The era of the New Normal

The Covid crisis has accelerated transformations in the world of work that had already begun. The most visible one is obviously teleworking. While 75% of employees had never teleworked before the pandemic, the Acemo survey for the DARES, at the beginning of 2021, revealed that 22% of the working population were now teleworking. In March 2020, many companies were not ready from an organizational point of view (equipment, processes, regulations, etc…) but were able to respond. The Sapiens Institute even estimates that employee productivity would have jumped by 22% over this period.

After the urgency of providing operational solutions to its implementation, companies are now faced with the necessary question of their organization in the era of the new normal. With 18% of employees returning to the office with a “gut feeling” and 74% not wanting to “go back to the office as before”, companies will have to manage the consequences of these lasting changes on their organization.

The crisis and the distance have tended to exacerbate existing irritants, the three main ones being

 Irritant #1: Excessive control

While the French managerial culture was based on the culture of control, the implementation of telework in a significant way may have resulted in an increase in control by the managerial teams.

For example, some managers have set up 3 daily meetings (morning – noon – evening) with their teams to ensure that their teams are doing well, even though video conferencing may have given some employees the impression that the company and its manager are entering their private sphere.

“International rankings before the pandemic
the French and Singaporeans were already among the employees
employees whose work is the most controlled.

 Irritant #2: Development of micro management

The absence of physical proximity may have resulted in new behaviors among managers, a strong desire to control everything, check everything, review everything, validate everything. Micro-management is an important source of employee disengagement, even though telework imposes a postulate of trust.

21% of managers declare themselves to be “managers by default”.
They did not ask to become one and describe a formal and
They did not ask to become a manager and describe a formal and directive hierarchical management style.

 Irritant #3: Lack of collaboration

Excessive screen time was an existing phenomenon before the pandemic. The widespread use of video conferencing has sometimes had the effect of reducing the collaborative dimension within teams. Individual formal and informal meetings (by phone, over coffee, etc.) have been reduced, even though the 1-1 exchange has the advantage of creating a personal discussion, creating the conditions for sharing experiences or taking a step back from an issue.

The reinforcement of positive management, corporate culture or the feeling of belonging are essential dimensions to enable companies to better understand the new work organizations.

Your CRM is up to date… effortlessly!

In this “New Normal” context where nomadism is more and more present and physical contacts are more and more rare, the quality and accuracy of information shared within the team becomes a strategic issue to be efficient.

At EverReady, we want to give back to the CRM its letters of nobility, making it the central tool of the sales organization, centralizing all business information (contacts, interactions, reports) to facilitate sharing and teamwork. EverReady is the most intelligent CRM connector on the market. Our innovative solution saves precious time for sales teams: automatic creation of contacts, synchronization of interactions, real-time reports…

Free your teams from data entry constraints
Centralize your customer knowledge
Encourage the adoption of your CRM

What if the solution to having an up-to-date CRM was to stop asking your sales people to enter information?

Partagez l'article à votre réseau