Quality of working life: why has QWL become QLWC?

First of all, why are we putting ANI, ANACT and QLWC in the same sentence?

Before you read the many lines that follow (yes, there are plenty — but it’s a fascinating subject that deserves to be covered in full), we need to set the scene: the relatively recent recognition of Quality of Working Life in French companies, and the role the ANI and ANACT played in bringing it to the fore — and not before time.

The ANI?

An ANI is an agreement signed by the social partners (trade unions and employers’ organisations) on a subject that concerns the world of work. It can cover a range of themes such as vocational training, social dialogue, workplace equality or workplace health. An ANI has legal force and can be extended by ministerial order to every company in a given sector.

What is the ANI QWL?

The ANI QWL is the national interprofessional agreement on quality of working life and workplace equality, signed on 19 June 2013. Nearly 10 years ago now! This agreement defines QWL as “the actions that make it possible to reconcile better working conditions for employees with the overall performance of the company”. It proposes a participatory, consultative approach to implementing QWL actions tailored to each company and each profession. It also addresses subjects such as the content of work, management, work-life balance and the prevention of psychosocial risks.

Why is the ANI QWL still so important in 2023, 10 years on?

Quite simply, the ANI QWL lays the foundations for a more holistic, strategic approach to employees’ quality of life at work. It recognises the direct, fundamental link between QWL and company performance, as well as the role working conditions play in employee well-being. It invites companies to treat QWL as a lever for competitiveness and attractiveness, both commercially and in terms of human relations. It also encourages social dialogue and employee participation in improving their own quality of working life.

As you’ll have gathered, the ANI is a key agreement for understanding and implementing QWL in companies. It gives you the principles and the method to begin your transition, tailored to your context and your challenges.

Finally, what is ANACT?

ANACT, put simply, is the French National Agency for the Improvement of Working Conditions. It’s a public administrative body created in 1973 (that takes us back, doesn’t it?) under the authority of the Ministry of Labour. Its mission is to help companies and employees improve working conditions, in particular by acting on how tasks are organised, on organisation itself and on professional relationships.

Today, ANACT runs a network of 16 regional agencies that support companies in their QLWC approach.

But what exactly is Quality of Working Life? A definition

Now that we’ve set the QWL scene, along with the main elements that make it workable in our everyday professional lives, it’s important to redefine what QWL was and what it is.

Quality of Working Life is quite simply feeling good in your job. The conditions provided, the atmosphere with colleagues, the company culture, how interesting the work is, working conditions, feeling listened to and respected, equality between employees, recognition, appreciation of the work done… All of these things can be included in the definition of quality of working life, and show just how important it is for employees — but also for companies and decision-makers. When employees are happy at work, they’re more motivated, more productive and more loyal. QWL is therefore a performance factor for every organisation and every structure. While many see it as a passing fad, it’s one of the fundamental areas in which any HR team or company wanting to boost the attractiveness and effectiveness of its teams should invest time — as much to attract new employees as to retain them or help them achieve innovative, ambitious projects.

Why did the acronym change to QLWC?

After a series of rather unsettling workplace phenomena such as the Great Resignation in 2021 and the explosion in burnout that followed, it was important to redraw the lines of what the new post-Covid QWL would look like. No more gadgets and glitter: it was time to make room for the real, thorny issues — work organisation, workload, management, workplace equality, risk prevention… In short, everything that makes our job a place where we can thrive in good conditions.

But why the change of name? Is it just for show, or to confuse everyone? Not at all! Contrary to what many companies might think, a good atmosphere and friendly colleagues aren’t enough to make you feel good in your job. The work itself also has to be interesting, rewarding, respectful and secure. Otherwise, the door is wide open to psychosocial risks, stress and — yes — burnout or loss of motivation.

Quality of Life and Working Conditions is therefore a way of refocusing the debate on what matters, and also a way of holding employers accountable. They must put concrete measures in place to improve their employees’ well-being. And that’s no small task! It means taking employees’ needs and expectations into account, involving them in reflection and decision-making, adapting QLWC to the specifics of each company and each profession… As you’ll have gathered, meeting every criterion this new name encompasses is no easy feat — time to roll up your sleeves!

“The two most important things in any company do not appear in its balance sheet: its reputation and its people.” Henry Ford.

The 5 key factors behind the new Quality of Life and Working Conditions.

The new QLWC policy is built on five essential points:

Management practices

Agile management, empowerment — methods that put people at the heart of the company and leave more room for autonomy are becoming the norm.

Sustainable job retention

Health prevention measures have now been strengthened by the law of 2 August 2021.

Career paths

The world of work is constantly evolving, and faster and faster. Anticipating the career development of your teams is absolutely essential, both to adapt to your competitive environment and for the well-being of your employees.

Managing transformation

Change management is something many employees find very hard to accept. It often leads, inevitably, to the loss of a great many of your best people. So before any major change in your organisation, think about putting a solid QLWC approach in place.

Interpersonal relationships

They are an essential component if employees are to draw on their alliances and complementary strengths to achieve shared goals. Team spirit is one of the core values at XXL Happyness.

In short, the aim is to act on the content of work to make room for everyone’s potential. Restoring the much-demanded work-life balance, with a welcoming workspace and harmonious professional relationships.

What does QLWC mean for the way I organise my company and my teams?

As a leader or manager, you play a key role in implementing a QLWC approach within your organisation. But how will the decision to embark on a QLWC approach influence your day-to-day decisions?

The benefits of QLWC

QLWC offers many benefits for the company and its employees. By improving it, you’ll anticipate a number of risks and see many positive changes in your organisation:

• Preventing occupational risks, whether physical or psychological, and reducing workplace accidents, occupational illness and absenteeism.
• Promoting employee well-being, motivation and engagement, and reducing turnover and presenteeism.
• Improving the quality of work, productivity and innovation, and strengthening the company’s competitiveness and attractiveness.
• Developing social dialogue, the social climate and trust between everyone in the company.

How do I analyse, improve and assess the QLWC of my organisation?

To implement a QLWC approach in your company, you need to:

• Carry out a shared assessment of current working conditions, identifying strengths and weaknesses, employees’ expectations and needs, and existing or potential risks.
• Define priority objectives and concrete actions to improve QLWC, taking account of available resources and organisational constraints.
• Put a QLWC action plan in place, involving employees and their representatives in its design, delivery and monitoring.
• Evaluate the results achieved and adjust the action plan where necessary.

Why develop my company’s QLWC initiatives?

Now that you know more, would you like to launch a QLWC approach in your own company? XXL Happyness can support you in this project, in particular with QLWC audits and training.

Thanks to this work, your company will enjoy a whole new profile while communicating authentically about your new strengths, with the aim of attracting the potential candidates who will embody the future of your business.

A genuine talent-retention tool, developing your employer brand is now essential — all the more so when you put a QLWC approach in place. This new approach to improving working conditions is the ideal opportunity to roll out your employer-brand action plan. Communicate about the actions you’ve implemented to attract new candidates and retain employees. The employer brand is a genuine business lever: it lets you reduce candidate-sourcing costs as well as turnover.

To find out more, “QVCT Week” takes place every year

And for those who like to think big: QLWC has had its own dedicated week for a few years now. The event is organised by Anact, the French National Agency for the Improvement of Working Conditions. Each edition focuses on a different theme, so as to cover all the vast subjects that make up QLWC.

And the theme for 2023 was unveiled very recently — you can read the details here, opens in a new tab.