5 tools to improve quality of life at work

It’s impossible for me to talk about quality of work life without mentioning “people management” (team management). Emerging a few years ago as a new approach to human resources, people management consists of seeing the company as a product that employees use. We then talk about the employee experience, in the same way we talk about user experience, and everything the company offers its employees can be seen as features of a product.

QWL is a company’s “product management”: a decisive factor for everyone, which cannot be improvised. Employees’ needs are identified, and those the company can meet are selected — some essential, others simply appreciated — to create a work environment that meets these needs. In this article, we will therefore look in more detail at the concepts of quality of life and working conditions, to foster greater well-being among your employees. Let’s get started!

Definition and importance of QWL

What is QWL?

Quality of work life (QWL) is an increasing priority for companies that want to create an environment that supports employee well-being and performance improvement. This concept covers a set of practices aimed at improving working conditions, employees’ physical and mental well-being, as well as their professional engagement.

In 2024, quality of work life (QWL) continues to evolve, integrating new trends and practices that reinforce its strategic importance for companies.

What is the difference between QWL and QWLC?

QWL, or Quality of Work Life, has broadened its scope to include Quality of Work Life and Working Conditions (QWLC). This means that companies no longer limit themselves to ensuring safety at work (now referred to as “working conditions”), but also strive to improve the psychological, social, and organizational aspects of the professional environment (now represented by a new approach to “quality of life”). For example, the integration of remote work and flexible hours into the everyday practices of many companies shows how QWL is adapting to modern needs and moving closer to quality of life outside of work.

These initiatives are not only an asset for attracting new talent, but are also crucial for retaining existing employees, limiting burnout, and ensuring good mental health within the company.

Why is QWL important?

The importance of quality of work life (QWL) is reflected in its direct impact on employee satisfaction and the overall performance of the company. Recent data show that companies with a strong reputation for QWL, such as those ranked in the Best Workplaces™ in France in 2024, report high levels of pride and loyalty among their employees. For example, CNP Assurances has signed a third agreement on QWL, implementing policies aimed at strengthening employee motivation and engagement through flexible and inclusive practices.

Components of QWLCT (quality of work life and working conditions)

QWL (quality of work life) is broken down into several essential components that must be carefully balanced to create a work environment conducive to employee fulfilment and organizational effectiveness. All of these components can be represented as follows:

Source: https://demainlequotidien.up.coop/equilibre-vie-pro-vie-privee/cartographie-de-la-qualite-de-vie-au-travail

Among all these components, four major aspects stand out: working conditions (including organizational conditions) and the content of work associated with employees’ ability to express themselves. These elements are interdependent and play a crucial role in the overall perception of quality of work life and working conditions (QWLCT) within a company.

Working conditions

Working conditions are one of the most visible pillars of QWLCT. They include all the material, environmental, and organizational elements that directly influence employee comfort and safety.

This includes, for example, the layout of workspaces, access to cutting-edge technological tools, management of noise pollution, and air quality in the premises. Good material conditions are fundamental to preventing the risk of musculoskeletal disorders and other physical health problems.

Organizational conditions

Moreover, organizational conditions, such as the distribution of tasks, clarity of objectives, and balance of workloads, are also crucial. Effective management of these aspects can significantly reduce work-related stress and improve employee satisfaction.

For example, a company that invests in the ergonomics of its workstations while offering regular training on stress management is more likely to see a noticeable improvement in productivity and a reduction in sick leave linked to unsuitable working conditions.

Work content

The work content refers to the very nature of the tasks assigned to employees, their degree of variety, and their level of complexity. Fulfilling and well-structured work contributes to a sense of achievement and greater motivation. Companies must ensure that the tasks assigned are both stimulating and suited to employees’ skills, which requires regular assessment of roles and responsibilities.

Capacity for expression

The capacity for expression is also essential, as it allows employees to express themselves about aspects of their work, propose improvements, and actively participate in decisions that concern them. Organizations that encourage this participation often see better employee buy-in to the company’s vision and an improvement in collective engagement.

Furthermore, practices such as participative management and the creation of working groups help to value individual contributions while fostering a climate of trust and cooperation within teams.

These four components are therefore fundamental to ensuring a high-quality QWL (even though other quality-of-life criteria often need to be examined on a case-by-case basis), and their continuous optimization is essential.

Implementation of QWL / QVCT

Implementing quality of work life within a company is a strategic process that requires rigorous planning and an integrated approach. This process includes several key steps, in particular the regular assessment of quality of work life, as well as managing the approach in collaboration with employees.

These steps are crucial to ensure that QWL initiatives are relevant, effective, and tailored to the specific needs of the organization and its employees.

Assessment and measurement of QWL / QWLC

Assessing quality of work life is a fundamental step in understanding the current state of well-being within the company and identifying areas that require improvement. Unlike other aspects of business management, QWL does not have universal standardized metrics, which makes its assessment more complex. However, companies can use various tools and methods to measure QWL, such as satisfaction surveys, one-to-one interviews, and the analysis of quantitative data such as turnover rate, absenteeism, and mental health indicators.

For example, regular anonymous surveys allow employees to express how they feel about various aspects of their work, including work–life balance, workload, and relationships with colleagues. These surveys provide valuable insight into employees’ perceptions and enable managers to make informed decisions to improve working conditions. In addition, some companies are adopting advanced digital tools that use artificial intelligence to analyze the collected data, in order to better tailor quality of work life and working conditions interventions to employees’ specific needs.

