NEWS #05

The objective of the Cameleon project was to take advantage of the digitalisation of work to improve the quality of life of employees. Whether in the practice of their work or more broadly by facilitating the articulation of their professional and personal life.

After a kick-off seminar, the project began with 55 days of massive telework linked to the first lockdown. This unprecedented experience revealed the conditions to be met in order to practice telework in the long term, by getting out of a context of constraint and by modelling modular support for companies.

This was followed by individual and collective actions, a serious game "30 days to telework", a collaborative webinar, with six very different employers[1]* in French Auvergne-Rhône-Alpes region who experienced a learning curve for this new way of working imposed by the digitalisation of the economy and work.

The pilot session ended in July 2021 with a discussion time between the participants within the framework of collaborative workshops in order to provide feedback and bring concrete perspectives on the topic.

It seems obvious that telework is now embedded in the methods used by companies, very often integrated into the "employer brand" and used as a lever for QOL/QWL.

During the experimentation, a survey conducted among 2,000 participants (80% of companies and 33% of supervisors) raised the question of how to implement telework: it showed that telework had become a popular practice, with 93.5% of respondents saying that they wanted to continue it after the lockdown (saving time and money, reducing stress, etc.).

Cameleon has shown that support for change is essential for the attractiveness and competitiveness of companies. These changes must be carried out in a collective and cooperative way to enhance the skills of the managers and employees.

[1] * SCAIME, CyberCité, CQFD Louis Moulin, ATMO, Altitude Conseil, Deepidoo