What if certain words had become stars? The COVID-19 crisis has changed our language. Words such as remote, videoconferencing... and teleworking have suddenly entered our daily working lives! The latter was feared by some, but desired by others. It has been trying to find its place for years, and is now the focus of much attention, including in the civil service. Alexandra David-Ardite, a consultant and trainer in management, communication and negotiation, identifies a number of training options for staff and their managers to ensure that teleworking is a success in the long term.
Like the private sector, the public sector was faced with sudden change and an urgent need to adapt to the health crisis. The time for "why" was over, and we had to move forward and work on "how". How could we work away from our premises, using appropriate information and communication techniques? But above all, unlike the private sector, how could we ensure the continuity of the public service and the protection of our employees? In the public sector, the introduction of teleworking has come up against specific management issues. Removing these obstacles requires dedicated communication, modernised management practices and training tailored to the needs of employees.
More than a million civil servants in the French State are teleworking
In total, the civil service employs some 5.6 million people in its three branches (State, regional and hospital).
For the Minister for Transformation and the Civil Service, almost half of the 2.5 million employees in the French civil service have assignments that are compatible with teleworking. This is what she said in an interview with the newspaper Le parisien (31/08/21), while pointing out that certain functions are not affected (police officers, teachers, medical staff, etc.). "I reject the idea that the civil service is necessarily rigid, follower-driven or lagging behind".defended Amélie de Montchalin. "As France's largest employer, we need to be a source of ideas for the company.
In the spring of 2020, however, the first confinement revealed that the civil service was lagging far behind in terms of teleworking: lack of equipment, suitable procedures, management difficulties, training needs, etc. According to a Wimi-Ipsos survey (December 2020), 73 % of agents feel that their organisation was unprepared to cope with the first confinement (compared with 52 % of employees). They were still 51 % to think so for the second confinement (compared with 40 % of employees).
Teleworking: removing the obstacles
Before the pandemic, there were many technical and psychological obstacles. But during the first confinement, up to 80 % agents in central government departments and 50 % in decentralised departments, the Minister reminded the audience. Parisian about the state civil service. In the territorial civil service, "we didn't ask ourselves any legal questions, because necessity was the law".Johan Theuret, Chairman of the Association des DRH de grandes collectivités (ADRHGCT), told Capital.fr (22/06/20).
Technical and organisational obstacles
Teleworking has been trying to establish itself for years, but has met with reluctance, not only from organisations, but also from employees.
Distanced from the culture of remote management by its culture of control, the civil service lacked the confidence, methods, tools and practice of remote management. It is also confronted with thethe challenge of data securitySome administrations process sensitive and confidential data. The technical and organisational feasibility of this has long been an issue.
A lack of training and support
But it wasn't just feasibility that was a problem - quite the contrary:
- work/life boundary ;
- want to disconnect;
- employees' fear of isolation and loss of team spirit;
- need for social cohesion, meaning and motivation.
A cruel lack of training and support only served to reinforce everyone's fears.
The COVID-19 crisis finally swept everything in its path and contributed to breaking down stereotypes about teleworking. On the technical and organisational side, it was even an opportunity to come up with concrete answers in record time!
A facilitating legal framework
The legal framework for teleworking has been renewed.
Previously governed by decree, teleworking is now regulated by theframework agreement of 13 July 2021 which aims to facilitate its implementation while maintaining the continuity of the public service. This agreement creates a common base for the three public services. Employees can telework up to three days a week with the authorisation of their superiors. This remote work may be carried out at home or in a third location. They must have access to digital tools to carry out their work and communicate, including with users. This new framework is applicable since 1er September 2021.
Teleworking: advantages and disadvantages
What are the advantages and disadvantages of teleworking in the civil service? They are not very different from those in the private sector, and have already been identified. Benefits: time saved, particularly on transport, increased autonomy, greater productivity in a calm environment, better work/life balance. Limitations: difficult disconnection, work overload, reduced team cohesion, concentration difficulties, lack of follow-up.
Each agent's situation and experience is different.
Training to adapt to teleworking
So what does it take to be an effective teleworker? You need to be autonomous, in control of your work, have good organisational skills, be able to managing your time and, finally, the ability to communicate.
What can be done? One of the keys to success is for managers to support their staff. Likewise, supervisory staff need support to acquire the appropriate methods. In other words, to acquire and/or develop a range of skills that will enable them to carry out these new missions within evolving organisations.
What training is needed? 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 feedback techniques and know how to adapt the way you communicate by video are assets.
These new ways of leading and steering the business will be a guarantee of success and confidence. For teams and managers alike, provided that we support everyone's skills development.
