Whether it's a question of training, employer brand or CSR policy, Stéphane Roussel is convinced that the post-Covid office will need to reflect the company's raison d'être even more clearly.
How has the health crisis changed your relationship with space?
While the crisis has had an accelerating effect, it's difficult to pinpoint a general trend, as each space has to be tailor-made for its users. But it's true that when it comes to places where people can meet and socialise, we think they need to be bigger, better and more appropriate.. In my opinion, open spaces will remain, but they will be spread out over a smaller area, because there will be fewer of us there. At Gameloft, we don't set any general rules for teleworking. Everyone does what they want, and often what they can! It depends on your situation, your geographical location and even your children...
From a management point of view, have your practices changed?
At Gameloft, teleworking had already been adopted in part before Covid-19. In just a few hours, the transition was complete! But now it's possible, We need to get together physically to bring our collective intelligence to life, because office meetings are essential. There are fewer of them, but they are much better prepared. These meetings need to be intense, lively and useful. No one should have to say to themselves "why did I have to brave the journey to come to this meeting?
Sometimes isolated during the health crisis, young people are all the happier to be back in the office. Is this a particular focus of attention?
For young people, having a place that represents the company is essential. And here again, the reception conditions will have to be better than before. Not just in terms of layout, but also in the way they are supported, coached and guided. This is as true for a 3rd year trainee as it is for someone on an apprenticeship contract. If teleworking time increases, the physical locations will have to be very strong acculturation sites.
How does the younger generation view companies' social and environmental commitments?
It's a criterion of choice! For the "Les entreprises pour la Cité" association, I have no trouble recruiting young people who have graduated from the grandes écoles, who are paid 30 to 40 % less than a salary in a large company. Their commitment is strong, and it's often an important step in their career, which they can then use on their CV. It's a very classic type of career path these days. For a recruiter, it's not trivial, it sends out a message of interest in the public good, which you put before your own personal interests.
What does a company's commitment to CSR mean in practice?
It is important that the CSR policy is in line with the company's raison d'être. If a company's mission and its commitment to society are divorced, it cannot work. This is why we you have to make the effort to write down your raison d'être beforehand. At Vivendi, we believe that diversity is the key to economic success. This is reflected in our 'talents unlimited' CSR policy, which takes the form of music workshops in Africa and in local neighbourhoods. It's our role within the company to reach out to people who don't necessarily have access to music or to training as developers. To discover talent. Our employees are very proud of this!
Stéphane Roussel, Chief Operating Officer, Vivendi
