Thanks to new methods and innovative tools, Swiss teleworking has become the new divide of the moment! Armed with several supporting advantages for both managers and employees, this way of working gives access to new horizons, particularly in terms of economy. This opportunity is mainly due to the emergence of the Internet. But before embarking on the beaten track, it is essential to understand how it works. Take stock!
Also known as “remote work”, teleworking is defined as a professional activity carried out remotely from the place where the result of the work is expected. The concept is quite different from the ordinary work that takes place on the premises of a company. In other words, teleworking can be done from home or from any workspace outside the company. It is therefore similar to offshoring, the dematerialization of the workspace as well as the use of information technologies.
With the advent and persistence of Covid-19, the government wants to be more and more rigorous: the practice of teleworking is essential to limit the spread of the virus. If the concept has been on the rise since the arrival of the pandemic, it is clear that it has already been practiced since the 1950s for the benefit of different professions.
The idea of working remotely has taken shape in the tertiary sector which has seen a strong increase over time and which now represents more than 75 % of the economy in 2020.
Hundreds of jobs destroyed of course, but with the creation of many others whose objective is to lead to a convergence towards a service society. Added to this is the digital transition from which emerge terminals thanks to which several jobs can be carried out from anywhere, without necessarily having to use a workspace.
To clear up the confusion and allow employees to find the right balance, legislation obliges every employer to adopt the form of telework that is best suited to their activity. Thus, managers who wish to turn to telework on an ad hoc or continuous basis will have the choice between:
The watchwords being flexibility and a relationship of trust, teleworking is nevertheless linked to legal modalities which involve both managers and their employees. This implies, among other things, compliance with cost regulations which force the company to make the necessary resources available to employees. In addition to this condition, the law also insists on taking out accident insurance, health protection as well as security and confidentiality rules.
If these standards are respected, the progress of teleworking depends on an organization specific to each company. At this stage, it is now a question of working methods, the most widely used of which is agile management. Agility comes down to adopting a state of mind that promotes communication, initiative and employee motivation. This operation sets aside the hierarchy and promotes exchanges through which teamwork, decision making, creativity and process improvement through feedback are the priorities.
Finally, companies must deploy efficient tools to cover remote exchanges. Management Tools (Asana, Microsoft
Project, Trello, Monday, etc.), communication tools (Slack, Teams, Zoom, Skype, etc.) and collaborative spaces (Google Workspace, Microsoft Office 365, etc.) are essential to maintain organization and productivity.