needs of the company. remote and hybrid management.
What are the main areas for training in the civil service?
Supervisory staff will benefit from training in change management as well as identifying and mastering new tools.
By providing greater flexibility, teleworking also means establishing a relationship of trust with teams. Communication must therefore be appropriate and motivating. In this area, mastering the techniques of feedback and know how to adapt the way you communicate in video are assets.
Other training options : optimising time management when teleworking and developing concentration while teleworking.
Generally speaking, optimising teleworking in the civil service means supporting the skills development of all employees.