Another assessment method is the observation of organizational behaviors, such as the level of employee engagement during meetings or their participation in collective initiatives. These observations, combined with quantitative data, provide a holistic view of QWL and make it possible to track progress over time. In 2024, more and more companies are incorporating psychological well-being and emotional indicators into their assessments, recognizing that quality of work life and working conditions goes far beyond material aspects.

Managing the approach by involving employees

The success of a QWLC initiative largely depends on the active participation of employees at every stage of the process. It is crucial to involve them not only in identifying problems, but also in designing and implementing solutions. This collaborative approach ensures that QWLC initiatives are better adapted to on-the-ground realities and that they enjoy broad support within the company.

To do this, companies can set up steering committees made up of representatives from different teams and from management. These committees are responsible for overseeing the implementation of QWL actions, ensuring transparent communication about objectives and progress, and relaying employees’ feedback. In addition, organizing working groups or participatory workshops allows employees to contribute directly to the development of initiatives, thereby strengthening their sense of belonging and commitment to the company.

Employee involvement can also take the form of manager training on QWL principles, so that they can play an active role in supporting their teams and promoting a culture of well-being. Participative, attentive management is essential to establishing a climate of trust in which employees feel free to express their needs and concerns.

Finally, to make the approach sustainable, it is important to plan regular feedback sessions and adjustments, where employees can share their views on the effectiveness of the measures implemented and propose continuous improvements. This cycle of feedback and continuous improvement is key to maintaining a high level of QWL over time and adapting to changing employee expectations.

Tools to improve quality of work life (QWL)

To implement an effective quality of work life (QWL) approach, companies must rely on a variety of tools and strategies. These tools are designed to meet the diverse needs of employees while strengthening the overall performance of the organization. Here are five key areas that can transform QWL within a company.

1. Training and skills development

Training programs are one of the most powerful levers for improving QWL or QWCT. By offering professional development opportunities, companies not only increase their employees’ skills, but also strengthen their engagement and satisfaction. Training programs can vary, ranging from technical courses to workshops on stress management, as well as sessions on leadership and interpersonal communication. These training courses allow employees to feel more competent, recognized, and valued in their role.

Organizations such as EPSA Groupe have implemented continuous training programs tailored to the specific needs of their employees. This not only increases individual performance, but also helps create a culture of continuous learning, where employees feel supported in their personal and professional development. Training can also include modules on well-being, such as time management, work-life balance, and resilience, thus contributing to better overall QWL.

2. Improving working conditions

Improving working conditions is an essential aspect of QWL / QWCT. This includes redesigning workspaces to make them more ergonomic, comfortable, and suited to employees’ needs. For example, setting up relaxation areas, improving air quality, and reducing noise are measures that can significantly improve employees’ well-being.

Initiatives such as the introduction of flex office arrangements or the modernization of technological tools available to employees are also crucial to maintaining optimal working conditions. These improvements help prevent occupational risks such as musculoskeletal disorders or stress linked to an unsuitable work environment. CNP Assurances, for example, has recently redesigned its workspaces to promote a more collaborative and flexible environment, which has had a positive impact on QWL / QWCT.

3. Encouraging participation and engagement

Encouraging employees’ active participation and engagement is essential for successful QWL. Companies can implement initiatives that allow employees to be more involved in decisions that affect them, which strengthens their sense of belonging and motivation. For example, organizing regular brainstorming sessions, collaborative working groups, and team meetings where everyone can share their ideas helps create an environment in which employees feel valued and heard.

In addition, team-building activities are an excellent way to strengthen bonds between colleagues, develop a positive corporate culture, and improve collective engagement. These activities can range from outdoor outings to personal development workshops, as well as friendly competitions. By fostering a climate of collaboration and engagement, organizations can not only improve QWL, but also increase their productivity and internal cohesion.

4. Monitoring and evaluation of the QWL approach

Regular monitoring of the QWL / QWLC approach is essential to ensure that the initiatives implemented are effective and meet employees’ needs. This can be done through dashboards that make it possible to track key QWL indicators, such as employee satisfaction rate, turnover, or absenteeism.

Companies can also implement regular satisfaction surveys to gather employee feedback on the various QWL initiatives. These surveys help identify strengths and areas for improvement, thus ensuring continuous improvement of QWL. Feedback workshops are also a valuable tool to allow employees to share their impressions and contribute to improving existing practices.

5. Work–life balance

Work–life balance has become a central aspect of QWL, especially with the evolution of work arrangements such as remote work and flexible hours. Companies must therefore implement policies that enable employees to manage their professional responsibilities effectively while preserving their personal time. This includes initiatives such as the possibility to work remotely, flexible hours, and the provision of concierge services to help employees better manage their daily lives.

For example, the CNP Assurances agreement on remote work offers flexibility that allows employees to better reconcile their professional and personal obligations, which contributes to greater satisfaction and reduced stress. By offering solutions that promote a better balance between professional and personal life, companies can significantly improve QWL, which translates into better talent retention and enhanced performance.

Conclusion

In conclusion, quality of work life is a strategic investment for organizations seeking to improve employee well-being while increasing their overall performance. By integrating the tools and strategies presented, companies can create a work environment that fosters both individual and collective fulfillment. At a time when QWL trends continue to evolve, it is crucial to remain attentive to employees’ needs and adapt accordingly in order to maintain a healthy and productive work environment.