Quality of life in the workplace has become a central issue for human resource departments. However, this complex concept is not always easy to determine or to incorporate. Nonetheless, over the last few years, humans have occupied an increasingly central role in our companies. It is therefore logical for companies to take an interest in the role of the men and women in their organization.
Latest trends show that implementing a QLW vision and strategy offers multiple benefits. The wellbeing of employees can also offer interesting opportunities for development and performance.
But how do you move from theory to practice?
Quality of life in the workplace – What do we really mean?
A QLW policy is, first and foremost, a collective company project. The aim is to enhance the quality of life of the various players in the organization. The feeling of wellbeing in the workplace sought through the implementation of QLW is therefore reliant on several factors, such as the organization, the corporate culture, relationships, development and work-life balance.
QLW was recognized as a strategic challenge by the 2013 French National Inter-Professional Agreement [Accord national interprofessionnel] and described as:
“The conditions under which employees do their work, and their ability to give their opinion about and be empowered in said work, forming the perception of the quality of life in the workplace which results from this”
In other words, quality of life in the workplace is defined as all the factors which have an impact on employees’ working experience. The concept meets employees’ goals for satisfaction and the improvement of working conditions.
Individuals are placed at the heart of this definition because their quality of life in the workplace is influenced by a large number of factors including:
– Quality of undertaking at all levels of the company
– Quality of the physical environment
– Quality of the information shared within the company
– Quality of work content
– Quality of social and working relationships
– Quality of work organization
– Possibility to reconcile professional and personal life
– Possibility for personal development
A collective approach
The QLW policy cannot be considered as being isolated from company projects. On the contrary, it is a source of reflection for the various projects and processes underway. More than a ‘new’ policy, it involves adding coherence to actions already undertaken, by placing an onus on employees’ expression and participation.
A 10 to 12% productivity gain can be expected among employees who are happy at work according to cadremploi.
Quality of life in the workplace is therefore becoming a collective company policy. Its implementation addresses several major issues, in particular in the areas of:
– Employee engagement
– Health and safety in the workplace
– Digital transformation
– Retaining employees
– Enhancing working conditions
This overall strategic corporate policy aims to analyze real workplace situations in order to improve them.
Quality of life in the workplace – a performance lever
Companies which choose to place people at the center of their strategy will notice that it serves as a powerful lever of innovation, engagement and performance. Indeed, only 6% of employees are engaged in their work (source: myhappyjob). However, if we create a ‘wellbeing’ environment based on dialogue, respect, trust and attentiveness, employees become more loyal and defend their company.
QLW does not confine performance to a merely quantitative or production-driven vision. It is part of a positive and sustainable approach, linked to social and human objectives, and directed towards long-term economic effects.
Spending one euro of capital on QLW brings thirteen euros of profit for the company. Quality of life therefore brings a win-win momentum and because it offers greater and lasting efficiency, it also benefits employers.
Many studies aim to demonstrate that a close link exists between quality of life in the workplace and performance and these are often showcased by training bodies and associations (cegos, terra nova, etc.)
In other words, by introducing QLW in your company, you can turn work into a source of fulfilment and good health and boost competitiveness.
“Quality and innovation are connected and mutually beneficial”, Armand V. Feigenbaum
QLW at Retail Shake
At Retail Shake, placing people at the center of organizations to build a fulfilling and sustainable future is a real corporate vision. We don’t consider this as an ideal but rather as a genuine return on investment. It is a collective company project. We have chosen to offer our employees a working environment in which fulfilment and wellbeing come as standard. We are convinced that happy employees are more efficient than those who find their environment stressful. At Retail Shake, we know that trial and error are needed in order to progress. We also choose to work together to understand everyone’s professions, to enhance exchanges and to optimize work time. Our offices are laid out to ensure everyone feels at home and a number of team activities are organized to maintain good cohesion. We also strive to reward every successful challenge. Our employees’ happiness makes Retail Shake a success!
