Gone is the fashion for large offices with table football tables. With the labor shortage continuing, companies that are doing well are banking on collaborative spaces, advocating flexibility and work-life balance without neglecting the mental health of their employees. Overview of best practices.
The lack of talent leads companies to go out of their way to stand out. “The issue of remuneration has grown, and inflation is creating additional pressure,” notes the president of the Order of Chartered Human Resources Advisors of Quebec, Manon Poirier. “Organizations are very proactive about this. »
“Before changing jobs, individuals are more likely to find out about the organization’s culture and management practices. They are very sensitive to employers who invest in their skills development and training,” adds Manon Poirier, who emphasizes that growth opportunities must be well communicated to employees.
Since 2021, the Let’s Work Together study, carried out by Léger for the Regroupement des Jeunes Chambres de Commerce du Québec (RJCCQ), provides an overview of trends in the world of young workers.
The fifth survey, unveiled in September, broadly highlights the importance of work-life balance for 16-35 year olds. Pierre Graff, president and CEO of the RJCCQ, also warns organizations: beyond the mandatory 2.5 days in the office per week, they risk losing their young employees, attached to the flexibility provided by teleworking .
Like older professionals, salary is a determining factor. The younger generation nevertheless wants to make a difference. “Thirty percent of young people look for the opportunity in their work to have a direct influence on company decisions. They want to make an impact. »
Mental health is a major concern for 16-35 year olds. “Not only is it an issue, it is also a criterion that gauges the attractiveness of an employer. » This is perhaps why an overwhelming majority are looking for leaders with human and relational skills.
In these difficult times, Micro Logic stands out from the crowd. The Quebec-based IT solutions provider plans to double its workforce within five years, to reach the 1,000 employee mark. The key to success, according to its CEO, is in a few words: “making people dream”.
“We mobilize our employees, we give them the chance to achieve, to contribute to something bigger than themselves,” explains Stéphane Garneau, who adds that nearly 80% of Micro Logic workers are there for the mission. entrepreneurial approach that he puts forward.
It must be said that the SME with “impressive growth” does not lack projects or ambition. Its turnover increased in 12 years from 5 to 205 million dollars. The company now plans to become the leader in cloud computing in Canada, thanks to its sovereign cloud, Project Cirrus.
“We attach great importance to the human aspect,” emphasizes Stéphane Garneau. You have to reach every employee and give them the chance to express themselves. We listen to them before making decisions, we anticipate their needs. » In order to support people in good and bad times – bereavement, lack of motivation or a new child, for example – Micro Logic has an HR partner in each of its divisions. This measure also makes it possible to identify “shooting stars”, those employees who do exceptional things in a mandate.
Every Friday, employees and bosses get together for coffee.
The CEO believes that too many companies today are driven too much by numbers, and not enough by compassion. This is why he practices what he calls “corporate tempo management.” “When I feel that the workload required is too high and that I am tired, I slow down, even if it means postponing a project, so that everyone is happy. »