French employees aspire less to become “Bosses instead of the boss” rather than gaining freedom. And the “democratization” companies could be the solution. These are the main lessons learned from the survey conducted by the Bona fidé Institute (1), which explores French employees’ expectations regarding democracy in business.
76% of employees surveyed believe the company should be “more democratic”. The main criteria for a company qualifying as such include: regular consultation of employees on the organization of their work (73%), fair distribution of profits (71%), election of staff representatives (66% )…
OR “business is not a democratic space”, if only because “the bond of subordination” it is the basis of the employee-employer relationship, notes Laurent Berger, former president of the CFDT, the main French trade union, present at the presentation of the study.
Direct democracy in question
Another strong point: choice, democracy “direct” exercised through consultations, largely prevails (at 74%) over democracy “representative” through the election of union leaders. Collective representation, aimed at “upheaval game”it would arouse a certain distrust among employees, worries Laurent Berger.
Clara Michielini, head of partnerships of the public initiative “Businesses get involved! », which supports structures that wish to improve their social and environmental impact, sometimes delays remembering the results “inconclusive” of numerous experiences of direct democracy. These could “create frustration” when the proposed measures are ultimately not adopted, “like the Citizens Climate Convention”.
Right to review the organization of daily work
The interviewees would like to have a say on the organization of their daily work as a priority (arrangement of spaces and offices or teleworking methods, for over 80%) rather than on the strategic orientations of their structure. This “autonomy in carrying out one’s work task” it is a crucial issue in the eyes of Laurent Berger, who regrets that it remains largely absent from social dialogue today.
But this democratization would be far from complete. According to Clara Michielini, “Employee commitment is appreciated when it is externally directed” of the company (mentoring, sponsorship of skills, etc.), but on the other hand employees are still given little freedom to get involved “within”, “participate in democracy”. And, in the opinion of the speakers, even if the use of referendums and consultations were to develop, it is not certain that the company will be spared from the more global phenomenon of abstention.
the study itself highlights that a significant minority of employees (34%) do not feel empowered to practice critical thinking within the company. This still too often catalyzes a “silent discomfort”agrees Clara Michielini, who recalls the link established by the economist Thomas Coutrot (2) between the lack of autonomy and expression at work and the populist vote or abstention in city elections.
(1) For HR consultancy firm Arthur Hunt. The survey was conducted on a representative sample of 980 employees working in a company with more than 10 private sector employees.
(2) “The long arm of work”Institute of Economic and Social Research (Ires), 2024.
How is the shift towards workplace democracy affecting traditional corporate hierarchies in France?
Interview: The Future of Democracy in French Workspaces
Time.news Editor: Welcome, and thank you for joining us today to discuss the fascinating results of the recent survey conducted by the Bonafidé Institute. It seems that French employees are increasingly prioritizing a more democratic workspace. What do you think is the primary motivation behind this shift?
Expert: Thank you for having me. The findings from the Bonafidé Institute’s survey are significant. Employees are expressing a clear desire for greater freedom and involvement in their work environments. This stems from the modern workforce becoming more aware of their rights and seeking a sense of agency over their daily tasks, rather than merely climbing the corporate ladder.
Editor: Absolutely. One striking statistic from the survey indicates that 76% of employees believe their companies should be more democratic. What are some critical components they associate with a democratic workplace?
Expert: The survey identifies several key elements that employees believe contribute to a more democratic workplace. Regular consultations regarding work organization were mentioned by 73% of respondents, while 71% emphasized the importance of fair profit distribution. Additionally, a notable 66% pointed to the need for elected staff representatives. These elements suggest that employees want not just a voice, but an equal stake in decision-making processes.
Editor: It’s a fascinating shift, especially considering the traditional power dynamics within organizations. Laurent Berger noted that the employee-employer relationship is based significantly on the bond of subordination. How do you think this affects the push for workplace democracy?
Expert: Berger’s observation highlights a critical tension in the conversation around workplace democracy. While employees crave a more equal footing, there is an inherent challenge due to the established hierarchical structures. The idea of a democratic workplace may conflict with traditional corporate norms where authority is often concentrated at the top.
Editor: You mentioned in the beginning that a preference for “direct democracy”—through consultations—prevails over “representative democracy.” Can you delve a bit deeper into this preference and its implications?
Expert: Certainly. The preference for direct democracy reflects a desire for immediate participation and transparency. Many employees seem skeptical about representative systems, possibly due to a perceived disconnect between elected representatives and their constituents. However, this model isn’t without its challenges. As Clara Michielini pointed out, direct democracy can lead to frustration if employees feel their input is not genuinely considered in decision-making processes, echoing issues seen in similar initiatives like the Citizens Climate Convention.
Editor: That brings us to the question of daily work organization. The survey shows that employees prioritize having a say in how their daily routines are structured—things like office arrangements and remote work policies. Why do you think these aspects resonate strongly with them?
Expert: The organization of daily work directly affects employees’ work-life balance and overall job satisfaction. Given recent shifts towards remote work and flexible hours, many employees are increasingly aware of how their environment impacts their productivity and well-being. They want to have an active role in shaping their work conditions rather than leaving it entirely to management, which can foster a sense of ownership and accountability within teams.
Editor: It certainly sounds like there’s a new wave of expectations emerging in the workplace. What do you think companies need to consider when moving toward a more democratic model?
Expert: Companies need to foster a culture of open dialog and genuine participation. This means not just consulting employees but actively incorporating their input into strategic decisions. They should also consider training and resources that empower employees to participate effectively. Additionally, transparency in profit distribution and accountability mechanisms will be crucial in building trust and reinforcing the principles of workplace democracy.
Editor: Thank you for your insights. It seems like the journey towards a more democratic workplace in France is just beginning but has the potential to reshape the future of work for many.
Expert: Thank you for the discussion. I believe we are at a pivotal moment in redefining workplace culture, and I am excited to see where this leads us.