"Thanks to telework I've been promoted," says Isabelle Bouet, marketing director in Jabra, a leading global provider of solutions for businesses of headsets and call centers. Recruited five years ago to head the Southern Europe, she was based in Trappes. Until her husband is transferred to Montauban. "I was ready to resign when my manager told me: we have all the technology solutions so you can work from there." She has since taken a liking to this way of working that promotes concentration, open space away from noise. "I won in productivity, she says. In particular, I worked on a development plan in Latin America, which earned me a promotion. "

Increasing interest

The productivity gain is good, according to employees, the main advantage of this way of working. This is what reveals a survey conducted in February for Citrix Online, a provider of "online solutions for working anywhere" (*): 87% of employees surveyed felt that telecommuting can be "as much or more productive. " For 72%, the ability to telecommute would be an argument in seeking a new job.

The survey data also confirms a well-known telework struggled to take off in France, limited by the brakes of a cultural nature. Largely based on working time and the-face, the French model leaves little room for this type of organization that involves going to a performance-based approach, the Anglo-Saxon. There is also concern among managers of losing their authority. Not surprising that 56.2% of employees say they do not have the opportunity to telecommute. "For that telecommuting is progressing, it is necessary to define it legally," says Sophie Vandriessche, Commercial Director Southern Europe of Citrix Online. The advent of telework in the Labour Code should encourage developments instant payday loans.

"However, the survey also reveals the growing interest of French companies for this kind of work," she adds. Among employees who telework, 55.1% say they have the opportunity for over two years. The vast majority (63.7%), this telecommuting does not exceed one week per month. It is therefore far from any telecommuting.

Pilot

"To keep in touch with employees, companies prefer telecommuting pendulum at a rate of one to two days a week," says Veronique Perozzo that telecommuting pilot commission of the Observatory of Corporate Parenthood (OPE). For the observatory, which campaigns for a better balance between work and private life, teleworking is clearly a lever for improvement. He also publish a guide in March.

Precursor, Renault signed an agreement in 2007, completed in 2010. To date, 920 employees are concerned, 83% of one or two days a week. The parity is set at 52% of teleworkers. L'Oreal, which has developed its agreement in 2008 was assumed that every employee is eligible. Its 200 teleworkers have a particular plant manager.

Before the plunge, many companies to engage in pilot experiments. Ferrero in this experiment, which began in April 2011, extends over one year. Upon arrival, it concerns 14 people (on 1200), half of executives and non executives, both at headquarters and at an industrial site and two warehouses. A telecommuting egalitarian.

(*) Survey conducted in February 1169 by Maximiles with employees of French companies.

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