Offices in 2030 according to Payfit

Paul Pouhin
4 min2020-10-22

Payfit puts the experience of its employees first by providing them with the best possible working conditions. In particular, Frank and Caroline discussed the current shift in the world of work and the Payfit 'Work from anywhere' methodology, which was introduced last July to bring more flexibility to the workplace.

Created in 2016, PayFit is an SAS in payroll and human resources management. Serving 4,000 SME customers in France, Spain, Germany, UK and Italy, Payfit employs over 500 people across 4 offices in Europe.

The Payfit culture is extremely strong with clear and deeply rooted values in both formal and informal processes (fulfilling working conditions, creating a framework of trust, being transparent on all occasions, organising company and team rituals).

"My mission as HRD is that we have the highest level of employee development."

Employee fulfilment is crucial because it keeps a team engaged and retains talent. If employees are fulfilled, they will be more committed and productive. It also helps to attract young talent who want to work in a motivating environment.

Fulfilment is also achieved through numerous initiatives (random coffee, virtual team meetings in the form of games, Payfit Solidarity, etc.).

How did you manage this period of confinement?

We strengthened our internal communication, organised more events between our teams to compensate for the reduction in physical meetings and introduced pulse surveys to gauge morale.

We already had a teleworking culture before (2 days a week) but we were impressed by the ability of our employees to go fully digital in just a few days.

The first observation we made during the crisis was that the company performs just as well, or better, when teams have the choice of teleworking or working together on the premises. Projects progress more quickly when working remotely because time is more flexible and allows for quick action. The second decisive finding is that our employees are more fulfilled.

Despite the situation, this experience of confinement and imposed telework has had positive effects in the professional context. We wanted to turn this into an opportunity for PayFit.

How can we turn this crisis into an opportunity?

Based on these observations, we set up the "Work From Anywhere" organisation last July. This policy of flexibility at work concerns a choice of workplace, but also schedules and moments of life at work in the form of rituals. The COVID-19 was the trigger for this, but the ambition is to make it last over time.

Does this mean working without rules?

The "golden rules" are there to frame this flexibility policy. Certain points cannot be affected, such as: the team, the results, the clients or the company. Everyone weighs the consequences of their choices so as not to compromise the quality of their work.

In certain key moments, Payfit physically calls on the employees but always justifies the request for physical travel.

"The majority of our employees like the hybrid system. They come to the office 2-3 days a month and telework the rest of the time. Naturally, employees are turning to this solution."

Each function has different teleworking needs. Sales people telework less than tech people, for example. Managers are aware of this and performance reviews are intended to guide and define the best way for each employee to work.

What about your future offices?

The office becomes an instrument to amplify the culture of Payfit and to offer a unique experience.

"We have Design Thinking spaces, small "bubble" rooms for calls with people in Work From Anywhere, a community space with an agora and bleachers for talks, a modular catering area, nap areas, sports areas, music areas... We have even thought of creating ephemeral spaces with pop-up stores to enhance our entrepreneurs. We want to respect and value the diversity of Payfiters."

Offices are still an essential place in the lives of employees. Payfit makes it a point of honour to keep it attractive in order to offer a different experience from a teleworking or co-location space.

The question of office space is also important. Payfit wanted to keep a large space despite a strong teleworking policy. Offices are seen as an investment and not just a cost.

Finally, corporate culture acts as a pillar for an effective telework policy: without a strong cultural identity, it is difficult for an employee to stay motivated and productive. Payfit's internal actions therefore help to maintain a link between the employee and the company, while maximising their well-being.

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