Chloë Touati, founder of the talent management consulting firm Authentic Talent, welcomes Yacine Chikhi, Founder and CEO of ActivCorner.
Together, they talk about QWL initiatives in companies, the role of HR managers with managers but also about the big mistakes that many companies make when it comes to the well-being of their employees and the hidden cost that this has on the business.
The rise of Quality of Life at Work (QWL) is a strategic priority for companies, aware that the well-being of employees is intrinsically linked to their success. This awareness, particularly highlighted by actors in the sector such as Yacine, reveals a paradigmatic change in human resources management.
Yacine's company, specializing in supporting organizations through innovative initiatives combining digital and face-to-face to promote fitness, well-being and cohesion, perfectly illustrates this momentum towards QWL.
The need for a significant investment in the well-being of employees is now obvious to ensure not only their personal development but also the overall performance of the company. ActivCorner's commitment to prestigious clients such as L'Oréal, Google, or BPCE testifies to the growing importance given to these challenges. Yacine highlights the undeniable positive impact of such initiatives on motivation, commitment and, in turn, on team productivity.
The main human challenges of the future, based on flexibility, the search for meaning and less hierarchical management, are at the heart of the concerns of modern businesses. The transition to a more horizontal management model, promoting co-construction and communication, meets these expectations. Yacine insists on the evolution of the needs of employees, eager to contribute to meaningful projects that respect social and ecological issues.
This transformation of expectations is also reflected in an evolution of the employer brand. The differentiation of companies now also involves their ability to offer a work environment that promotes well-being, personal development and fulfilment. The impact of wellness initiatives on employee performance and engagement cannot be underestimated, requiring a genuine and well-funded approach to be effective.
The gap that is often observed between how companies report on employee well-being and the reality of actions and investments underscores the importance of alignment between discourses and practices. The role of digitalization and new technologies in improving well-being at work is also crucial, as is the need to listen carefully and adapt to the specific needs of employees for the success of well-being initiatives.
In short, the rise of QWL represents a major evolution in business strategies. The example of Actif Corner, by placing well-being at the center of its value proposition, illustrates the way forward for organizations that want to not only attract but also retain talent in a rapidly changing job market.
In the dynamic human resources landscape, the role of the Human Resources Director (HRD) is metamorphosing, placing these professionals at the heart of organizational change. This strategic pivot is illustrated by players like Yacine, whose company, ActivCorner, is at the forefront of innovation in well-being and personal development. Modern HR managers are embracing the human challenges of the future, in particular flexibility, the need for meaning, and participatory management, reflecting a break with traditional approaches.
Digitalization and investment in human capital have become essential for the transition and sustainability of businesses. The involvement of HR managers in these processes is no longer limited to the administrative management of personnel but now includes the creation of a corporate culture conducive to employee development and innovation. ActivKorner, by supporting giants like L'Oréal and Google, highlights the crucial importance of employee well-being for business success, a paradigm that every HR manager must integrate and promote.
The evolution of employee expectations, marked by a greater desire for meaning and commitment, is pushing HR managers to redefine the employer brand, by insisting on authentic values and a clear mission. The difference between corporate cultures, in terms of well-being and personal development, is becoming a criterion of choice for talent, making the role of the HR director that of an architect of the employee experience.
The impact of wellness initiatives on employee performance highlights the importance of a genuine and well-funded approach. The discrepancy between corporate promises on employee well-being and the reality of actions requires an integrated and transparent approach on the part of HR managers, who must ensure alignment between discourses and practices.
In conclusion, today's HR manager is at the heart of change, acting as a strategic lever for the company. Through innovative and responsible human management, the HR Director plays a decisive role in adapting the company to future challenges, making QWL and investment in human capital central pillars of organizational strategy.
Businesses often underestimate the importance of investing in the well-being of their employees, which can lead to substantial hidden costs, such as disengagement and burnout. The example of ActivKorner, facing extended decision cycles and a lack of financial support in wellness initiatives, illustrates the challenges businesses can face. This highlights the urgency of a change in perspective, recognizing investment in well-being as an essential component of business performance and sustainability.
Businesses often face a discrepancy between their statements about employee well-being and the concrete actions put in place, revealing a sometimes superficial approach to well-being initiatives. Yacine highlights the fact that, despite the good intentions shown, investments in the well-being and personal development of employees remain insufficient, even symbolic. This reality is alarming because it reflects a lack of sincerity and alignment between discourses and practices, which can seriously damage the trust of employees in their companies.
Faced with these challenges, it is becoming imperative for managers and HR managers to recognize mistakes in human resources management and to act to rectify the situation. The solution lies in attentive listening to the specific needs of employees, an agile adaptation of well-being initiatives, and above all, a significant and sincere investment in these programs. The example of ActivKorner, which works to change corporate culture through innovative and integrated approaches, should inspire companies to reassess their HR strategies.
In short, “Mistakes and Hidden Costs: A Necessary Alarm Clock” reminds companies of the urgent need to rethink their HR practices. It is no longer just about ticking boxes but about investing in human capital in a thoughtful and authentic way. This awakening is essential for building resilient organizations, where employee well-being is at the heart of business success.
Quality of Life at Work (QWL) is a strategic priority for companies, which recognize the well-being of employees as being intrinsically linked to their success. This marks a fundamental change in human resources management, where innovative initiatives combining digital and face-to-face activities aim to promote fitness, well-being, and cohesion within organizations.
Human Resources Directors (HRDs) play a crucial role in the orchestration of this change, embracing the human challenges of the future such as flexibility, the search for meaning, and participatory management. Their involvement goes beyond administrative management to include the creation of a corporate culture favorable to innovation and the development of employees, underlining the need for a sincere and well-financed approach for the well-being of employees.
A lack of meaningful and genuine investment in employee well-being can lead to significant hidden costs, such as disengagement and burnout. This requires businesses to wake up to recognize these mistakes and act accordingly. Aligning discourses and practices, as well as listening carefully to the needs of employees, are key to correcting the situation and investing genuinely in human capital.
This interview reveals a growing awareness of the importance of QWL and the strategic role of HR managers in aligning wellness practices with business goals. It also highlights the common mistakes and hidden costs associated with neglecting employee well-being. For businesses, it is imperative to adopt a proactive and strategic approach to QWL, recognizing that employee well-being is intrinsically linked to the overall performance and sustainability of the business.
