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The current health crisis caused by the Covid-19 virus is affecting all sectors and businesses. Some are at a complete standstill, while others are operating at a slower pace. As a result, some people are working normally (or even more intensively), others are off sick or on short-time working, and still others are teleworking. Telecommuting... A widespread practice in these exceptional times, but not always embedded in the corporate culture. Some companies were used to it, it was their very model (e.g. certain start-ups working with freelancers). For others, due to their activity in the production of material goods or their culture of face-to-face social contact, it disrupts work habits to some extent, if not to a great extent. Is this organization of work at home harmless to our health? Does it present risks? These risks are not new as such, but need to be considered from a new angle.
Let's take a closer look at 3 of them: the risks associated with screen work, data-related risks and, finally, psychosocial risks.
1. Risks associated with working at a computer screen
As long as the employee is on company premises, it's easy to control these risks. Workstation ergonomics are well thought-out. However, once the employee is at home, it becomes much more difficult to control working conditions. Don't you know people you know in these situations?
- A "real" office in a quiet, dedicated room
- An office in the main room
- An installation on the dining table
- On the sofa with the PC on your lap
- In bed with PC resting on legs
- ...
INRS has already drawn up and illustrated best practices.
That's why it's important to communicate or remind employees of best practices, in a spirit of kindness and with the understanding that every interior is different.
Of course, you can go even further by summarizing (or encouraging your colleagues to read) the entire INRS dossier available at this address: http: //www.inrs.fr/risques/travail-ecran/ce-qu-il-faut-retenir.html
2. Internet and data accessibility
For everyone to work properly, they need to be comfortable. But they also (and above all?) need access to company resources and files.
This raises the following questions: what is the quality of Internet access for each employee? Is access to resources and files possible? How secure is data access?
Here are a few tips to get you started:
- Have your IT department test your employees' bandwidth
- Ask people who don't have good quality to manage the flow with the family (your spouse's and children's Internet consumption may have an impact).
- Use a VPN (Virtual Private Network): a computer network that creates direct links between remote computers (source: journaldunet.com). This will help secure your data.
- Question your password policy. You can use password managers and password generators to do this.
3. Psychosocial risks
The main risks associated with teleworking are psychosocial. This type of work, which is not customary within the company, can upset work habits. You may find yourself in one of these situations: Are you alone in a "small" apartment? Are you a telecommuting couple in a home that doesn't offer much privacy? Perhaps you're asked to look after the children at the same time as you telework? There are many personal situations that influence and generate loneliness, stress, loss of self-confidence, loss of confidence in the company, etc. This is in addition to the lack of professional and personal outings linked to confinement.
Here are some examples of best practices to help you overcome these risks:
- It's important for you to maintain a work rhythm, with dedicated working hours, breaks... Listen to yourself and switch off when you need to. Continue to dress as if you were on company premises.
- So as not to lose the link, set up a collaborative communication tool that lets you: create teams, communication channels for easier dialogue. An entertainment channel is a welcome addition! Virtual breakfasts are always a great way to keep the conversation going around the coffee machine.
- Set up regular remote "scrum" team meetings. Each participant shares what he or she undertook the previous day and intends to achieve during the day. This enables them to share any satisfactions or difficulties they may have encountered.
- Managers, call your employees once a week to check in on them personally (not everyone is going to express themselves to the group during scrums and shared breaks).
- Managers, communicate, depending on your company's situation and possibilities:
- on measures taken to safeguard the company's overall future
- on any actions taken to combat the virus (manufacture of masks, support for businesses in various fields, etc.).
Conclusion
In short, each company, depending on its values, culture and possibilities, will be able to put in place different ways of organizing telecommuting so that everyone can feel good, but also remain "as efficient as possible", depending on their personal living conditions. What's more, you can remind everyone to protect themselves against the virus.
In addition, a number of institutions, associations and companies offer sound advice on the subject:
- INRS (Institut National de Recherche et de Sécurité for the prevention of occupational accidents and diseases)
http://www.inrs.fr/risques/teletravail-situation-exceptionnelle/ce-qu-il-faut-retenir.html
http://www.inrs.fr/publications/juridique/focus-juridiques/focus-teletravail.html
- ANDRH (National Association of Human Resources Directors)
- The CJD (Centre des Jeunes Dirigeants)
- The " teletravail.fr " website