5 guide to online dating Points Women Really should Dwell By simply – Precisely how So that you can Date

5 guide to online dating Points Women Really should Dwell By simply – Precisely how So that you can Date

In an exceptional situation, exceptional means. In this unprecedented period of health crisis, companies are reorganizing themselves to pursue all or part of their activity as best they can.

Among the solutions proposed, teleworking is in the foreground. Already widely deployed during periods of transport strike, it has become in a few days for many the solution to reconcile confinement and work.

The many companies that had already implemented teleworking, most often as part of an agreement or charter, were able to quickly deploy this organization to mitigate the effects of containment. For the others, it was urgently necessary to give employees the means to work from their homes: provision of laptops, access keys to the company’s servers, return of telephone lines, etc.

In any case, the teleworking put in place in the context of the COVID-19 epidemic will differentiate itself from the regular teleworking already implemented in companies for several reasons:

In normal times, regular teleworking is supposed to bring to the teleworker many advantages both in quality of life and in the ability to carry out their work in the best conditions: saving time and fatigue on travel times, reduction of interruptions in tasks… But, whatever these advantages, teleworking requires preparation and support because, without these precautions, it can be a source of risks and generate attacks on the health and safety of employees.

The implementation of teleworking in this period of crisis, by its characteristics, deserves increased vigilance, and particular attention should be paid to the following points:

In this crisis situation, the switch to teleworking, almost instantaneous, could not benefit from the preparation phase and prior consultation recommended for the implementation of regular teleworking. It will therefore sometimes be necessary to quickly imagine solutions and implement them as soon as possible to mitigate the increased risks in the current containment situation.

to settle, as far as possible, in a dedicated workspace (at best in an isolated room) so as not to be disturbed;

to set up their workstation so that they can work in good conditions and in such a way as to limit the risk of musculoskeletal disorders (see INRS file “Work on screen”;

setting schedules (the easiest way is to keep the same rhythm as that practiced in the company by setting the start and end time and by planning the schedule for his lunch break);

taking regular breaks to allow phases of visual rest and avoid maintaining a seated posture for too long (five-minute breaks every hour);

anticipating and planning as much as possible their workload for the week to organize the work to be done according to the priorities and the necessary time; regular meetings with the manager are also essential to help manage work priorities;

informing, when the computer tool used allows it, their status: busy, if for example they are working on a report that requires concentration, absent during a break, available if they can be contacted;

using all the communication tools made available: emails, chats, shared documents, videoconferencing, collaborative work tools, shared agenda (the provision, by the employer, of support to help the use of information and communication that it provides is desirable).

keeping in touch with the team, by organizing telephone or videoconference meetings with colleagues, regular check-ups with the manager …

to respect more fully the right to disconnect, even if the terms have not yet been discussed within the company: this involves in particular respecting decent hours during telephone calls in particular;

to adapt the objectives and monitoring of teleworker activity to their specific working conditions;

to define the means of virtual meeting of the collective and to establish “rites”;

to take a particular interest in the situation of non-teleworkers and find ways to maintain the link.

to support local managers and help them fulfill their mission of supporting and coordinating teams in this particular situation during which they are required to be vigilant and more available in their role of support and accompaniment;

to organize remote assistance for the use of IT and communication tools on which teleworking is based, as well as mobilization of the company’s information systems maintenance teams.

Finally, the practice of teleworking in exceptional circumstances makes it even more necessary to respect the proper use of means of communication, in particular:

The COVID-19 epidemic has led many companies to set up or generalize teleworking on a daily basis, and very many employees to experience it. While this experience in many ways is very special, and all its consequences still unknown, it can be instructive for the company and for employees. This is the reason why experience feedback will have to be carried out, once the situation has returned to normal, in order to learn all the lessons, to enlighten and develop the practice of regular teleworking.

RT @eurogip: The @eu_osha publishes a summary in French of a report on the assessment of the cost of accidents, deaths and injuries … https://t.co/dhH4czMwnU

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