All committed to the emotional enterprise?

The pandemic and the movements to redefine the ways of working that it has engendered have clearly shown the need for a new business model. In an almost paradoxical fashion, technologization has accelerated humanization: the generalization of screens as an almost unique place for exchange between employees has made it even more necessary to take into account the human dimension of work relations.

We are all committed to this path: that of the emotional enterprise. In this emotional business model, the notion of care is brought to a preponderant place.

However, “the only freedom, the men do not desire it. Why are these words of La Boétie, author of the Discours de la servitude voluntary, particularly enlightening today? Geographically distant from the company, some of us have experienced a certain freedom, for a while. Before being seized by a vertigo, almost existential when we perceived the real meaning that the company, the work or the human collaboration had for us.

Through this introspection, the commitment that binds us to a company has been transformed. With generalized vaccination, should follow a return to the undercover office. Considerations that directors, managers and Human Resources departments will have to seriously anticipate.

How to react: authoritarian whistle, calls to corporate or general political remobilization? How to find the commitment of before in this world after, that of hybrid work, fragmented time and permeability?

“Human, too human”?

While the vaccination campaign is in full swing, can we believe in the advent of collective immunity and a return to the world before? This would nullify the lessons of more than a year of confinement. Worse, that would be to deny the main source of employee engagement: their emotions.

There is no longer an ideal way of working, hybridization becomes the norm. Did the engagement get lost in the matrix?

This is what we learn from the “Working tomorrow” survey carried out by Bodet Software on the consequences of the health crisis on the world of work. More precisely, it describes an ideal formula where the daily life of an employee would be punctuated by evolving projects, managed in “agile” teams, half distance, half face-to-face or rather half-fig, half-raisin, no? How to recreate the link, the cohesion, the commitment on the scale of a company under these conditions? This is arguably one of the thorniest questions for businesses today.

What if employee engagement had to take root again?

The feeling of loneliness, the too great porosity between professional and personal life are some of the limits to teleworking. Having become uncertain, the boundaries between these formerly dissociable areas blur the certainties and methods of the past. It shows our need for humanity.

Based on this observation, highlighted by numerous studies, we are now aware that the collective culture, that of the tribe, sharing values, challenges and geographic spaces, is not yet transposable online. It is therefore not surprising to see a managerial literature flourish on the web that rehabilitates the human behind the employee, the human behind the manager.

So how can we reconcile the hybridization of our lives with its most basic needs: reality, emotion and sharing? Going back to the tribe of the prehistoric ages in Zoom or Teams mode? More generally, isn’t this the time to rehabilitate the very idea of ​​a business?

Because “it’s our project”

We all remember it, in 2017 the candidate Emmanuel Macron called on the French to join the Republic in March project with a certain emphasis, ending almost voiceless. Laboratories of communication, political campaigns develop a unifying “phygital” rhetoric that inspires businesses. Executives, managers and Human Resources departments are you ready to start the campaign?

Embody your company’s program in phygital mode: this is our project.

Human resources are not or hardly accessible through screens. Despite repeated videoconferences, bursting the screen with its managerial aura does not activate the cogs of collective action.

However, this should not be a reason to cut the lines of trust. Leaders and managers have had to reinvent their close relationship by becoming in turn psychologist, mentor, friend. By putting their focus back on the psyche of their collaborators, they better perceive the secrets of their commitment. The borders overlapped during the lockdown. The management has become phygital and the company with it.

Manage engagement or know how to orchestrate a campaign based on employee experience

First, by rehabilitating the very idea of ​​a business. How to mobilize disengaged employees? How can we bring development prospects to employees who do not see the end of the tunnel of the pandemic, and therefore of their future? Reintroducing the long term with the implementation of scalable individual projects is bearing fruit today. Reshuffle the business sense cards too.

Then, by making technologies a lever for personal development, and not a constraint. “Ticket 109, PC X, battery to change”, the daily life of a company is also punctuated by that of its IT equipment. The experience of technologies at work is one of the essential links in the well-being of employees.

This is all the more the case in teleworking. The first exchange or training channel, the first working medium for a large part of us, the screen is also the mirror of our commitment. In this sense, if it is robust, it will be the first ally of the managers of the phygital company.

Employee engagement does not have a business model, it is a business model in its own right. It is the employees who make the model of their company, and it is up to Human Resources departments and managers to listen to them, to provide them with the keys to their development, whether technological and / or human.

Back to top button