The telework charter, although not compulsory, becomes binding once it exists. Recommended in the absence of a collective agreement and when teleworking is regular, it sets out a clear and reassuring framework. But how should the company proceed?
Since the health crisis, teleworking has become a permanent fixture in organisations. While teleworking is attractive because of the flexibility it offers employees and the productivity gains it can generate, it also raises a number of issues. many practical questions. In particular :
- what are the eligibility criteria?
- What availability?
- how are costs covered?
- what kind of work/life balance?
In this context, the telework charter is a valuable tool that goes beyond the simple administrative framework and takes on a new dimension. strategic dimension. By establishing a clear, shared framework, it guarantees both legal certainty for the employer and transparency for employees. In other words, setting common rules has many benefits. In particular, it promotes equal treatment and limits misunderstandings. It therefore helps to establish a relationship of trust, an essential condition for effective and sustainable teleworking.
1/ Method
It is possible - and recommended - to introduce a teleworking charter. following the failure of negotiations for a collective agreement. The employer may then draw up the charter unilaterally or involve the employees. Consultation of the works council is compulsory, even in the event of subsequent amendments to the charter.
Best practice:
When the charter is drawn up by the employer, in the absence of a collective agreement, Involving employees not only facilitates buy-in, but also ownership.. In practical terms, this can take the form of surveys or workshops.
2/ Contents
The charter must contain compulsory information set out in the Labour Code (art. L. 1222-9): eligibility, procedures for accepting/refusing teleworking, control of working time, availability periods, etc.
Examples of clauses:
- indicate whether teleworking days are fixed or flexible
- provide a period of notice
The telework charter may also include any useful details Data security, the right to disconnect, the tools available...
Teleworking that is well organised is effective teleworking.
3/ Distribution
The Employment Charter is distributed :
- to all employees
- by any means within the company (on recruitment, posted on the premises, available on the intranet, etc.)
Updates are communicated transparently.
Best practice :
1/ Raising employee awareness
In addition to this communication, more specific actions to raise awareness on a regular basis contribute to the proper application of the charter over time and to risk prevention.
For example, themed webinars can be organised: right to disconnect, Workplace ergonomics, preventing isolation and limiting sedentary lifestyles, cybersecurity rules...
2/ Training courses
Targeted training for employees and managers also helps to ensure that the teleworking charter is properly applied.
They may concern hybrid management or collaborative working tools, for example.
[Also read] Choosing the right collaborative working tools
