The organization is also voluntarily pyramid

Restore the pleasure to work. The idea is not incongruous in hunting the wasted time. So far, bet on usability between employees is not confined to two or three festive events per year, but engage in a daily and structured approach.

Some companies have understood, the image of PepsiCo, Orange or General Electric, which appointed two years ago, an official "well living at work", a function now occupied by Aurélie Girardot: "my role is to promote the well-being at all levels of the company and the 2,000 employees."In PepsiCo (450 employees in France), this usability also lives at all levels: policy of the open door, even for the Executive Committee, systematic tutoiement at all levels, dress casual... "Everyone can take a coffee with the DG." There is no barrier, note Marc-Henri Bernard, who has, true to the spirit house, jeans and a striped shirt, held somewhat unusual for a publicly traded company HRD. The organization is also voluntarily pyramid. "On the French Google headquarters, located in the centre of Paris, he cultivates the colors to all floors and has installed a"game room", where collaborators can to"vent"noon, with billiards, Foosball, massage Chair and latest acquisition, a guitar on console game!

Bikes for to ventilate

Usability in the workplace, they are also more flexible hours or telecommuting, as in GE... It is put at disposal of bicycles, for to ventilate the time for a break, or organize jogging sessions Friday afternoon, as PepsiCo... But this requires that managers adjust their methods to promote the Exchange and recognition: being more tuned, taking into account the remarks made by employees and involving them more in decisions... At Orange, most of the 120 bus celebrate, every month, individual or collective success through the device of "Orange stars": "this may be an advisor who was excellent in customer service, a unit that helped another unit in difficulty following a storm, an Assistant who has not counted the hours.", in the absence of his colleagues... "This creates emulation and strengthens the accession," said David Richard, directeur processing performance and internal communication.

This approach requires to also look at how one gets results. As GE, Google or PepsiCo, where managers are just as valued part business activity than on more human: developing team and team spirit, creating a positive work environment... Every two years, each of them also participates in a 360 , to confront the image they have of themselves to their collaborators, colleagues and internal clients. With, upon arrival, possibly a plan of development if certain weaknesses appear.

Destabilize the managerial line

"There are few companies that do because the risk is to destabilize the managerial line, moderate Philippe Détry, Delegate General of the spring of usability (1)." It is however necessary, just as social climate surveys, they also too often absent. However, if it does not measure the usability, it is difficult to make a difference. "Orange carries out this type of survey each year. PepsiCo, every two years. But, original initiative, the American company application, each time, his colleagues in commenting on the results and propose axes of improvement. Result: for six years, PepsiCo is part of the Top 10 of the companies where it is good work of the Institute Great Place to Work. "Turnover levelled off at 4 and we receive, each year, more than 15,000 CV, while we are 450," adds Marc-Henri Bernard. Aurélie Girardot, GE, is also convinced that it is a key element to attract and retain employees who, at first, are not necessarily want to work in Belfort... As Orange, employees have never been as much strength of proposal to improve the daily life of their business.

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