When the agreements of George’s company, who works in banking, allowed him to telework two to three days per week, the thirty-year-old did not hesitate for a second. It will only be two days. Some weeks, out of sheer excess of zeal, he even comes four days out of five. And with a smile please. He believes that he “works less well at home, enjoys getting out of the house, seeing people”… What if, during this end-of-year interview period, this XXL face-to-face finally brought him the raise he dreams of?
For centuries, frenzied presenteeism “I finish at 6:30 p.m. rather than 6:00 p.m.” have always been put forward by employees. Séverine Loureiro, occupational psychologist and general director of Lab RH, agrees: “Employees who arrive very early and leave very late are often better viewed by hierarchical superiors. » The world of work is also that of appearance.
A quarter of managers opposed to teleworking
So if presenteeism works, why not excess presenteeism? “We are a bit in a gray area, even more so in terms of a request for an increase,” continues the director. “If the company completely overvalues face-to-face work, the employee can play this card. If, on the contrary, he sees that his manager doesn’t care, there’s no point in pressing on him. »
Marie Delattre, former HR director and now creator of content regarding them, concedes: “This can certainly work with certain bosses, given that teleworking is often frowned upon by managers. » According to a KPMG study, 83% of French managers plan a full return to the office within three years, compared to 60% in 2023. Another study, this time from Bodet Software in 2021, indicated that only half of managers showed in favor of teleworking, when 25% said they were downright unfavorable.
An argument or an own goal?
For the videographer, if this plan can work, “it would still be shooting yourself in the foot for the employee. This would imply that yes, teleworking is not really work. And that, for the common good of executives, and on a lesser scale for the appreciation of colleagues on your team, is a bad belief to spread.”
Whether or not George is a perjurer, Aminata, HR director in a consulting company, has little faith in her chances of success with such an argument: “Requests for raises must be based on the most objective criteria possible, therefore with performance encrypted”. However, whatever some bosses think, “nothing indicates that face-to-face increases productivity or performance. So that cannot be a criterion. »
Highlight productivity more than face-to-face
And if really, your productivity soars in person, “it is the latter that must be highlighted, more than the fact of being on site”, invites Aminata. Even if, again, “this implies that during your teleworking days, you are less productive”. At your own risk.
But George has other points to make. “It’s an effort that I make: travel time, transport costs…” That deserves a reward, right? Caroline Diard, associate professor in the business law and HR department of TBS Education and member of the Teleworking Observatory, counter-attacks: “Theoretically, these costs are already partly taken into account by the company, for example the payment of 50% of the price of public transport. Just like teleworking has a cost – electricity in particular – it is also often taken into account. » The sociologist expands: “Teleworking is today considered in the business world as an element of remuneration and a reward, in addition to being a strong expectation on the part of employees. »
Company agreements are already there for that, you know
But then, if teleworking is already remuneration, it cannot also be an argument to be increased. By the same logic, giving up a “reward” from your company yourself is not a reason for a raise. Any more than you can get a promotion because you didn’t receive your Christmas gift certificates. However, the interview remains a “very good way to re-discuss the modalities of teleworking”, continues the sociologist.
Our file on teleworking
Now let’s take the opposite of George. So this is Arthur, Comet Halley that you see in the office once every hundred years. The latter abuses teleworking days and often exceeds the authorized limit. Can he be refused a raise under this pretext? “If he respects the number of days, he cannot be sanctioned,” explains Amimata. On the contrary, if he does not do so, he may be penalized because he is not respecting the agreement signed with his company. But that’s aside from the question of a raise, or even end-of-year interviews. »
