This is a shift in which the organization of work is focused even more on the human factor.
Due to the pandemic, the world of work will never be the same again, and the hybrid formula has become the norm for many organizations, including BDC. It now makes sense to let employees decide when and where they work.
There will be no return to the way work was organized before the pandemic. The last few years have allowed us to experiment with the different facets of working in person and virtually and to see their benefits.
Full flexibility
Most employees can now work fully or partially from the office or remotely, up to five days per week. Only staff members whose role requires them to work in the office due to the equipment used or the type of tasks performed will be required to work in person. They may, however, occasionally work from home, depending on the circumstances.
This greater flexibility is also essential not only for attracting new employees, but also for retaining those already in post.
We do not dictate a single way of doing things. Especially since teams obviously do not all have the same realities or ways of working. We therefore give teams, leaders and employees the necessary latitude to define together the new work parameters that will best serve the activities to be accomplished. It is therefore an activity-based model, as opposed to a model that simply quantifies and dictates a number of days of face-to-face work.
The office now becomes a connection point, one of the other possible places to work. Examples that may require a more sustained presence in the office are defined and include:
the integration of new employees;
training activities;
team building or networking activities;
projects requiring bursts of collaborative creativity and innovation.
In all cases, we must ensure that we maximize both the car owner database employee experience and customer satisfaction, based on the organizational values that have always guided our actions.
We have also invested more to meet the technological needs created by holding hybrid meetings in some offices. The distribution of mobility kits, which include a mouse, keyboard, headset and backpack, has also begun.
To further invest in their well-being, the Bank has contributed an additional $1,000 to its employees' Wellness Account . This amount is used to cover expenses incurred to better equip themselves when they work remotely.
Tips and tricks have been developed to help employees hold successful hybrid meetings both in terms of the technology used and the mindset to adopt. A strategy adapted to managers has been put in place so that they can support their teams in this shift. For example, sharing sessions between leaders have allowed peer exchanges to inspire, modify and evolve good practices in change management.
More than two years into the pandemic, remote work habits are firmly established and the value of telework, for both employees and managers, has generally been proven.
Out of sight, out of mind
In this new work context, we also intend to ensure that we maintain team spirit and cohesion, as well as a sense of belonging.
It is also important to ensure fair treatment and equal career opportunities for people who work in person or remotely. We recognize that there may be concerns in this regard. But we will monitor the situation closely to ensure that employees who work remotely are not disadvantaged compared to their colleagues who come into the office more regularly.
Employees must also do their part and continue to be proactively involved in their career development and networking activities in order to fulfill their professional aspirations.
The new program reflects the needs and expectations expressed by the vast majority of employees. Throughout the development process of this new work organization, we have ensured that we take the pulse of employees, in particular through various ongoing surveys. It is also the result of the work of a multidisciplinary team that pooled its knowledge to design and implement this new approach.
The adventure is just beginning. This is a model that is in the experimental phase and if we have to adjust the ways of doing things along the way, we will do so, always while remaining anchored in an ongoing dialogue with employees.
