WORK-LIFE BALANCE: NEW CHALLENGES IN THE POST-COVID ERA

The issue of improving quality of life at work (QLW) has come to the forefront in recent years. It is playing an increasingly important role within companies. It was once described as a somewhat vague goal—a concept that was difficult to implement given the multitude of elements, factors, and stakeholders that needed to be defined. Today, it is a major priority championed by human resources professionals in companies of all sizes. A recent study shows that 81% of employees consider it a top priority within their company. And companies have everything to gain from it: more engaged, more competitive, and more efficient employees… and above all: employees in better physical health.

Well-being in the workplace, a key issue for businesses, has become a genuine necessity for employees. This is especially true now that the COVID-19 health crisis has profoundly changed the way we work and view our relationship with the world of work. It has forced most French and foreign workers into a sedentary lifestyle against their will.

So, could this health crisis finally be the long-awaited catalyst for change in corporate practices? Here’s our analysis.

QWL can be defined as an employee’s level of satisfaction with their role, their position within the company, and their work in general. This concept is applied in small and medium-sized businesses. It enables the implementation of policies aimed at improving employees’ working conditions.

In practical terms, employee happiness is now defined as the opportunity to grow within a healthy, stable, and reliable work environment—one where employees feel heard and valued, with genuine opportunities for professional growth. Workplace well-being is measured from both a physical and psychological perspective. And this latter aspect is increasingly drawing the attention of all stakeholders in the world of work. It is of particular concern to HR professionals and business managers. It tends to be integrated into policies for the prevention of psychosocial risks, which are already well-established in companies’ managerial objectives.

The concept of quality of life at work (QVT) originated with a framework agreement signed in 1975 by the social partners. The preamble states that “ improving working conditions is one of the major social issues of our time.” In the second half of the 20th century, the digital transition profoundly changed the way we work. To adapt to these new ways of operating and the ever-increasing demand for performance, companies had to rethink their employees’ working conditions. This concept was subsequently adopted and expanded upon in other agreements as part of corporate modernization and technological advancements. The focus then shifted to new ways of organizing work. This included better protection for employees in terms of health and safety, as well as a genuine policy for preventing psychosocial risks (PSRs) and musculoskeletal disorders (MSDs). Addressing employees’ concerns and their “moral state” would not be addressed until later.

As we understand it today, QWL is, all things considered, a relatively recent concept. It was clearly defined in 2013 through a National Interprofessional Agreement. In fact, this agreement assigns not one, but several meanings to the concept of quality of life at work. It refers to the environment in which work is performed, and whether or not it enables employees to do “good work.” It also addresses the actions companies take to improve this environment and enable employees to perform effectively to help their company grow. But increasingly, it also encompasses the concept of well-being at work, which is both objective and subjective. There are currently two key pillars of QWL:

Based on these definitions, three key principles underpinning quality of life at work emerge: working conditions, the work itself, and employees’ ability to express themselves and take an active role within their company. Together, these three key principles offer numerous benefits to both the company and the employee.

The goal is to improve employees’ well-being in the workplace or while performing their duties. Let’s keep in mind that work plays a major role in our lives today. It is estimated that we spend an average of 9 years working. This time dedicated to the company can have a significant impact on our personal lives, our relationships with others, our family life, our sense of personal fulfillment, and so on.

Unfortunately, indicators show that workplace well-being has been on the decline in recent years. Employees have seen their stress levels rise dramatically, their health deteriorate, and their physical problems intensify. More than 70% of employees find their work mentally exhausting. The causes include a workload that is often very (too?) high, ever-increasing targets, mounting pressure from management, and unsuitable working conditions and postures… Factors that can lead to the most common occupational illnesses, such as musculoskeletal disorders, depression, and burnout…

Working conditions and employability are also factors. An unsuitable work environment, a lack of job security, an extremely long commute… These are sources of anxiety, fatigue, and a sense of insecurity. When it comes to employability, someone on a fixed-term contract will find it harder to plan for the future or take out a loan. This creates a situation that generates stress and anxiety about their financial independence.

Another major issue highlighted is the proliferation of digital tools as a source of stress. This has a negative impact on mental well-being. In the“Annual Barometer of Health and Quality of Life at Work,”launched in 2008, 20% of employees reported in 2019 that they felt overwhelmed by these tools. Furthermore, being reachable at all times and responding to work emails during vacations or weekends (as 41% of employees surveyed in 2013 did) tends to blur the vital line between work and personal life. But above all, the transition to the digital age has had devastating effects on our bodies. While we now spend our lives in front of machines, our bodies are not machines. Yet spending 8 hours a day sitting in front of a screen without paying attention to our posture can cause real harm. Eye strain, mouse tendonitis, musculoskeletal disorders, lower back pain, neck problems… the list goes on.

