Office notebook. “It’s not just at school that there are dropouts. Employees don’t want to come back ”, says Régis Mulot, the HR director of the biopharmaceutical group Ipsen. Company managers, as surveys carried out among employees confirm, many of them do not wish to return to their workplace.
More than one in two (56%) are worried about returning to work, says the Malakoff Humanis study, published on June 25 and carried out from May 6 to 20 among 2,970 private sector employees. They highlight insufficient health security, the constraints of open space, organizational changes. But whatever the origin of the reluctance, recovery, organized until then on a voluntary basis, becomes progressively compulsory.
“The HRDs noted that volunteering did not allow employees to return. At the very beginning of the deconfinement, very few employees returned, which was not surprising. But it went on “, explains Frédéric Guzy, CEO of Enterprise & Personnel. Human resources managers have therefore changed the guidelines. “Today, we are less on Covid risk management than on the apprehension of return to the site. We try a mandatory return day on site, then it will be two, etc. until September “, says Jérôme Friteau, the HR manager of the National Old Age Insurance Fund.
The meaning of their work
Among the reticent, there are employees in partial activity and those whose work was not qualified as “essential”. For weeks, the managers were in the oven and in the mill and their priority went to collaborators who were very active. Those who no longer had to go to the office were isolated from the collective.
“There are no more dropouts than usual, but confinement has zoomed in on particular situations that it has amplified, puts Frédéric Guzy into perspective. So, the person who is in partial unemployment at 80% of his time when his neighbor is at 20% on the same activity reveals a difference in performance and involvement ”, he illustrates.
But the low return is explained more by the loss of the collective than by a lack of investment. The Company & Staff network thus notes from large companies that the more health security measures (team turnover, direct contacts prohibited) limit interactions between employees and the cohesion of the collective, the less the employees return sustainably. They come to the office once or twice and eventually move back into their homes. “These very restrictive health measures which accompany the obligation to return prevent the collective from functioning”, alerte M. Guzy.
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