The challenges of “working well together”

Interview of Aurélie JUDLIN, Partner Consulting & Learning

Where does the term ‘working well together’ come from?

Over the last ten years or so, we have seen a fundamental trend in the area of well-being at work. The notion of ‘quality of life at work’ has gradually been replaced by that of ‘working well together’. The post-Covid era has accelerated this trend, forcing our clients to rethink the issue of cohesion and cooperation within their teams and organisations.

But this is not the only equation that HRDs now have to contend with: intergenerational and intercultural issues are being raised in increasingly matrix-based companies and against a context of talent shortages.

The question of the collective has taken on its rightful place alongside individual and organisational issues. Organisations are well aware that healthy interaction between employees can be a powerful lever for generating cohesion and collective efficiency, but that on the other hand it also represents a major risk of disputes when the rules for working well together are not clearly laid down and respected.

How does this translate into day-to-day relations with our customers?

This global approach to ‘working well together’ is also reflected among our customers: our contacts on the subjects of diversity and inclusion and quality of life at work are either the same or belong to the same perimeters.

We support them by taking into account their level of maturity in these areas, and without rushing through the stages. They must first meet their regulatory obligations (training of referents, up-to-date DUERP, reporting process, etc.) before implementing other actions.

We make sure that we build solid foundations together, so that their approach is sustainable and credible.