The reality of telework in France is difficult to grasp. The available data are based on three types of sources: public statistical surveys (quite old), an analysis of agreements and surveys of beneficiaries.
Estimates differ widely depending on how telework is defined in these different studies: telework (and its various modalities: itinerant, nomadic or mobile work) or telework in the strict sense of the term, as defined by a company agreement or charter.
A survey conducted by IFOP among 1,500 employees and 40 company managers on behalf of Malakoff Mederic (management of supplementary pensions and personal insurance) sheds light on this new approach to work.
25% of employees telecommute
Contractualized telework concerns only 6% of employees, while 19% of employees work remotely in an informal and non-contractualized way.- The information and communication sectors are overrepresented in both contract (16%) and non-contract (37%) settings. The same is true of the service sector in general (11% and 31% respectively). Managers are also particularly represented in both contractual (17%) and non-contractual (42%) telework, as are caregivers (18% and 25%).
- 57% of teleworkers work remotely at least one day a week. 47% work from home at least one day a week (48% of home-based teleworkers have a dedicated room). Alternative locations are also used: shared workspaces (23% work there at least one day a week) or satellite offices (22%).
Benefits for employees and the company
Teleworkers believe that this practice guarantees better autonomy (90%) and greater efficiency (87%) in their work. The benefits of teleworking can also be seen in terms of well-being and personal development. First of all, it allows a better work/life balance (87%). And, more concretely, it means less fatigue (86%), better health (81%), and greater fulfillment at work (78%).Employee engagement (82%) and empowerment and autonomy (80%) are the top benefits cited by executives.
Telecommuting also has a good image among non-workers. 56% of them would like to be able to take advantage of this possibility, in particular to arrange their working hours (66%), reduce their weekly commuting time (58%) and benefit from a more comfortable and quiet working environment (49%).
The risks of teleworking
Although the vast majority are satisfied with this practice, teleworkers identify several disadvantages to telework. First of all, the risk of social isolation and loss of team spirit (65%), followed by increased difficulty in separating private and professional life (59%), and higher daily working hours (55%). Forty-five percent of them also fear a delay in their professional development opportunities.Faced with the risk of isolation, the teleworkers believe that the time spent teleworking should remain a minority; according to them, the ideal duration of teleworking is around 2 days per week on average.
For managers, the major risk is also that of social isolation and the loss of team spirit among their employees (47%). They also say they have difficulty managing their employees from a distance (38%, and up to 50% for companies with 250 or more employees).
The least satisfied teleworkers are employees under 30 years old (16%), blue collar workers (16%) and employees without children (13%).