QWL also has a significant impact on individuals’ personal development. It influences their relationships with colleagues and their commitment to the company. An employee who feels that management listens to them without discrimination and that they are involved in the company’s growth processes will have better relationships with their team. They will therefore be able to do their work in a more relaxed, less confrontational, and thus less stressful environment.

Workplace well-being must also take into account a sense of fulfillment at work. This involves recognizing employees’ skills, but also providing opportunities for career advancement within the company. If employees are offered opportunities for mobility and training, they will feel more valued, more autonomous, and will no longer feel like they are merely enduring their daily work. The phrase “be happy to at least have a job” must therefore give way to a thoughtful reflection on the conditions for fulfillment in daily professional life.

Our health has been neglected amid the growing use of digital tools. Today, work is painful. Especially when we don’t have time to move around and take a breath during the day, as we go from one meeting to the next. They say that back pain is now“the ailment of the century.” Unfortunately, this comes as no surprise. You only have to walk through open-plan offices and coworking spaces to see hundreds of employees sitting in uncomfortable positions in front of their computers all day long… Technology has made us sedentary, forcing us to turn to healthcare professionals to “fix” us. But these health issues should be addressed proactively through appropriate workplace well-being initiatives.

Our primary tool for work—the one thing we cannot replace— our body, has been put to the test and neglected in recent years. Problems related to inactivity and poor posture are on the rise. We forget all too easily that we aren’t meant to stay still all day. It’s dangerous to repeat the same wrist movement to move a mouse, with tense shoulders and a stiff neck from staring at a screen (a screen that’s often too close to us, which causes eye problems in the process).

“Quality of Life at Work as a Driver of Competitiveness for Businesses.” The title of a recent study conducted by La Fabrique de l’Industrie puts the concept of quality of life at work into perspective, positioning it at the intersection of personal fulfillment and business growth.

As we’ve mentioned, the opportunity for professional growth is a key factor in an employee’s job satisfaction. Employees need to feel engaged and involved in their company’s development. They should be able to participate in discussions and decisions regarding changes to work processes. In cases of corporate restructuring or job redefinition, having the opportunity to change roles without having to leave the company—and being able to pursue a career transition—is a sign of trust that should not be overlooked.

A study conducted by the Gallup Institute showed a 21% increase in productivity levels among employees at companies strongly committed to workplace well-being. Performance and reliability are directly linked to this well-being. Absenteeism rates also tend to drop when working conditions improve. This represents a major benefit for the company.

According to a study conducted by Mozart Consulting and Apicil in 2019, the cost of workplace suffering averaged €14,580 per year per employee. Between chronic absenteeism, sick leave, burnout, depression, and reduced productivity… The loss of revenue is enormous! In 2018, a Think Tank Sapiens study estimated the cost to French companies associated with musculoskeletal disorders (MSDs) at €108 billion. And this figure is on the rise due to new working conditions and remote work.

Another key driver of a company’s productivity is its appeal. A company that places a high priority on sound management practices and cares about its employees will be far more attractive to new talent entering the job market. And it won’t run the risk of losing its talent to competitors offering a better work-life balance. According to a study by the EDHEC NewGen Talent Centre and the consulting firm BearingPoint, the main factors driving young people to apply for jobs are opportunities to acquire new skills during the role, followed by the work environment. Coming in “only” third place: the opportunity to take on responsibilities. In 2018, 80% of millennials believed that their personal fulfillment depended on their quality of life at work.

The final factor that makes a company attractive: its values. The more employees are aware of the values their company upholds, the more meaning their work will have. These values will motivate them to be more productive, more efficient, and more collaborative in achieving a common goal. Effective communication from managers and HR leaders will help employees visualize not only this common goal but also their specific role within the organization. They will gain a clearer understanding of their exact role and its implications. Making them feel that they are an essential and valued member of the team, just like everyone else, will strengthen their desire to go above and beyond to deliver high-quality work. And it will help them rediscover a sense of purpose in their work.

