What makes quality of work (life) ?

I interview people from various industries to understand the importance of meals in their professional lives. Learn from leaders how to turn gastronomy into a precious soft skill.

BERTRAND BALLARIN, MANAGEMENT EXPERT

After 30 years in the army, Bertrand Ballarin joined the Michelin group for 15 years. He ran a factory in Bourges for 4 years, another factory in Shanghai for 4 years also, before taking direction of social relationships and an innovative accountability program. He explains how redistributing responsibility within the workers of factories has increased satisfaction and engagement at work.

The meal is at the heart of events and professional relationships. My workshops target sales team, managers and entrepreneurs who want to empower their brand image and network. An idea for your next seminar ?

EMPOWERMENT : gain confidence thanks to gastronomy                                       LEADERSHIP : use meals to better understand people & better work                       FRENCH CULTURE : enrich know-how throughout history & art.

FEATURES OF A MANAGER

His military career has forged the essential qualities of a manager : mutual support, kindness and trusting his team. « Companies always want to go too fast. Whenever we work on human relations, we must accept that it takes time ». After two years of implementing the accountability program the performance was higher than the traditional work organization system. (+10 to 20% against 1 to 3%).

« Between 2013 and 2016 workers’ engagement rate has increased from 63% to 84%, even higher than executives’ and employees’. The satisfaction survey considered compensation, management, relationships with peers, and trust in the company’s leadership. »

QUALITY OF WORK LIFE VS QUALITY OF WORK

I really liked his vision about quality of work life that completely disconnects the satisfaction at work, the meaning of work and material comfort. « We can face situations of great physical and moral discomfort and be in very good mental health. Because what I do is useful, necessary and I work with people that I trust.

« I’m not saying that QWL and the different measures are not necessary. To cure a fundamental problem of the individual at work by QWL I do not believe in it. My number 1 priority was not quality of work life but quality OF work. It is a part of QWL, but it’s the most fundamental one. »

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