Far beyond the telework media, the entire labor market is now experiencing spectacular changes, faced with workers whose requirements have changed and with a very serious lack of skills in certain professions.

Faced with this reality, it is therefore necessary for companies to act to build the future. But it is also employment policies and social law that must now evolve.

Towards an individualization of relationships and working methods

It was already a sea serpent for several years: with the health crisis, the telework occupies a media space as important as the challenges it poses to organizations. But it is to forget a little quickly a whole fringe of employees who do not wish to telework or telework any more, or who cannot: in a trade, in logistics or on an industrial production chain.

In reality, the issue for organizations today is not so much teleworking per se as the individualization of working methods and relationships: because if the link to the workplace is changing, so is legal link to work, temporal link to work and link to hierarchy. From now on, take down the sacrosanct CDI is no longer necessarily a priority, while having a certain freedom of organization between one’s private and professional life sometimes comes before the question of salary level.

Faced with this underlying trend, how, for companies, to perpetuate the sense of the collective? How to reconcile these two injunctions which may seem contradictory, and yet! In terms of work organization of course, but also of management, which must accentuate its dimension of “take care or take care of” to meet the expressed relational needs, at the same time as that of individualization of working conditions. Or how to have to spare both the goat and the cabbage, and all the more so on the (many) jobs in tension.

Short-lived jobs: adapt today, but above all plan for tomorrow

With the economic recovery, many trades are in short supply of manpower. Not only because of a lack of skills in the market, but also because of a profound upheaval in the games of supply and demand.

In fact, some employees (already in post) have outright adopted new habits during the health crisis and refuse to return to the office full time or refuse to return to the world before. Many geographically distant candidates have the same requirements or even prefer to work in freelance.

On a day-to-day basis, managerial teams must therefore adapt, broaden their base of potential candidates and support them, if necessary, towards an increase in skills in the company’s business lines. A certain investment, but which also ensures the match between the candidates and the qualifications sought.

This hot reaction should not, however, elude longer-term work on the part of companies, to attract future talents in their sectors: as such, a rapprochement of the company with primary schools, colleges, and more globally with the National Education, can be undertaken to present the trades and the corresponding training, to students and especially to their parents. A painstaking job, of course, but essential to anticipate the needs of tomorrow.

A necessary evolution of employment policies and social law

Although brutal, in particular because of the intensity of the health crisis, this major evolution of the labor market is not the first, and probably will not be the last. A context that generally leaves it to companies to “deal with”. And to launch their own initiatives while awaiting the reaction of the public authorities.

For many years, in fact, the signs of students towards sectors or functions of the future (or that we know potentially lacking skills in the more or less long term) has remained clearly sluggish. With visible results in the medium and long term with regard to initial training, employment policies must now take the measure of the problems encountered, and immediately orient initial and continuing training towards the sectors most in demand, in order to not to be left behind by international competition for lack of talent.

But beyond skills, and faced with the new realities of the labor market and the new forms of exercising one’s activity, it is undoubtedly a more profound reform that awaits the legislator in the coming years. The CDI could of course remain the basis of the labor market, but it is now becoming urgent to give new forms of work the place they de facto occupy, hampered however in a legal context which is in no way adapted to the needs of active as 21st century companies.



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