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Camilla Care

How are managers dealing with the expansion of teleworking since March 2020?

Vaseline 1 month ago

Since Covid, numerous studies have been conducted into the effects of teleworking, often aimed at employees or employers. But between the two, the managers are a bit forgotten. How are they dealing with this remote working revolution?

franceinfo: What are the consequences for their missions and their working conditions? The CFE-CGC, the union of executives, conducted the investigation…

Sarah Lemoine: This extensive research will be unveiled on Wednesday, April 24, during a conference organized by the CFE-CGC. Several thousand executives, at all levels of responsibility, were interviewed, some of them during individual interviews. What emerges is that the massive expansion of teleworking is forcing hybrid managers (i.e. those who also work remotely part of their time) to completely rethink their management practices for four years. This is not self-evident in a corporate culture where distrust towards remote working is structurally very strong.

Does the issue of trust still exist?

How can you trust a colleague you can’t see? The topic remains very present throughout the hierarchical chain, especially between senior executives, who still work face-to-face, and hybrid managers, and between the latter and their team. According to the study, those who managed to change their attitude were those who already had self-confidence. Even those who are seriously supported by their organization, but they are a minority.

Many managers have had to adapt on their own. A third also claim that they have not changed their practice because they have not been trained in how to lead a team remotely. This is an issue we must continue to work on, says Maxime Legrand of the CFE-CGC, because when people feel controlled, it is a source of tension and inefficiency. And in this case it is not about a very deep transformation of work.

Has the expansion of teleworking put extra weight on the shoulders of managers?

Their feelings are ambivalent. After being brutally confronted with teleworking during the lockdowns, hybrid managers are now mainly in favor of it. But it takes a lot of effort. It’s about maintaining team cohesion, managing in an ultra-personal way, “Let Paul know that Jacques works just as much as he does,” explains Maxime Legrand.

Which causes some form of wear and tear in the long term. 71% of managers surveyed say they suffer from anxiety. The CFE-CGC concludes that they need to be better supported, recognized and trained, at a time when younger generations are sometimes reluctant to take on this role.