An analysis of the current situation reveals a rather unflattering reality. In France, we are champions at treating ailments rather than preventing them. Increasingly, occupational illnesses such as burnout and boreout are recognized and addressed… only after the problem has been reported. It is common today to see overworked employees, working in poor conditions and undervalued, with nothing being done until they reach breaking point. This issue of quality of life at work is gradually taking precedence over the prevention of psychosocial risks. Psychosocial risks do not encompass all aspects related to well-being at work, such as recognition of strengths, the opportunity to acquire new skills, and the implementation of positive feedback…

The question now is: how can a workplace well-being policy be implemented in a company that works for everyone? After all, this concept is ultimately unique to each individual, even if there is an underlying common framework. Not all employees have the same needs. What may seem manageable to some can be overwhelming for others. Faced with a heavy workload, some will find it challenging, while others will feel overwhelmed… It is therefore necessary to strengthen the dialogue between HR departments, executives, employees, and managers. Just as it is essential to involve individuals in the decisions made within the framework of these new management policies.

Another challenge: changing work conditions and corporate demands. In this era of digital transformation and the pursuit of performance, how can we balance employee happiness with profitability? How can we ensure that each individual is valued while the company grows and faces an increasing number of demands? It is vital for employees’ health not to forget that their health and well-being depend on movement. Moving, stretching, relieving stress and eye strain, and restoring a healthy sleep rhythm. This can only be achieved by prioritizing and taking care of one’s body. The goal: to combat poor posture and fatigue caused by daily screen use. We must therefore find ways to move, even while at the office, without needing special equipment or disrupting our workflow.

To implement a genuine workplace well-being policy within your company, you first need to have a clear understanding of what is happening there. Seeking to understand how your employees feel is already a first step toward fostering their well-being.

There are already several objective indicators for assessing employees’ quality of life.Absenteeism, turnover, repeated sick leave, tardiness… These are the most telling and visible signs. We must therefore ask ourselves why, identify where the problem lies, and address it. Certain ailments top the list. Headaches and migraines, back pain, mouse arm… all these issues stem from poor work practices and a lack of movement. They highlight the need to take steps to improve employees’ physical health. A QWL initiative must first be built from the ground up.

There are other indicators to keep an eye on as well. Employee engagement, the quality of communication, effective information sharing, the overall atmosphere in the workplace, and the pleasantness of the work environment—these are all factors worth examining.

An HR director or manager can also gather feedback from employees during interviews or casual conversations. This allows them to assess satisfaction with work methods, the organizational structure, the responsibilities and trust placed in employees, their autonomy, and equal treatment… All these objective factors inherent to workplace life are quantifiable and observable, with the aim of improving or developing the company’s internal QWL policy.

Another way to assess this is simply to ask the question! Many companies that have adopted these practices have chosen to evaluate their employees’ satisfaction and well-being through anonymous surveys about their feelings toward their work. This could be an annual survey, such as a satisfaction survey designed to assess key areas. Or it could be a regular survey if the questionnaire is administered more frequently. We recommend regularly assessing employee stress levels based on project progress, for example. This is an effective way to address potential issues in a timely manner.

Managers play a vital role for us in practices related to quality of life at work. Implemented by senior management and HR departments, the solutions put into practice by managers set the pace of work for their employees. That is why it is essential to involve them in decisions made in this regard and to train them in best managerial practices. They must be made aware of how to prevent health issues related to work and working conditions. Training them to listen, recognize early warning signs, and interpret nonverbal cues is crucial, especially at a time when the COVID-19 crisis has weakened the bonds between employees.

We must nurture these connections, ensure everyone feels included, and strengthen team cohesion. Today, they need to have concrete tools at their disposal and receive proper training—first and foremost for their own benefit. They, too, have suffered physically and emotionally from stress and fatigue. As the driving force behind change within their companies, they need concrete solutions. Solutions that they, in turn, can pass on to their teams.

They are on the front lines when it comes to adapting their processes and demonstrating attentiveness and empathy. They are the ones who can encourage their employees on a daily basis to take breaks, stretch, get up from their desks, or do stress-relief exercises, for example… It is on them, among others, that the implementation of an internal risk prevention policy depends. This will help create a virtuous cycle where everyone can find a balance between physical activity and a sedentary lifestyle.

Taking care of your teams also means being there to listen to them and support them at all times. As we’ve mentioned, opportunities for growth are essential for employees. It’s therefore important to have a solid process in place within the company to guide employees toward responsible career mobility. Not all employees who are “burned out” from their work necessarily want to leave the company. Tailored skills assessments and regular meetings can help identify this need for change.

