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Why do the French often have a difficult relationship with work?

November 21st, 2011 7 comments

The Economist has an interesting business column that recently addressed the relationship that French workers have with their jobs. Over the past years, people abroad have heard of disgruntled factory workers “boss-napping”, holding different kinds of strikes and working 35 hour weeks. These are stereotypes, and most French workers are at the office more than 35 hours. In fact average work time for full-time employees is 41 hours) and all employees taken into account, 39.4 hours. I know I work more than that!

According to several studies, France has one of the world’s most productive work forces. As recent as 2009, they had the world’s most productive work force (description of productivity).

This site has some benefits of doing business in France, as well as some challenges.

Incidentally it appears that often management teams at many French companies are responsible in part for this unhealthy relationship, as many directors come from a few grandes écoles (elite schools) and thus career advancement can be hindered within companies that retain top-down power structures with a few elite at the reins.

However, the article (below with some boldfaced parts) cites companies such as Danone which has been refreshingly open to basing promotions on skills rather than which elite school an employee attended. Other companies cited are Alcatel-Lucent and Schneider Electric.

What do you think? Do you agree, disagree? What is your experience working in a French company with French workers?

Schumpeter
The French way of work

Managers must shoulder some of the blame for France’s troubled relationship with work
Nov 19th 2011 | from the print edition

EVERY year, Sophie de Menthon, a French entrepreneur, holds an event called J’aime ma boîte (I love my firm) in Paris. The idea is to counter the notion that the French don’t like work. Employees are enticed to make lip dubs (a video of them lip-synching to music, if you need to ask), massage each other, vote for the nicest colleague, arrange for the accountant to swap jobs with the secretary and other stunts to celebrate their firm.

The much-mocked campaign has not had much luck. In 2007 a national strike interrupted the festivities, and in 2009 a series of suicides at France Télécom spoilt the atmosphere. This year employees showed less love for their boîte than ever before. Only 64% of those polled liked their company, down from 79% in 2005.

A truer reflection of work attitudes came this summer when French workers covered office windows with huge pictures made up of Post-it notes. Employees at GDF-Suez, a utility, stuck thousands of them to the windows of its HQ near Paris to represent Tintin, a comic-strip hero. Société Générale’s bankers responded with a picture of Asterix and Obelix across six storeys. A few employers cracked down on the time-wasting, but most did not dare.

Many outsiders conclude that French workers are simply lazy. “Absolument Dé-bor-dée!” (“Absolutely Snowed Under”), a book which came out last year, described how state employees compete to do nothing at work. Another title in this bestselling genre on avoiding toil, “Bonjour Paresse” (“Hello Laziness”) by Corinne Maier, an economist, explained how she got away with doing nothing at EDF, another utility.

In fact studies suggest that the problem with French employees is less that they are work-shy, than that they are poorly managed. According to a report on national competitiveness by the World Economic Forum, the French rank and file has a much stronger work ethic than American, British or Dutch employees. They find great satisfaction in their work, but register profound discontent with the way their firms are run.

Two-fifths of employees, according to a 2010 study by BVA, a polling firm, actively dislike their firm’s top managers. France ranks last out of ten countries for workers’ opinion of company management, according to a report from 2007. Whereas two-thirds of American, British and German employees say they have friendly relations with their line manager, fewer than a third of French workers say the same. Many employees, in short, agree with Ms Maier, who recommends that chief executives be guillotined to the tune of “La Carmagnole”, a revolutionary song.

If French work attitudes are out of the ordinary, French management methods are also unusual. The vast majority of chief executives of big firms hail from one of a handful of grandes écoles, such as École Polytechnique, an elite science school. Through what is known as parachutage, they can arrive suddenly from the top ranks of the civil service. Air France KLM, for example, announced unexpectedly last month that its new chief executive would be Alexandre de Juniac, formerly chief of staff to Christine Lagarde when she was France’s finance minister.

Although the grandes écoles are superbly meritocratic—candidates compete against each other in a series of gruelling exams—their dominance of corporate hierarchies makes workplaces much less so. At a big French bank recently, a manager promoted an executive, only to be reproached by a furious rival who said he should have been given the job because he had done better in the final exams at the same grande école.

