The phenomenon of large-scale resignation: what impact on the organisation of work within companies?

Does the term "the great resignation" ring a bell? This phenomenon was discovered in the United States following the health crisis of the last two years.

The figures are even worrying: 48 million Americans have resigned since March 2020. There is a wave of resignations and career changes due to growing dissatisfaction and unhappiness with the workplace.

Unfortunately, France is not spared by this phenomenon. For some time now, companies have been faced with a shortage of candidates for recruitment, and many employees have been resigning from their positions.

According to Manpower, 90% of French companies believe that they are experiencing difficulties in recruiting new talent.

In order to overcome this crisis affecting various sectors of activity, it is essential to understand this phenomenon and review the notion of work organisation within companies. We will continue to repeat: "Hybrid work for all is now!

France, victim of the "great resignation"?

While the "big resignation" is taking its toll in the United States, where is the cursor in France?

The Media Let's Talk HR provides us with these figures: "in July 2021, the number of resignations of employees on permanent contracts was 19.4% higher than that observed in 2019, according to DARES; and at the same time, the early termination of fixed-term contracts has increased by 25.8% in two years".

In 2021, 386,000 French people resigned in the second quarter, and this continued to increase in the third quarter with 445,000 resignations (source: Le Parisien).

These figures show a change in the priority of employees with regard to their jobs and working conditions.

However, one cannot really speak of a "big resignation". The labour market situation is very different in the US, and in France there has been a shortage of jobs for some time.

The great resignation hides a basic phenomenon, that of the increase in the number of people showing signs of psychosocial risks. Confinement is the direct cause of this. In the wake of the COVID-19 crisis, teleworking or part-time work has become widely available, which has led to a new questioning of employees' well-being at work. Many employees have given up and many have felt a real loss of motivation and interest in their company.

The French are now looking for a better work-life balance. They are becoming more demanding by asking for better working conditions, salaries and appreciation of their tasks.

La Tribune explains: "one French person in two would consider retraining.

So what can companies do to retain their talent within their organisation? Should they offer more flexibility to their employees, at the risk of losing them permanently, and suffering their resignation?

The world of work is about to undergo a real change...

It is time for you to look ahead, to invest in the future. This phenomenon has had a real impact on working methods, especially management, and has raised many issues. This is an opportunity for organisations to promote change, transformation and evolution of new ways of working, starting with its corporate culture.

According to a study published by MicrosoftAccording to a study published by Microsoft, 41% of employees worldwide are considering leaving their current employer in 2022. A project that has already become a reality for a host of young workers. In Western Europe, 20% of Millenials will have left their jobs by 2020.

Whether it is the sharp increase in PSRs in French companies or the rise in "voluntary departures", these phenomena are rooted in poor management techniques. The organisation of work needs to be more modern, as employees' expectations have changed.


It is necessary to :

- Develop the culture and identity of the company in France, to give meaning to each activity and mission of an organisation.

- Take into account the expectations of your future employees. They are looking for innovative and responsible management based on trust. This is essential to feel recognised and valued.

- Use the right tools to adapt to the flexibility of new ways of working in the company.

Is hybrid work the solution?

"Take into account the expectations of your future employees." These include the need for a work-life balance.

Activ Horizon explains that "many people would like to adapt their working hours, and would like to have flexible and hybrid work spaces by sharing their time between telework and face-to-face work in the company.

According to a government study in February 2021, 61% of French people would like to telework. Many employees have been satisfied with hybrid working, and want to continue to benefit from it. By living away from the big cities and their place of work, flexibility through teleworking allows them to avoid excessive and cumulative commuting or having to swap their comfortable living space for smaller accommodation on the outskirts of the office.

In a few figures... (source: Malakoff Humanis)

- 38% of French employees were teleworking by the end of 2021.

- ½ of French employees want to work in hybrid mode.

- 48% of them want long distance telework, including 63% for the under 35s.

- 63% of managers believe that hybrid working will grow.

- 84% of them want to deploy it within their company.

- 56% of employees believe that the organisation of companies is not sufficiently adapted to this form of work

- Of which 80% are managers.


It is therefore necessary to use work tools that offer this flexibility, such as BeeMyFlex.

With "the new hybrid era", BeeMyflex helps companies to organise their hybrid work model. Its functionalities allow, among other things, to reserve a place in the office in advance, and to have visibility on the schedule of its collaborators. In other words, it is easy to know where the people you are working with on a project are.


In conclusion, Flexibility is becoming a necessity in companies. New managerial techniques are constantly moving towards the hybrid model of work. Only 36% of managers have changed their management practices in this direction. Improvements have included accepting new time slots within teams, better organisation of time between telework and face-to-face work, and more regular team meetings. Yes, we keep saying it and we will continue to say it: "hybrid work for all is now!