More broadly speaking, everyone in the company must be involved. Quality of Life at Work (QLW) is defined based on the company, its core business, and its activities. It cannot be achieved without the participation of those who are “right in the thick of it”! This must lead to a clear organizational structure, with a roadmap and a definition of everyone’s roles. Who is in charge, to whom should information be reported, the presence of a dedicated committee, the implementation of frequent surveys, and effective internal communication… It is important that everyone understands they have a role to play in all of this, as well-being at work also depends on how each individual feels.

Once the QWL policy has been established, a few best practices for health should be implemented to ensure employee well-being. At Yogist, we believe that reducing workplace stress is THE top priority for healthy working conditions. And our approach involves establishing routines at the office or at home that encourage employees to move around, get up from their chairs, and do exercises that can help them combat the aches and pains of work.

That’s why we’ve set up workshops to train HR professionals and managers in managing their teams’ daily stress and in best practices. Yoga breaks that require no equipment, breathing exercises, relaxation techniques… all these things help prevent risks and should be practiced regularly in the workplace. One-off campaigns held once every six months are no longer enough. It’s an ongoing effort to integrate these practices into employees’ daily routines. Workplace health prevention is the key priority for HR and team managers in the coming years.

Once again, the involvement and training of managers is essential. We also recommend focusing on internal communication and improving everyone’s verbal communication skills. This will help facilitate smoother interactions among employees and foster a more relaxed atmosphere.

What if COVID-19 were actually the poorly wrapped gift we’ve been waiting for to finally bring about change? Let’s remember: the health crisis hit France hard in early 2020. Starting in March, a lockdown was imposed that would last until May. It would profoundly change both our personal and professional lives.

Short-time work, life on hold, forced shutdowns… The changes are unprecedented! Faced with this situation, many companies have been able to adapt quickly and implement new ways of working. Among these, remote work has undoubtedly been THE major revolution “brought about” by the health crisis.

Employees suddenly found themselves forced to work from home. They became sedentary against their will, with reduced physical activity, and were working in environments that were often ill-suited to the task. And the body—our daily work tool—suffered greatly. Back pain and musculoskeletal disorders intensified due to poor posture and ill-suited equipment. Because even as new “digital and flexible” ways of working become more widespread, the body is often overlooked. Already put to the test in the workplace, the situation for some has only gotten worse. Physical well-being, the importance of movement, healthy habits… all of this has been pushed aside.

Many companies had, however, been addressing issues related to quality of life at work. They encouraged their employees to get some fresh air outside of work hours (gyms, group workouts and in-house fitness coaches, foosball, other activities, etc.) But they found themselves at a loss: what advice could they offer to clear one’s mind and take care of one’s body when everything is closed? Not everyone necessarily has the space at home to engage in physical activity. The forced shift to an all-pervasive digital environment has also taken a toll on QWL efforts.

Remote work has also led to a significantly increased mental load for many people. Parents are a good example of this. They had to care for their children—who were also confined—while managing their work, its new conditions, and a daily life that had been profoundly disrupted. The impact was most visible among women, a socio-professional group already weakened by well-known forms of discrimination… For some, this had serious consequences for the quality of their relationships with their families, their careers, and their commitment to their work, as well as their mental state, ultimately leaving them deeply unsettled.

Hyperconnectivity has led employees to stay connected later and for longer periods of time. They have had to respond to work emails and calls outside of their regular working hours. The line between personal and professional life has blurred… And beyond that, this hyperconnectivity is causing real health issues: insomnia, upper back tension at the end of the day from staring at a screen, fatigue, and eye strain… It is urgent that we relearn how to work in a healthy way and improve our quality of life at home or in the office.

Also affected were employees who were unable to work from home. For some, their presence was deemed essential. Heightened fears of contracting the virus on public transportation or through contact with others, an increased workload to make up for staff shortages, deserted open-plan offices… isolation and stress did not spare them either.

These very real impacts on working conditions have affected the well-being and morale of French workers. In its October 2020 report, Malakoff Humanis highlighted rising levels of physical and psychological fatigue among employees (nearly 45%), and the number of cases of severe depression doubled during this period. Constant connectivity, mental overload, fear of illness, and a loss of bearings… all explain these rising figures and a decline in quality of life at work.

