In 2025, hybrid work will be the norm with 2 to 3 days of telecommuting. Recently, The Boston Consulting Group (BCG) and the National Association of Human Resources Directors (ANDRH) have just published the second edition of their survey on the future of work, which focuses on two areas: the impact of the health crisis and the vision of work in 2025 which are deeply correlated.

Telework, which was hardly present in companies before the pandemic, has made a breakthrough in many companies, which were still reluctant two years ago to implement it. Employees, both senior and junior, do not intend to give up this habit any time soon, and management has understood this. Of the 588 respondents to the BCG x ANDRH study - 85% of whom were HR managers - almost half (46%) believe that by 2025 hybrid working, with two days of teleworking per week, will be the norm.

The time when GAFAMs announced that full remote would become the norm is now over. The tech giants are reinvesting in office real estate to attract employees back to the company. Probably because they understand that applications such as Teams and Zoom will never replace informal exchanges at the coffee machine or a little advice offered on the fly.

More flexibility in working hours

However, the importance of telework is real and it is already reflected in reorganization within companies. In 2020, respondents to the BCG and ANDRH survey estimated that the areas most affected by telework were the IT sector ( (engineers, technicians, employees), managerial practices, and company HR policies and practices. Actually, 66% of engineers telework today. When we look at Forbes magazine's list of the top 10 highest paid telecommuting jobs, we see that the computer engineer is in 2nd place with an average annual compensation of 62k€.

While executives seem to have evolved significantly in favor of hybrid work. By doing so, companies expect employee engagement to match the changes in their work environment as well as increased productivity. The environment also benefits from these work-related reorganizations, particularly in the context of reducing the structure's carbon footprint.

The same cannot be said for managers. On the front line of the operational deployment of this new type of organization -and often without any training-, team leaders have suffered. Four out of ten believe that they have had a difficult time implementing telework since the beginning of the pandemic. They have to show a permanent and unprecedented capacity to adapt because of the loss of the collective link, informal exchanges, team cohesion and the difficulty of keeping the company culture alive.

We will have to wait the end of the year too see more in depth the consequences of this new trend...

Source: www.maddyness.com