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ITW Delphine Delaunois: The challenges of the QWL approach in the workplace

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ITW Delphine Delaunois: The challenges of the QWL approach in the workplace

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Discover ITW Delphine Delaunois: The challenges of the QWL approach in companies

"Economic health and employee well-being are intimately linked" (Delphine D.). Delphine is a committed entrepreneur who has opened a unique place designed to get out of the box and create new work synergies: Oobee. In parallel, she has been involved in individual and group coaching since her certification as a professional coach. (GEM)

Like Delphine, we are convinced that well-being in the workplace and quality of working life are major factors in a company's success today. We were fortunate enough to meet her and had a long chat about these fascinating topics.

To complete our series of expert interviews, we share with you these exchanges in which Delphine shares her vision of QWL and the implementation of such an approach.

We Ad : What is QWL? What does the acronym QWL stand for?

Delphine: I believe that behind the acronym QWL (Quality of Life at Work) we find a whole range of measures. It also raises the question of the place of the human being within the company: how can we take into account the human being at the heart of the company? How do we put people back at the heart of the company? How do we put the company back at the heart of the company as a "social" object, in other words, at the service of humanity and not just at the service of profitability?

In QWL, we consider that health and well-being will enable the company to perform well. This means taking into account the indicator of employee well-being as an indicator of the company's good health.

Ultimately, there are a whole host of issues surrounding quality of life at work: taking into account the workspace, taking into account everyone's habits and ways of working. Then there's the question of adapting managerial practices by supporting employees, giving them the opportunity to train and develop, for example.

What's certain is that each and every one of us has needs that make us feel good in the company, such as: recognition for our work, intrinsic equality for everyone, or the possibility offered by the company to evolve, take initiative or have a certain degree of autonomy in our position.

We Ad: What are the challenges of quality of life at work?

Delphine: First of all, there is a legal obligation, and it's true that when we talk about QWL and well-being, we're talking about a legislated field, particularly since the recognition of psychosocial risks in the workplace.

Quite simply, today's companies have an obligation to take care of their employees.

After all, beyond the bonding aspect, these issues have a major impact on a company's image, and in particular on its employer brand. Indeed, there is a real need to implement a QWL policy to attract new talent and build employee loyalty.

In fact, there are a number of new labels linked to this that are creating a bit of a buzz: "great place to work to name a relatively well-known example. The point is, of course, to be identified, to adopt a human positioning and thus to be able to recruit more easily.

We Ad: What are the stages in a quality of working life approach?

Delphine: It all depends on the level at which the company wants to commit and invest in these issues. There are indeed groups that have already understood the issues at stake, notably the inverted pyramid. In other words, they understand that employee well-being creates both internal and external customer satisfaction, and thus drives company performance. I'm firmly convinced of the effectiveness of such a paradigm.

It's important to know in advance what the company's intentions are for implementing a QWL approach that is above all sincere. Indeed, quality of life at work is not just about a break room or table footballs in a room, it goes further than that. The company must really ask itself how it can genuinely take care of its employees.

After all, it's relatively simple, and often starts with daily attentions to building good relations through constructive feedback. This is very much a matter of common sense, and also of a corporate culture that wants to make human relations a priority.

In fact, I'd say that quality of life at work is very much linked to interactions. We're constantly interacting with each other, and quality of life at work also comes from creating links between each other, and the quality of these interactions creates a breeding ground for a climate of trust and good team cohesion. It is therefore worthwhile for companies to work on the quality of these inter-relationships, so that every employee can feel at ease in the workplace.

We Ad: What tools are part of a QWL approach?

This starts with diagnostic tools. Diagnosis is very important, because you have to ask yourself the right questions:

What is the company's QWL situation (setting up indicators, barometers, etc.), and what are its objectives for the future? Where do we want to take our company, in other words, what meaning do we give to implementing a QWL approach?
What do we want to achieve with this approach? For the company and its employees?
What do we mean by quality of life at work?
How can we involve our employees in the implementation of this approach?

During this diagnosis, you also need to question your entire ecosystem, identifying everyone's needs, in order to define and set objectives adapted to your structure and market.

It's important to remember that there are many aspects to a quality of working life approach, so it's difficult to say that there are any specific tools. There's a whole range of tools to choose from, depending on the company and its objectives. It's players like you who are positioning themselves in the sector, offering concrete tools such as barometers and satisfaction surveys that can help companies to co-construct their approach.

We Ad: Who is in charge of the QWL initiative internally?

Delphine: I'd like to say that the company is part of a global ecosystem, with internal and external collaborators, customers and suppliers. The whole ecosystem has to move in the same direction. Stakeholders interact and share information so that the QWL approach gains global support. We're talking here about a system of attentions or symmetry of attentions : how is what happens internally reflected externally?
This concerns the whole ecosystem, but I'm convinced that the will to do so comes from the leader.

The leader must initiate and drive the company's transformation project. You need a leader to take the matter in hand.

The higher up the corporate ladder this issue is taken, the greater the impact it will have on implementing the policy across the board in all departments. This facilitates buy-in and adoption, as well as consistency in positioning and discourse.

There may be micro-initiatives at the outset, which can have repercussions throughout the company. I believe in this, too, but less so with regard toa real commitment on the part of the management committee and leaders.

We Ad : Indeed, it usually comes from the leader and the hierarchy, but it seems to me that it also comes from external factors, such as increasingly demanding customers.

Delphine: Yes, in this case we're talking about societal standards and obligations that have an influence on the market. It's true, today many initiatives come from consumers who are increasingly aware, responsible and demanding.

A number of news stories have shown how customers can change the way certain companies behave. There are also labels, as we mentioned earlier.

On the other hand, with these external factors, we're just trying to meet a standard, an obligation. I believe that reacting to an external factor is not enough; it must have a real resonance internally, accompanied by awareness, determination and concrete action, because in the end it's not just about communication, ratings or labels.

We Ad: What are the main benefits of a quality of working life initiative?

The benefits are direct, particularly in terms of costs. Studies have shown the hidden and indirect costs of absenteeism, staff turnover, sick leave, recruitment processes and loss of information.... *

An employee or employees who don't feel good in the company represents a non-negligible cost for the company.

And it seems obvious that quality of working life has a positive effect on all these factors. (less absenteeism, better health, loyal and productive employees...).

The benefits are major in terms of cost, but also in terms of image for the company.

*Source on hidden costs :

We Ad: We're going to stay on that positive note, even though we could talk about these subjects for hours. Do you have any final message you'd like to pass on?

Delphine : When it comes to quality of life at work, the most important thing is to be congruent with yourself. That's why the leader has to set the example. Congruence must be felt throughout the ecosystem (being good to your employees, good to your suppliers, partners and customers). And ultimately, what happens in your ecosystem in terms of QWL and well-being is reflected positively outwards, one way or another.

We hope you enjoyed this exchange on quality of life at work and discovered Delphine's vision on the subject! 😄

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