David Abiker, a former HR director and now host of Radio Classique's morning show, takes a mischievous look at management fictions.

Does talk of corporate values play a role in motivating employees?

It can. I imagine that some candidates pay attention to this or ask about the famous values, mission statement, etc. at interview. Some hope for a dual commitment, their own and that of the company. But beware of double talk: if the company disappoints the employee, I doubt that the «committed» citizen will be happy. The more commitment becomes a subject of communication far removed from the employee's day-to-day life, the more sceptical I become.

So what really motivates an employee?

Three things: the interest of the work, the quality of the manager and the remuneration - not necessarily in that order, but they are the pillars. Then there's the working environment, the location and the colleagues. The office itself can tip the balance of a decision. For example, if you offer someone the chance to work 30 minutes away from home by bike, with bike parking, a shower and even a financed bike, they'll be interested, but if that's their criterion of choice, if I were the recruiter, I wouldn't take it... A cycling policy won't compensate for a bad manager and won't make the job any better. You're there to work, not to cycle... The manager is the point of contact with reality and the job. It's symptomatic that nobody talks about jobs any more, as if certain notions had evaporated. A job is as concrete as four walls.

So what is the role of the office?

35 years ago, I did a work placement with a wonderful man. He had a magnificent office, which impressed me. Former Presidents of the Republic have offices like that, with photos and trophies, which must reassure them. But the best office is in the mind. That said, a collective office should be a landmark and a refuge. It structures the space, it allows interaction, it provides a framework for the work. It can also be a place for social mixing and spontaneous otherness. You meet people you'd never meet anywhere else. But what makes people want to come to the office is the content of the work, the recognition, the autonomy. And then there are the details. A faulty coffee machine, a mediocre canteen, a photocopier that's always on the blink, rotten IT - these things drive you crazy. But here again, in my eyes, what counts is the quality of the work and the role of the boss who helps you do it.

Has teleworking upset these balances?

It has destabilised essential points of reference. Working is not just about producing deliverables, it's about belonging to a group. When you telework for long periods, you lose your sense of purpose, your visibility and your self-esteem. And managers are unable to recreate a bond at a distance. The result: collective agreements that are badly calibrated, signed too quickly and difficult to amend. I think we need a bit of managerial courage. Simply say: «To do our job properly, we need to be together». Teleworking doesn't work for everyone. Maybe the important thing is to have the choice. To work well, I personally need to be in the right place at the right time. Sometimes at home, sometimes at my office and of course in the studio, because I do radio.

There is more and more talk of «personal investment» rather than «commitment». Is this a relevant distinction?

Yes, I like the word «investment». It implies a gamble, a risk-taking, a hope of return. There is a material, emotional and intellectual dimension. When an employee sees that the company is investing in good tools, good premises and, above all, projects, they can look ahead and imagine their future.
And when we give them interesting work, take the time to train them and treat them like adults, they get involved. You invest in people who invest in you. Yes, I much prefer that word.