The COVID-19 health crisis has had an unprecedented impact on employees’ workplace relationships. Gone are the after-work get-togethers and team lunches. Gone are the coffee-break chats and company seminars. Despite the hyper-connectivity mentioned above and the proliferation of Zoom meetings, we’re seeing a breakdown in relationships among colleagues. They’ve found themselves alone in front of their screens, often with an increased workload. And no one by their side to support them. Stuck at home, some employees have been swallowed up by their other tasks. They’ve become absorbed in their “personal” work.

In this situation, it’s hard to feel like part of a team you never see. This was particularly true for employees hired during this period. They had to go through remote onboarding, sometimes without ever meeting their colleagues in person. Issues of company culture, team spirit, and mutual support among colleagues were put on the back burner… And this feeling of isolation had consequences for many when they returned to the office. Anxiety, fear of confrontation with coworkers they hadn’t seen in months. But also a sense of strangeness at the idea of setting foot in the office again, reduced interaction… workplace socializing took a real hit at times. And all this stress, once again, takes a toll on our bodies and our health.

Many companies tried to address this by setting up mental health support teams during the first lockdown, or by providing access to counselors over the phone to offer advice, a listening ear, and encouragement…

The picture looks pretty bleak. But it may actually be the case that once the COVID-19 crisis has passed or is more or less under control, it will present an excellent opportunity to completely rethink the way we work and how we care for our health and well-being.

Take remote work, for example. Is it a bad thing? Not really. Many employees are all for it. They are now demanding the right to work remotely on a regular basis. Most have managed to adapt, after all. They’ve set up a workspace at home with the right equipment. Thanks to their company’s flexibility, they’ve also been able to adjust their work schedules. This has allowed them to balance work with their personal lives and resume their physical activities. Adapting to employees’ rhythms and enabling them to balance work and personal life is already a first step in the evolution of workplace well-being. Furthermore, remote work has also reduced stress caused by time spent on public transportation—a particularly beneficial change for some!

And some companies have particularly benefited from these changes. They have seen their employees’ productivity increase—along with their revenue. This proves that with good work practices and optimal communication between employees and managers, it is possible to adapt to a changing situation. It is even possible to turn it into a strength. A well-defined adjustment to work schedules has helped employees disconnect and maintain their mental and physical health.

The COVID-19 crisis has shown us that it is essential to focus on human capital. As we have seen, in the face of this unprecedented situation, companies have demonstrated a remarkable ability to adapt and a remarkable speed in finding workarounds. While some are still in their early stages, the drive to improve is clearly there. Strengthening communication between teams even when working remotely, providing moral support to employees in distress, adjusting work schedules to accommodate personal constraints, and implementing remote work…

All of this must now be made a permanent part of our practices. More than ever, working conditions and quality of life at work must be at the top of a company’s priorities. Supporting employees’ work involves taking care of both their mental and physical well-being. We strongly encourage you to foster a collective awareness within your companies for the sake of everyone’s health. Taking just a few minutes each day to adopt daily habits can improve everyone’s health and prevent musculoskeletal issues.

In recent years, numerous factors have undermined workplace well-being. Occupational hazards, excessive digitalization of work, workplace stress, distress caused by the pandemic or significant uncertainty about the future… All of these issues have become increasingly prominent, leading to discouragement and burnout among employees. It is now urgent to address this. Quality of life at work must now become a true employer brand. We must all—employees and decision-makers alike—work to improve working conditions. Well-being and performance are closely linked. As we emerge from the crisis, we can only look toward change and a genuine consideration of employees’ needs.

The decisions made in the coming years by organizations such as Anact could—and indeed should—make a real difference. But as we have seen, it is management, above all else, that plays a significant role in implementing a workplace well-being policy tailored to the company’s specific structure, with the aim of fostering greater compassion and ensuring the well-being of our most valuable asset: our bodies.

Training managers is essential, and this requires professional guidance. We have therefore developed a dedicated quality-of-life program that can be tailored to your company’s needs.

Staying active at work, no matter the circumstances, is a skill that can be learned. We’re not suggesting you have all your employees put on yoga outfits! Nor are we asking them to open their chakras! According to Yogist, yoga at work involves practical exercises that take just a few minutes. They can be done in an open-plan office or at home, on a chair or right next to your workstation. They’ll help you relax your muscles and relieve tension built up throughout the day. Prevent the effects of stress, relieve eye strain, and ward off the all-too-common musculoskeletal issues. That’s our core business.

During this program, you will follow a four-step process:

For more information, feel free to sign up for our newsletter. There you’ll find all the details about our workshops and training sessions.