As Thomas Philippon, a French economist, pointed out in “Le Capitalisme d’Héritiers”, a 2007 book, too many big French companies rely on educational and governmental elites rather than promoting internally according to performance on the job. In the country’s many family firms, too, opportunity for promotion is limited for non-family members. This overall lack of upward mobility, argues Mr Philippon, contributes largely to ordinary French cadres’ dissatisfaction with corporate life. A study of seven leading economies by TNS Sofres in 2007 showed that France is unique in that middle management as well as the lower-level workforce is largely disengaged from their companies.

For those farther down the ladder, French companies are hierarchical, holding no truck with Anglo-Saxon notions of “empowerment”. And bosses are more distant than ever. A big change in French management, says Jean-Pierre Basilien of Entreprise & Personnel, a Paris research centre, is that industrial managers now seldom rise through the ranks. Fifteen years ago a leading graduate would have worked in factories before moving to headquarters. Now many come up via finance or strategy.

From the ranks

There are important exceptions. Danone, a food-products firm, is one. It has made a big effort to promote people solely on competence, says Charles-Henri Besseyre des Horts, a professor at HEC, a business school which is one of the elite grandes écoles. The 2006 merger of Alcatel, a French telecoms-equipment firm, and Lucent, an American one, created a less hierarchical group. Alcatel-Lucent even encourages teleworking, uncommon in France because it means trusting workers not to goof off. Jean-Pascal Tricoire, chief executive of Schneider Electric, an ambitious energy-management firm, came up from the ranks.

French companies have particular reason to worry now about their bad boss-worker relations. An important factor in the growing gap in industrial competitiveness between France and Germany, said a recent study by Coe-Rexecode, an economic-research centre, is that German bosses and employees are better than French ones at working together. French bosses badly need to follow in the footsteps of Danone and other modernisers. If they try and fail, then at least they can blame the workers.

Salaries of French university graduates on the rise

According to this article, citing a study carried out by Aon Hewitt, salaries are increasing for French university graduates, especially those from elite engineering and business schools. This comes after economic stagnation during the crisis. In 2011, the overall increase in salaries in France was 2.6%, whereas for young graduates the increase was 3.4%. Some salaries include stock options, company savings plans, retirement accounts and other features, according to the company.

But there is still a sense of insecurity, because out 75% of companies offer young graduates fixed-term contracts (CDD) as opposed to long-term contracts (CDI).

The study surveyed more than 70 companies of all sizes and in multiple sectors, as well as more than 17,000 young graduates who are now employed.

L’Express also speaks about the study.

You can see links for French business, networking and jobs on my site here.

Semaine spéciale
publié le 25/04/2011
Rémunération des jeunes diplômés : la fin de l’austérité

Une étude menée par le cabinet Aon Hewitt montre des perspectives intéressantes pour les jeunes diplômés en matière de salaire. Une embellie qui profite surtout aux diplômés d’écoles d’ingénieur et d’écoles de commerce.

La stagnation des salaires des jeunes diplômés devrait toucher à sa fin, d’après une enquête d’Aon Hewitt. En 2011, le pourcentage d’augmentation de leurs salaires montre en effet une progression de 3,4% soit plus que les 2,6% du marché général. Près d’une entreprise sur deux a même mis en place des mesures d’augmentation salariales pour les jeunes diplômés, basées principalement sur des critères de performances individuelles.

Des rémunérations complémentaires
Pour compléter ces hausses, de nombreux salaires sont dopés par un intéressement et surtout une rémunération variable (dans plus de 8 entreprises sur 10). Certains jeunes diplômés ont même accès à des actions gratuites (10% des entreprises), voire des stock-options (4%). Une minorité de sociétés (14%) proposent des Plans épargne entreprise (PEE) ou des Plans épargne retraite.

Les plus diplômés très demandés
Dans ce contexte, ce sont les plus qualifiés qui tirent le mieux leur épingle du jeu. Les écoles d’ingénieurs seront ainsi les plus sollicitées, avec une hausse d’un tiers des recrutements de leurs diplômés. De la même manière pour les salaires d’embauche, les entreprises sont plus nombreuses à prévoir des augmentations pour les élèves issus d’écoles d’ingénieur ou d’écoles de commerce.

Une baisse des recrutements
Les recrutements seront eux moins importants, 9 entreprises sur 10 prévoyant un nombre d’embauches de jeunes diplômés égale ou inférieur à 2010. Les prévisions restent tout de même élevées, en particulier dans des secteurs comme la finance, la vente, le marketing et l’engineering. Autre point négatif : les contrats, les embauches se faisant le plus souvent sous forme de CDD, même si la politique de rémunération est la même que pour ceux en CDI.

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